Search Results - "YAM, KAI CHI"

MORALIZED LEADERSHIP: THE CONSTRUCTION AND CONSEQUENCES OF ETHICAL LEADER PERCEPTIONS by FEHR, RYAN, YAM, KAI CHI SAM, DANG, CAROLYN

“…In this article we examine the construction and consequences of ethical leader perceptions. First we introduce moralization as the primary process through…”
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Collectivism Impairs Team Performance When Relational Goals Conflict With Group Goals by Qin, Xin, Chi Yam, Kai, Ye, Wenping, Zhang, Junsheng, Liang, Xueji, Zhang, Xiaoyu, Savani, Krishna

“…This research challenges the idea that teams from more collectivistic cultures tend to perform better. We propose that in contexts in which there are tradeoffs…”
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Shared leadership: A state-of-the-art review and future research agenda by Zhu, Jinlong, Liao, Zhenyu, Yam, Kai Chi, Johnson, Russell E.

“…The traditional “great man” approaches to leadership emphasize qualities of individual leaders for leadership success. In contrast, a rapidly growing body of…”
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People treat social robots as real social agents by Eng, Alexander, Chi, Yam Kai, Gray, Kurt

“…When people interact with social robots, they treat them as real social agents. How people depict robots is fun to consider, but when people are confronted…”
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THE MIXED BLESSING OF LEADER SENSE OF HUMOR: EXAMINING COSTS AND BENEFITS by YAM, KAI CHI, CHRISTIAN, MICHAEL S., WEI, WU, LIAO, ZHENYU, NAI, JARED

“…Workplace humor is ubiquitous, yet scholars know little about how it affects employees’ behaviors in organizations. We draw on an emerging psychological theory…”
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Employee perceptions of corporate social responsibility: Effects on pride, embeddedness, and turnover by Ng, Thomas W. H., Yam, Kai Chi, Aguinis, Herman

“…We examined socioemotional microfoundations of perceived corporate social responsibility (CSR) and posited that employees’ perceived CSR triggers a…”
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Demeaning extrinsic motivation leads to increased perceptions of hypocrisy by Yan, Liuxin, Emil Chai, Valentino, Chi Yam, Kai

“…•Individuals may choose to demean extrinsic motivation as an impression management tactic to signal their intrinsic motivation.•Demeaning extrinsic motivation…”
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Who should be first? How and when AI-human order influences procedural justice in a multistage decision-making process by Jiang, Luyuan, Qin, Xin, Yam, Kai Chi, Dong, Xiaowei, Liao, Wanqi, Chen, Chen

“…Artificial intelligence (AI) has fundamentally changed the way people live and has largely reshaped organizational decision-making processes. Particularly, AI…”
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When and why empowering leadership increases followers’ taking charge: A multilevel examination in China by Li, Shao-Long, He, Wei, Yam, Kai Chi, Long, Li-Rong

“…Drawing from the cultural self-representation model, we propose a multilevel model to examine when and why empowering leadership elicits followers’ taking…”
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Experimental manipulations to reduce the negative effects of money by Yam, Kai Chi

“…People generally consider money a necessary evil because it invokes dual effects. On one hand, it increases people's productivity and performance, but it also…”
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Motivating effort: A theoretical synthesis of the self-sufficiency and two-market theories by Yam, Kai Chi, Bumpus, Matthew F., Hill, Laura G.

“…We conducted two experimental studies to examine the effect of introducing social and monetary incentives on participants’ (1) effort and (2) willingness to…”
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Reducing the uncanny valley by dehumanizing humanoid robots by Yam, Kai Chi, Bigman, Yochanan, Gray, Kurt

“…Humanoid robots are often experienced as unnerving, a psychological phenomenon called the “uncanny valley.” Past work reveals that humanlike robots are…”
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Feeling proud but guilty? Unpacking the paradoxical nature of unethical pro-organizational behavior by Tang, Pok Man, Yam, Kai Chi, Koopman, Joel

“…•The aftermath of unethical pro-organizational behavior is often paradoxical in the actors.•Daily unethical pro-organizational behavior is positively…”
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The Effects of Thought Suppression on Ethical Decision Making: Mental Rebound Versus Ego Depletion by Yam, Kai Chi

“…Although thought suppression is a commonly used self-control strategy that has far-reaching consequences, its effect on ethical decision making is unclear…”
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The Double-Edged Sword of Leader Humility: Investigating When and Why Leader Humility Promotes Versus Inhibits Subordinate Deviance by Qin, Xin, Chen, Chen, Yam, Kai Chi, Huang, Mingpeng, Ju, Dong

“…Extant research has uniformly demonstrated that leader humility is beneficial for subordinates, teams, and even organizations. Drawing upon attribution theory,…”
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Admired and disgusted? Third parties’ paradoxical emotional reactions and behavioral consequences towards others’ unethical pro‐organizational behavior by Tang, Pok Man, Yam, Kai Chi, Koopman, Joel, Ilies, Remus

“…Unethical pro‐organizational behavior (UPB) is often visible to co‐workers; however, reactions to UPB are rarely considered in empirical research in spite of…”
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The Rise of Robots Increases Job Insecurity and Maladaptive Workplace Behaviors: Multimethod Evidence by Yam, Kai Chi, Tang, Pok Man, Jackson, Joshua Conrad, Su, Runkun, Gray, Kurt

“…Robots are transforming the nature of human work. Although human-robot collaborations can create new jobs and increase productivity, pundits often warn about…”
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Cleansing My Abuse: A Reparative Response Model of Perpetrating Abusive Supervisor Behavior by Liao, Zhenyu, Yam, Kai Chi, Johnson, Russell E., Liu, Wu, Song, Zhaoli

“…Research on abusive supervision has predominantly focused on the consequences for victims while overlooking how leaders respond to their own abusive behavior…”
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The role of moral decoupling in the causes and consequences of unethical pro-organizational behavior by Fehr, Ryan, Welsh, David, Yam, Kai Chi, Baer, Michael, Wei, Wu, Vaulont, Manuel

“…•The role of leader moral decoupling in employee UPB is examined.•Perceptions of leader moral decoupling are shown to shape employee UPB.•Leader moral…”
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FROM GOOD SOLDIERS TO PSYCHOLOGICALLY ENTITLED: EXAMINING WHEN AND WHY CITIZENSHIP BEHAVIOR LEADS TO DEVIANCE by YAM, KAI CHI, KLOTZ, ANTHONY C., HE, WEI, REYNOLDS, SCOTT J.

“…Research has consistently demonstrated that organizational citizenship behaviors (OCBs) produce a wide array of positive outcomes for employees and…”
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