Jiexin Wang

• PhD
• Professor (Assistant) at Pennsylvania State University, Scranton

Though prevalent in practice, team charters have only recently received scholarly attention. However, most of this work has been relatively devoid of theory, and consequently, key questions about why and under what conditions team charter quality affects team performance remain unanswered. To address these gaps, we draw on macro organizational cont...

We examine the extent to which both in-role (task performance) and extra-role dimensions of performance (organizational citizenship behaviors) account for variance in ratings of overall job performance by utilizing currently available meta-analytic estimates. Relative weight analysis results show that overall performance is determined more by three...

This research examines the issue of employee retention by considering what happens to employees that engage in the job search process yet end up staying with an organization. Grounded in the conceptualization of reluctant staying from Hom, Mitchell, Lee, and Griffeth (2012), we consider a potential downside of employee retention. Specifically, the...

We integrate and extend the literatures on perceived organizational support (POS), organizational citizenship behavior (OCB), and comparative cross-cultural management by examining whether the POS-OCB relationship is contingent on national culture. In social exchanges between the organization and its employees, employees are likely to act as good c...

Integrating research on work-to-family enrichment and turnover literature, the current study investigated whether and how work- to-family enrichment, an under-studied variable, affects one’s turnover intention and subsequent behavior in the presence of two traditional turnover predictors (work-to-family conflict and organizational commitment). The...

We provide a meta-analysis of alienation, outlining the extent to which it is predicted by individual differences (need for achievement), role stressors (role conflict), leader dimensions (initiating structure), and aspects of the work context (formalization). We also examine its relationship with outcomes such as employee attitudes (job satisfacti...

We meta-analytically examine the relationships between three forms of leader influence, contingent reward (transactional), leader-member exchange (LMX; relational), and transformational (change-oriented) on subordinates’ proactive behaviors. Using non-self-reported data from a combined sample of more than 9,000 employees, we confirm positive relati...