Aichia Chuang’s research while affiliated with University of North Carolina at Greensboro and other places

We conducted a quasi-experimental field study of an organization-wide suggestion program and a follow-up laboratory experiment to examine the effects of choice of rewards on employee creativity. As hypothesized, the results of both studies showed that choice had positive, significant effects on the number of creative ideas employees generated and the creativity level of those ideas. Results of the quasi-experiment also showed that creative self-efficacy (CSE) mediated the effects of reward choice. Two general categories of rewards were examined in our studies-those that directly benefited the idea generator (Self) and those that directly benefited charities (Other). We explored the effects of these reward categories on employee creativity and whether employee creative personality interacted with the reward categories to affect employee creativity. Results showed that the reward categories did not have a significant impact on employee creativity. However, both studies demonstrated that in the Other reward condition, employees with a creative personality produced ideas higher in creativity than those with a less creative personality. The quasi-experiment also showed that CSE mediated the effects of the Reward × Creative Personality interaction. We discussed the implications of these results for the future research and practice. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Prior research on emotional labor has primarily been conducted at the individual level. In this paper, we examine a model of unit employee emotional labor and its relationships with unit LMX and LMX differentiation as well as with unit employee outcomes. Results from 701 employees and 117 managers from 117 branches of a real-estate company in Taiwan showed that deep acting exhibited a higher consistency and agreement at the unit level than surface acting. Further, we found that unit LMX was positively related to unit employee deep acting, and that LMX differentiation moderated the effect of unit LMX on surface acting in such a way that the relationship was more negative when LMX differentiation was high. In addition, unit surface acting was negatively related to supervisor-rated employee customer-oriented behavior and positively related to employee somatic symptoms.

In the past decade, family supportive supervisor behavior (FSSB) has emerged as an important factor that can help employees manage work–family needs. Although the existing literature has documented the benefits of FSSB, we know little about the emerging process of FSSB. Drawing on the conservation of resources theory, we propose that supervisor engagement in FSSB is influenced by the extent to which the supervisor has sufficient resources for work. This study uses the joint effect of supervisors’ family–work conflict (FWC) and organizational work–family culture to predict the time supervisors spend on core tasks, FSSB, and subordinates’ work–family conflict (WFC), in sequence. Data were collected from paired supervisor–subordinate dyads among 83 supervisors and 276 subordinates. The results indicate that supervisors with high FWC spend more time on core tasks and display less FSSB, which ultimately result in higher subordinates’ WFC, especially in organizations with a lower level of organizational work–family culture. In contrast, supervisors’ FWC does not result in any negative influences on the supervisors themselves or their subordinates at work in organizations with a higher level of organizational work–family culture. Therefore, the theoretical model provides evidence that supervisors’ negative work–family experience cascades down to their subordinates.

This study aims to explain the interplay between business founders' work design and new venture development. Our qualitative research reveals that founders' work design differs in terms of unsettled and settled work. In unsettled work, founders redesign their work to serve the needed changes in their new ventures. In settled work, founders, who develop a commitment to their self-created work, often maintain rather than change their work, regardless of the potentially needed changes in the new ventures. Our findings suggest that founders' work has a subtle structure that results in direct, day-to-day experience that is integral in shaping new ventures.

We develop a typology of three-way interaction models in order to stimulate more Asia management studies using this approach. In this paper, we explain how to approach moderation based on three-way interactions, introduce three types of three-way interaction models, and provide the appropriate post-hoc statistical procedures accordingly. We also outline several future research examples to demonstrate how three-way interactions can be used in Asian management research. © 2018 Springer Science+Business Media, LLC, part of Springer Nature

While high performers contribute substantially to their workgroups and organizations, research has indicated that they incur social costs from peers. Drawing from theories of social comparison and conservation of resources, we advance a rational perspective to explain why high performers draw both intentional positive and negative reactions from peers and consider how cooperative work contexts moderate these effects. A multisource field study of 936 relationships among 350 stylists within 105 salons offered support for our model and an experiment with 204 management students constructively replicated our findings and ruled out alternative explanations. Results indicated that peers offered more support and also perpetrated more undermining to high performers. Paradoxical cognitive processes partly explain these behaviors, and cooperative contexts proved socially disadvantageous for high performers. Findings offer a more comprehensive view of the social consequences of high performance and highlight how peer behaviors toward high performers may be calculated and strategic rather than simply reactionary. (PsycINFO Database Record