Wen Wu’s research while affiliated with Beijing Jiaotong University and other places

Many employees spend a significant portion of their workday commuting to and from work, albeit with considerable day-to-day variability in those commutes. Based on the time-scarcity perspective, scholars have reached a consensus that time spent commuting is generally draining for employees. This raises an important question: Do all employees have negative reactions to longer commuting times? Challenging this view, we use a temporally based chronotype fit perspective to argue that time spent commuting is less fatiguing for some people compared to others. We propose that at the within-person level, morning (evening) commuting time negatively relates to work (family) role performance via fatigue at work (home). The chronotype moderates the within-individual effects of time spent commuting on fatigue and performance at work and home. The harmful effects of time spent commuting on fatigue and performance are attenuated for persons with a biological preference for evening activity. These effects stand in contrast to previous research that predicted workplace advantages for those individuals with a biological preference for morning activity. We also propose the spillover effects of fatigue at work on fatigue at home and of work role performance on family role performance. Two experience sampling method surveys largely support our hypotheses.

Integrating the voice endorsement literature and behavioral integrity theory, this research first advances the constructs and develops the scales for supervisors' word‐oriented and deed‐oriented voice endorsement in Study 1. In Study 2, we examine how supervisors' word‐oriented and deed‐oriented voice endorsement influence employee voice behavior. Results from a four‐wave field study demonstrate that supervisors' word‐oriented voice endorsement is negatively related to perceived supervisor behavioral integrity, whereas supervisors' deed‐oriented voice endorsement is positively related to perceived supervisor behavioral integrity. Perceived supervisor behavioral integrity enhances employees' willingness to discuss ideas and ultimately promotes their voice behavior. In addition, a higher (versus lower) level of explanation providing weakens the negative impact of supervisors' word‐oriented voice endorsement and strengthens the positive impact of supervisors' deed‐oriented voice endorsement on perceived supervisor behavioral integrity. Theoretical and practical implications are discussed.

Ingratiation seems to be extremely useful in the initial stage of interpersonal interaction. Recently, scholars have drawn attention to the role of ingratiation in the special context of newcomer socialization, arguing that ingratiation can help newcomers build a positive image in the work setting. In this research, we first propose that two types of ingratiation— excessive ingratiation and seamless ingratiation —can be distinguished and develop a measurement instrument for them. Second, based on affective events theory, we explore how newcomers' excessive ingratiation and seamless ingratiation lead to different socialization outcomes by stimulating distinct emotional and behavioral responses from their supervisors. The results of two experiments and a multisource weekly survey conducted for 10 consecutive weeks reveal that newcomers' excessive ingratiation triggers supervisors' embarrassment and interaction avoidance, and ultimately hinders newcomer socialization; in contrast, seamless ingratiation evokes supervisors' pride and information sharing and ultimately promotes socialization outcomes. Supervisor narcissism weakens the relationship between excessive ingratiation and embarrassment but strengthens the relationship between seamless ingratiation and pride. Theoretical contributions, practical implications, and directions for future research are discussed.

Previous research on employee voice endorsement has mostly focused on its antecedents. In particular, most scholars seem to consider employee voice endorsement as a factor influencing only the voicers themselves. Thus, they have ignored its interpersonal influences, such as at the team level. The present study explores the influence of underachievers' voice endorsement on team voice. Specifically, we not only examine a boundary condition in this relationship but also develop and test a new construct of supervisors' voice judgment fairness as a mediator. Data from two multi‐wave, multi‐source surveys show that when underachievers' voice quality is higher (versus lower), the positive relationship between underachievers' voice endorsement and supervisors' voice judgment fairness is stronger, which in turn enhances team voice. These results offer meaningful theoretical implications for the voice endorsement literature and practical implications for organizations.

This paper studies the downstream effect of expatriate managers' personal financial insecurity on team innovation. Building on resource allocation theory, we propose a moderated serial mediation model. Using four‐wave, multi‐source survey data from 99 R&D expatriate teams within large technology companies in emerging markets, we find that expatriate managers' personal financial insecurity is negatively related to team innovation first through a lower level of state learning goal orientation in the last month, and subsequently through a lower level of intellectual stimulation behavior. The negative effect of expatriate managers' personal financial insecurity on state learning goal orientation is weakened when professional identification is higher (vs. lower). Theoretical and practical implications are discussed.

Drawing from the perspective of sociometer theory, we posit that the career consultation behaviour of newcomers can bolster supervisors' organization‐based self‐esteem (OBSE), thereby increasing their access to career mentoring from supervisors. Additionally, we suggest that the impact of newcomers' career consultation behaviour on supervisors' OBSE will be more pronounced among individuals with a higher power distance orientation. A time‐lagged, four‐phase data collection involving 238 newcomer–supervisor dyads supported this moderated mediation effect. The results indicate that newcomers' career consultation behaviour contributes to supervisors' OBSE, particularly for those with higher power distance orientations compared to their counterparts with lower power distance orientations. Subsequently, this is positively associated with supervisors' career mentoring as reported by newcomers. The implications of this study are discussed in the context of existing literature on newcomer socialization and mentoring.

Speaking up directly promotes voice endorsement because it enhances communication clarity. Yet, voicers may hesitate to engage in direct voice because it is a dominant communication tactic that may upset, impose on, embarrass, or undermine their leader, potentially resulting in a backlash, greater workload, or a tainted image. These concerns present a puzzle regarding whether alternative communication tactics exist whereby voicers can secure endorsement for improvement‐oriented initiatives without directly challenging their leader. To address this puzzle, we introduce voice inquiry—expressing improvement‐oriented suggestions or concerns in the form of a question—as a submissive communication tactic to secure endorsement. Drawing upon dominance complementarity theory, we argue that voice inquiry prompts endorsement because it enhances leader's sense of power. Given the complementary effect of submissiveness and dominance, we further predict that this effect will be stronger when leader dominance is high. We conducted three Pilot Studies to unpack the content, motivation, prevalence, and submissive nature of voice inquiry. Building on this foundation, we conducted a multi‐wave field study with 373 employees and 178 leaders in a transportation company (Study 1) and a vignette experiment with 243 full‐time workers (Study 2). Across studies, our research demonstrates voice inquiry as a theoretically driven communication tactic that increases endorsement by activating leader sense of power, particularly among dominant leaders.