Ansattprofil

Jing Wu

Postdoktorstipendiat - Institutt for kommunikasjon og kultur

Romnummer C4I-045
E-post jing.wu@bi.no

Biografi

Jing Wu is a Postdoctoral Fellow at BI Norwegian Business School. She obtained her PhD in Organizational Behavior from Rotterdam School of Management, Erasmus University, the Netherlands. Jing’s research interests focus on how to facilitate communication and foster proactivity in the context of (a) leader-employee dyads, (b) team diversity and dynamics, and (c) the workplaces redefined by gig economy, digital work, and algorithmic management. In carrying out research projects, Jing adopts a multi-method approach, integrating field surveys, lab experiments, field experiments, and interviews. And she uses a variety of statistical methods, such as polynomial regression and response surface analyses, social network analysis, and latent growth modeling. Jing teaches courses at both undergraduate and graduate levels, including international business, cross-cultural management, managing diversity and inclusion, quantitative research methodology, etc.

Publikasjoner

Vitenskapelige publikasjoner Andre

Wu, Jing; Tangirala, Subrahmaniam, van Knippenberg, Daan & Shu, Rui (2024)

Only time will tell: How teams centralize their voice around competent members over time to perform better

Journal of Organizational Behavior Doi: 10.1002/job.2842

We posit that time significantly impacts how voice—members' expression of work-related ideas—becomes unequally distributed within teams. Building upon insights from expectation states theory (EST), we propose that over time, voice becomes more centralized in teams, especially around members who are more competent than others. Moreover, we argue that teams whose members are higher in conscientiousness or openness to experience are better able to place more competent members in central speaking roles early on as well as progressively replace less competent members with more competent ones in those roles. Finally, we predict that, in comparison to teams that have egalitarian voice distributions, those that end up with more centralized voice distributions perform better when they give their most competent members more dominant speaking roles and perform worse when they do not. We found general support for these arguments in a study using four waves of data collected over time from 175 student project teams. Thus, we highlight how voice centralization does not always have negative consequences for teams but can benefit teams in certain circumstances.

Wu, Jing; Tangirala, Subrahmaniam, van Knippenberg, Daan, Giessner, Steffen R. & Zhang, Pengcheng (2023)

How cross-expertise voice facilitates team performance: A relational energy perspective

[Academic lecture]. European Association of Work and Organizational Psychology Congress.

Hussain, Insiya & Wu, Jing (2023)

Speaking Up To Be Heard: Influences Processes in Employee Voice

[Academic lecture]. Academy of Management Annual Meeting.

Nikolova, Irina; Wong, Sut I & Wu, Jing (2022)

Leader’s cognitive framework and employees’ autonomy during digital organizational change

[Academic lecture]. Academy of Management Annual Meeting.

Wu, Jing; Tangirala, Subrahmaniam & Zhang, Pengcheng (2022)

Tuning into the Life Cycle of Voice: Voice Emergence, Adoption, and Decline into Silence

[Academic lecture]. Academy of Management Annual Meeting.

Zhang, Limei; Venkataramani, Vijaya, Tangirala, Subrahmaniam, Liang, Jian & Wu, Jing (2021)

Who Speaks to Whom? How Voice Flows Within and Across Demographic Faultlines in Teams. Part of a Showcase Symposium entitled "Voice in Context: The Influences of Situational Opportunities & Constraints on Employee Voice"

[Academic lecture]. Academy of Management Annual Meeting.

Akademisk grad
År	Akademisk institusjon	Grad
2020	Erasmus University Rotterdam	Ph.D.