Publications
2026
生成式人工智能的使用如何影响员工创新绩效？基于启发式—捷径式取向的视角
Authorship: 李育辉, Jiaxin Xue*; *corresponding author
Abstract: 基于技术建构主义和人机交互理论，文章探讨了员工使用生成式人工智能的两种取向，分析了不同取向下生成式人工智能使用如何对创新产生影响。通过三个子研究、七个独立样本进行检验：研究1开发并验证了启发式–捷径式使用取向的测量量表；研究2基于一般组织情境,采用多来源、多时点的问卷调查,结合企业后台客观人工智能使用数据检验理论模型与假设关系;研究3实施了基于特定任务情境的实验研究,在创意任务中操控人工智能使用和被试使用取向，以此来检验因果关系，并比较两类取向下员工的主观过程感知和客观行为特征差异。结果表明：使用取向显著调节了人工智能使用通过想法生成影响创新绩效的间接效应——启发式取向越高，该间接效应越强；捷径式取向抑制了这一效应。实验结果进一步表明，相对于捷径式取向，启发式取向引发更高的认知投入和更深的交互深度。研究揭示了人机协同创新的作用机制和边界条件，为人工智能时代的员工创新管理提供了理论启示与实践指导。
Journal: 南开管理评论.
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2025
To be (safe), or not to be (safe)? A daily exploration of why and when gig workers stay safe under customer demands
Authorship: Jinghao Zhang*, Jiaxin Xue*, Yingxin Deng, Zongbo Li, Yuhui Li ; *equal contribution
Abstract: Gig workers in the food delivery industry constantly face life-threatening occupational safety risks. However, little scholarly attention has been paid to the hazards of this work that entail potential dangers in traffic situations. Drawing on paradox theory, we theorize a typical tension in the daily experiences of food delivery workers, the finance–safety paradox. We examine how this dilemma can be triggered by customer demands that could influence delivery workers’ safety (i.e., safety behavior and driving speed) through altering their finance and safety concerns. Using the experience sampling method, we conducted a 14-day diary study with 117 food delivery workers (1430 observations) in China. The results indicate that daily customer demands increased workers’ daily safety concern when workers perceived stronger algorithmic supervision and fewer algorithmic errors on the focal day. Higher daily safety concern resulted in increased daily safety behavior and lower daily driving speed, while higher daily finance concern enhanced daily driving speed. Our research identifies a key driver of safety risks for gig workers in the food delivery industry, elucidates the role of algorithms in their safety compliance, and broadens our knowledge of how they navigate the salient tension between financial precarity and safety risks.
Journal: Journal of Organizational Behavior.
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Exploring the outcomes of leader bottom‑line mentality: A meta‑analysis
Authorship: Yuxiang Luan, Kai Zhao, Zheyuan Wang, Jiaxin Xue
Abstract: Despite growing interest in leader bottom-line mentality, no quantitative synthesis has yet integrated its effects on critical employee outcomes. This study addresses this gap by conducting the first meta-analytic review of leader bottom-line mentality (k=67l, N=19,926). Results indicate that leader bottom-line mentality is significantly associated with several key outcomes, including relative deprivation (ρ= 0.56), moral disengagement (ρ= 0.34), and organizational commitment (ρ= − 0.32). This study also tested the indirect linkages from leader bottom-line mentality to employee job performance through four theoretically grounded mechanisms—two expected to enhance performance (via increasing employees’ controlled motivation and their bottom-line mentality) and two expected to reduce performance (via decreasing employees’ leader–member exchange and increasing their emotional exhaustion). Of the four hypothesized mechanisms, three received empirical support—controlled motivation, leader–member exchange, and emotional exhaustion—while the path through employee bottom-line mentality was non-significant. A post hoc analysis further uncovered a U-shaped relationship, suggesting that extreme levels of leader bottom-line mentality may paradoxically enhance performance after surpassing certain stress thresholds. Regarding unethical pro-organizational behavior, this mentality simultaneously increases such behavior via moral disengagement and reduces it through leader–member exchange. These findings underscore the complex nature of leader bottom-line mentality and highlight the importance of integrative frameworks in capturing its multifaceted consequences.
Journal: Journal of Business Ethics.
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Ups and downs in serving us: Servant leadership behavior variability weakens the benefit of servant leadership behavior
Authorship: Jinghao Zhang, Niannian Dong, Lijing Zhao, Jiaxin Xue, Jia(Jasmine) Hu
Abstract: Despite abundant research on servant leadership, the existing focus predominantly adopted a between-person approach, without considering the within-person dynamism of servant leadership behavior across time. The present research aims to refine this status quo by taking a more nuanced perspective on the dynamic feature of servant leadership behavior. Specifically, we introduce the notion of servant leadership behavior variability to capture the instability of servant leadership behaviors over time. Drawing on adaptation level theory and attachment theory, we propose that the impact of servant leadership behavior on follower outcomes depends on servant leadership behavior variability. Four studies were conducted to identify this nuanced phenomenon and examine our hypotheses. In Study 1, we preliminarily explored the prevalence of servant leadership behavior variability in working contexts. Across two diary studies (Study 2–3), we consistently found that the positive effect of daily servant leadership behavior on follower’s outcomes was weakened by servant leadership behavior variability. In Study 4, we conducted a vignette-based experiment to establish the causality. Our research sheds lights on the dynamic nature of servant leadership behavior and reveal its temporal impact on followers.
Journal: Group & Organization Management.
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Impact of different employee-AI interaction: Instrumental vs. emotional support and gender differences
Authorship: Jiaying Chen, Jiaxin Xue, Yuhui Li, Wenhao Luo
Abstract: Previous studies have shown that employee–AI interactions increase job insecurity and negative behaviors, mainly due to AI’s focus on task assistance while neglecting its role in emotional support. We categorize employee–AI interactions into two types: using AI for emotional support and using AI for instrumental support. We further differentiate their impact on job insecurity and knowledge hiding. Results from a multi-wave survey involving 495 participants showed that using AI for instrumental support increases job insecurity, subsequently leading to knowledge hiding, while using AI for emotional support reduces these detrimental effects. Furthermore, the mitigating effect of emotional support on job insecurity and knowledge hiding is more pronounced for women than men. No gender differences were found in the impact of instrumental support. Our study contributes to the human–AI interaction literature by exploring how the nature of AI interactions influences workplace behavior.
Journal: International Journal of Human–Computer Interaction.
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人工智能情感支持如何重塑员工人际关系——基于自我概念的视角
Authorship: 陈佳颖, 薛嘉欣, 李育辉
Abstract: 随着人工智能情感功能不断发展，员工向人工智能寻求情感支持的现象日益增多，这将会对工作场所人际行为产生深远影响。然而，相比于对工作行为和结果的广泛关注，关于人工智能如何影响员工人际关系的研究，尤其是从人工智能情感支持视角出发的探讨非常有限。基于自我概念理论，通过采取三时点的问卷调查方法，对440名员工数据进行分析，探讨了人工智能情感支持如何影响员工关系重塑。研究结果显示：人工智能情感支持通过促进员工的关系反思，进而提高了关系重塑。外倾性强化了人工智能情感支持对关系反思的正向作用，同时强化了关系反思在人工智能情感支持和关系重塑间的中介作用。基于上述发现，企业应该重视人工智能情感功能对于工作场所的潜在影响，并结合员工的个体差异，有效规划人工智能情感支持的应用布局，以发挥人工智能对工作场所人际关系的积极作用。
Journal: 当代财经.
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2020
Environmentally specific transformational leadership and employee’s pro-environmental behavior: The mediating roles of environmental passion and autonomous motivation
Authorship: Zongbo Li, Jiaxin Xue, Rui Li, Hong Chen, Tingting Wang
Abstract: Organizational management practices in promoting sustainable development of the ecological environment are becoming a crucial way for enterprises to gain competitive advantages. However, whether the goal of such practices can be achieved depends on employees’ perception of environmental problems and the way they act. Therefore, it is important to stimulate employees’ pro-environment behaviors through management activities. Building on affective events theory and self-determination theory, we examined the effect of environmentally specific transformational leadership on employees’ pro-environmental behaviors (PEBs), as well as the potential mediating effects of environmental passion and autonomous motivation. A cross-sectional survey was conducted among 214 employees in China. Structural equation modeling was performed to test the theory-driven models. The results showed that environmentally specific transformational leadership positively predicted employees’ PEBs, and that environmental passion and autonomous motivation mediated this relationship, respectively. Furthermore, multiple-mediating testing results showed that environmental passion and autonomous motivation played sequential mediating roles in the link of environmentally specific transformational leadership to PEBs. This research unveiled environmental passion and autonomous motivation as underlying mechanisms that accounted for the link between transformational leadership and PEBs.
Journal: Frontiers in Psychology.
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