Updated on 2024/07/18


Faculty of Commerce, School of Commerce
Job title
Research Associate
Master of Arts in Commerce ( 2020.03 Waseda University )
Mail Address

Education Background

  • 2020.04

    Waseda University   Graduate School of Commerce  

  • 2018.04

    Waseda University   Graduate School of Commerce  

  • 2013.09

    Northeastern University at Qinhuangdao  

Committee Memberships


    Japan Academy of Strategic Management  Secretary

Professional Memberships


    Academy of Management


    Japanese Association of Administrative Science


    Japan Academy of Strategic Management


    Academic Association for Organizational Science


    Japan Academy of Business Administration

Research Areas

  • Business administration


  • The Impact of Top Management Team Characteristics and Governance Structure on Corporate Performance

    Ya Jiao

    The Bulletin of the Graduate School of Commerce   ( 93 ) 1 - 23  2021.11  [Refereed]

  • Top Management Team and Innovation: A Literature Review and Future Directions

    Ya Jiao

    The Bulletin of the Graduate School of Commerce   ( 92 ) 1 - 22  2021.03  [Refereed]


  • Diversity in Top Management Teams: The Impact on Work Flexibility

    Ya Jiao

    The Academic Association for Organizational Science 2024 Research Presentation Conference 

    Presentation date: 2024.06

    Event date:
  • The Association of Top Management Team Characteristics and Work Style Reform

    Ya Jiao

    The 95th Annual Conference of the Japan Academy of Business Administration 

    Presentation date: 2021.09


Teaching Experience

  • Introduction to Management A

    Senshu University  



Internal Special Research Projects

  • トップマネジメントチーム年齢ダイバーシティが人事制度に及ぼす影響


     View Summary

    The interplay between information decision-making theory and social categorization theory has long been recognized as crucial for unraveling the complex dynamics between top management team (TMT) diversity in characteristics and organizational outcomes. Despite their acknowledged importance, the challenge of synthesizing these divergent processes into a cohesive understanding remains. This study endeavors to bridge this gap by employing the categorization-elaboration model, aiming to dissect how interactions between TMT age and gender, as well as the interplay between TMT team tenure and independence, affect firms' approaches to human resource management, with a particular focus on flexible working arrangements. Previous research has often applied information decision-making and social categorization theories in isolation. However, van Knippenberg et al. (2004) propose through the categorization-elaboration model that these theories interconnect, highlighting how social categorization-induced intergroup biases can hinder the elaboration of task-relevant information and perspectives. They differentiate between information/decision-making processes, which correlate with informational diversity, and social categorization processes, which relate to social category diversity. The study also touches upon gender as a social category, referencing the work of (Guldiken et al., 2019), who argue that the appointment of the first female TMT member is often a tokenistic gesture under institutional pressures rather than a genuine effort to enhance thought diversity within the TMT. This notion aligns with the critical mass theory posited by Kanter (1977a; 1977b), which asserts the significance of minority proportions in influencing team dynamics. My investigation hence pays particular attention to the proportion of female TMT members and the degree of members’ independence. Drawing on data from 1,115 firms listed in Japan over the 2015-2020 period, my analysis reveals nuanced influences of TMT diversity on HR system. Specifically, I find that gender diversity within the TMT enhances the beneficial effects of age diversity on the adoption of flexible working arrangements. Conversely, a higher degree of TMT independence tends to mitigate the adverse impacts of tenure diversity on flexible work options. These findings contribute valuable insights to the literature on team diversity, corporate human resource management, and upper echelons theory, suggesting that the selection of TMT members should consider not only individual characteristics but also the potential synergies and tensions arising from diversity in team composition. The implications of this research extend beyond academic discourse, offering practical guidance for organizations striving to optimize their strategic outcomes through informed TMT selection and diversity management.

  • トップマネジメントチームのアテンションが人的資源アプローチに与える影響


     View Summary

    Employee voluntary turnover is the reflect of employee attitudes. Considering sustainable development is required today, organizations act a critical role to achieve corporate social responsibility towards internal stakeholders including employees. Prior studies have argued commitment-based human resource (HR) approach contributes to firm performance and reduce employee voluntary turnover. HR approaches are constructed into two dimensions: commitment-based HR approach and control-based HR approach. Although number of studies focus on commitment-based HR approach, researchers have become to notice that control-based HR approach also resist at the same time. This study aims to assess the association of top management team (TMT) attention to HRM, HR approaches and employee voluntary turnover in Japan context. It is hypothesized that TMT attention to HRM influences commitment-based HR approach positively, and control-based HR approach negatively. Commitment-based HR approach reduces employee voluntary turnover, and control-based HR approach improves employee voluntary turnover. While the measurement of control-based HR approach and analytical method request progressive improvement, the next round of analyses are ongoing. Combining the upper echelon perspective, attention-based view, human resource management (HRM) research, and turnover literature, this study expand understanding of organization phenomenon in TMT-level and organization-level.