Updated on 2025/01/07

Affiliation
Faculty of Commerce, School of Commerce
Job title
Research Associate

Research Experience

  • 2023.04
    -
    Now

    Waseda University   Graduate School of Commerce   Research Associate

Education Background

  • 2020.04
    -
    Now

    Waseda University   Graduate School of Commerce  

  • 2018.04
    -
    2020.03

    Waseda University   Graduate School of Commerce  

Professional Memberships

  • 2023.04
    -
    Now

    Academy of Management

  • 2022.12
    -
    Now

    The academic Association for Organizational Science

  • 2021.05
    -
    Now

    経営行動科学学会

  • 2021.07
    -
    Now

    経営戦略学会

  • 2021.04
    -
    Now

    日本経営学会

Research Areas

  • Business administration   Organizational Behavior

Research Interests

  • Voice behavior

  • Proactive behavior

  • Ethical Behavior

  • Organizational Behavior

  • Diversity Management

Awards

  • Ph.D. Award

    2023.11   Euro-Asia Management Studies Association (EAMSA)   When and How a High Performer’s Voice Links to Less Endorsement: The Effects of Coalition Voice and Supervisor’s Power Motivation

    Winner: Sen Zhang

  • 年次大会優秀賞

    2021.09   経営行動科学学会   日本における部下の「Voice 行動」の直接性とリーダーのパフォーマンス評価の関係について―帰属理論とLMX 理論の視点から

    Winner: 張森

 

Papers

  • How does employee voice influence empowering leadership? The effects of voice tactics and gender

    Yunyue Yang, Sen Zhang

    Asian Journal of Social Psychology    2024.08  [Refereed]

    Authorship:Lead author, Corresponding author

     View Summary

    Although there is considerable evidence that empowering leadership is beneficial to individuals, teams, and organizations, a few studies have examined the antecedents of empowering leadership behaviour itself. To address this gap, this research examines the predictors of empowering leadership in terms of subordinate behaviours and traits. Based on signalling theory and role-based followership theory, we predict that employee voice expressed in rational appeals is more likely to enhance managerial attributions of employee proactivity compared to emotional appeals, which leads to increased empowering leadership. Furthermore, we propose that this is especially true when the subordinate is female rather than male. To test these hypotheses, we conducted a scenario-based experiment across two distinct cultural settings, Japan and the United Kingdom. The results from both countries support all hypotheses; our findings provide not only theoretical implications for research on empowering leadership, voice behaviour, and gender, but also several practical implications for subordinates and supervisors.

    DOI

    Scopus

  • Team Familiarity, Task Familiarity, and Product Innovation: Evidence from Japanese Sake Brewing

    Sen Zhang, Hang Yuan, Mengru Zhao, Donghoon Kim, Keisuke Hori, Yusuke Hoshino, Hiroshi Shimizu

    Academy of Management Annual Meeting Proceedings   2024 ( 1 )  2024.07  [Refereed]

    Authorship:Lead author

    DOI

  • Endorsement of High Performers’ Voice: The Role of Voice Tactic and Supervisor’s Power Motivation

    Sen Zhang

    Academy of Management Annual Meeting Proceedings   2024 ( 1 )  2024.07  [Refereed]

    Authorship:Lead author

    DOI

  • A Fault Confessed Is Half Redressed: The Impact of Deviant Workplace Behavior on Proactive Behavior

    Sen Zhang, Mengru Zhao

    Administrative Sciences   14 ( 7 ) 141  2024.07  [Refereed]

    Authorship:Lead author

     View Summary

    <jats:p>The extant research on deviant workplace behavior has mainly examined the consequences of such behavior from a “victim-centric” perspective, while ignoring the psychological and behavioral responses of the employees who engaged in it. Drawing upon moral cleansing theory, we adopt a “victimizer-centric” perspective and contend that employees experience moral deficits after engaging in deviant workplace behavior, which consequently lead to subsequent proactive behavior. We also propose that the indirect relationship between deviant workplace behavior and proactive behavior is contingent upon individuals’ moral courage. Specifically, employees with high moral courage are more inclined to perform subsequent proactive behavior upon perceiving a moral deficit than those with low moral courage. Our hypotheses are supported by empirical data from an experimental study involving 128 participants in the United Kingdom (Study 1) and a multi-wave survey-based field study with a sample of 180 employees conducted in the United States (Study 2). Our research provides contributions to the literature on deviant workplace behavior by demonstrating how and when deviant workplace behavior can lead to subsequent compensatory behavior, as well as practical insights for both employees and organizations.</jats:p>

    DOI

    Scopus

    1
    Citation
    (Scopus)
  • ORCHESTRATING INNOVATION: DIVERSITY OF TEAM CHARACTERISTICS IN THE SYMPHONY OF NEW PRODUCT DEVELOPMENT

    HANG YUAN, SEN ZHANG, MENGRU ZHAO, KEISUKE HORI, YUSUKE HOSHINO, HIROSHI SHIMIZU

    International Journal of Innovation Management   28 ( 3-4 ) 2450016  2024.05  [Refereed]

     View Summary

    This study investigates the strategic orchestration of New Product Development (NPD) teams, focusing on how age diversity influences their innovation capabilities within the competitive landscape of firms. As firms encounter an evolving demographic landscape, the role of team composition, particularly age diversity, becomes critical in tuning innovation and market alignment. This paper synthesises the disparate findings from the innovation management literature on the impact of age diversity, employing dual theoretical perspectives: information/decision-making and similarity/categorisation. The former suggests that age diversity brings diverse knowledge that boosts innovation, while the latter indicates it might hinder social cohesion and team performance. Addressing the gaps in existing research, this study explores tenure diversity and team familiarity as moderators in the age diversity-performance relationship. It hypothesises that tenure diversity can enhance knowledge exchange and innovation but may complicate social interactions, whereas high team familiarity might restrict new idea generation by homogenising knowledge. Empirical analysis conducted on a dataset of 21,370 observations from Japanese sake breweries reveals that tenure diversity and team familiarity are critical in moderating the effects of age diversity on NPD outcomes. These findings enrich the NPD literature by highlighting the importance of demographic diversity and provide new insights into managing age-related dynamics in team settings. The study underscores the need for managerial strategies that leverage demographic diversity to enhance NPD effectiveness.

    DOI

    Scopus

▼display all

Presentations

  • Team Familiarity, Task Familiarity, and Product Innovation: Evidence from Japanese Sake Brewing

    Sen Zhang, Hang Yuan, Mengru Zhao, Donghoon Kim, Keisuke Hori, Yusuke Hoshino, Hiroshi Shimizu

    The 84th Annual Meeting of the Academy of Management 

    Presentation date: 2024.08

  • Endorsement of High Performers’ Voice: The Role of Voice Tactic and Supervisor’s Power Motivation

    Sen Zhang

    The 84th Annual Meeting of the Academy of Management 

    Presentation date: 2024.08

  • A Fault Confessed is Half Redressed: The Impact of Deviant Workplace Behavior on Proactive Behavior

    Sen Zhang, Mengru Zhao  [Invited]

    Journal of Management Studies Workshop-Japan 2024 

    Presentation date: 2024.05

  • When and How High Performers’ Voice Links to Less Endorsement: The Effects of Coalition Voice and Supervisor’s Power Motivation

    Sen Zhang

    The 39th Euro-Asia Management Studies Association (EAMSA) Annual Conference 

    Presentation date: 2023.11

  • How does employee voice influence empowering leadership? The roles of voice tactics and gender

    Yunyue Yang, Sen Zhang

    The 83rd Annual Meeting of the Academy of Management 

    Presentation date: 2023.08

▼display all

 

Academic Activities

  • The 84th Annual Meeting of the Academy of Management

    Competition, symposium, etc.

    Academy of Management  

    2024.08
    -
     

Internal Special Research Projects

  • An Empirical Investigation of Managerial Endorsement of Employee's Voice Tactics

    2023  

     View Summary

    High performers’ voice offers numerous advantages to organizations and previous research has demonstrated that supervisors tend to endorse it. However, following social dominance theory, such a voice may be perceived as a threat to the established hierarchy, leading to diminished voice endorsement. Drawing on associative evaluation theory, I argue that the degree to which supervisors endorse a high performer’s voice is fundamentally determined by the supervisor’s organizational-focused associations that the voice elicits. I contend that there is a three-way interaction effect, involving high performers, coalition voice, and the supervisor’s power motivation, on managerial voice endorsement. More specifically, a high performer’s coalition voice is less likely to receive managerial endorsement via organizational-focused associations compared to a non-coalition voice, especially from supervisors with high power motivation. Results from a scenario-based experimental study sampling of 226 supervisors conducted in the United States, supported my hypotheses. I discuss the implications of my findings both theoretically and practically and offer directions for future research.