注册 Managing for the Future: Advancing Organizational Resilience and Sustainable Human Capital Development
Date: 12:30-18:00 (Beijing Time), May 11, 2025 (Sunday)
Location: BSG56, International Business School Suzhou (IBSS), Xi’an Jiaotong-Liverpool University (XJTLU), No.8 Chongwen Road Suzhou Dushu Lake Science and Education Innovation District Suzhou Industrial Park, Suzhou, China (中国江苏省苏州市工业园区独墅湖科教创新区崇文路8号，西交利物浦大学南校区，商学院大楼，BSG56)
Introduction
The XJTLU-IBSS Organizational Management Symposium serves as a platform for academics to share their latest research on organizational behavior and human resource management topics. This year, our focus is on “Managing for the Future: Advancing Organizational Resilience and Sustainable Human Capital Development.” Our presenters are at the forefront of research in this field, showcasing innovative and high-quality scholarship. We aim to create an intimate environment that fosters collaboration and provides a supportive research atmosphere.
There is no registration fee for this symposium; however, attendance is limited to 120 participants due to space constraints. Preference will be given to faculty members, followed by attendees on a first-come, first-served basis. Please scan the QR code below to fill out the registration form. In addition, we will provide a complimentary buffet dinner.
Full Agenda
▪ 12:30-13:00 Registration
▪ 13:00-13:15 Welcome remarks
▪ 13:15-15:15 Keynote speech
Moderator: Dr Xinyi Zhou (XJTLU)
▪ Prof Jingqiu Chen (Shanghai Jiao Tong University)
The Relative Effects of Design Thinking Vs. After-action Review on Team Performance: An Experiential/Episodic Team Learning Perspective
▪ Prof Fuli Li (Xi’an Jiaotong University)
New Frontiers of OBHR Industry-Academia-Research Integration in the Digital Era
▪ 15:15-15:25 Group photo
▪ 15:25-15:50 Coffee break
▪ 15:50-17:50 Research speech
Moderator: Dr Yue Xu (XJTLU)
▪ Dr Can Ouyang (Shanghai Jiao Tong University)
Building Micro-Foundations for Positive Workplace Relationships: Validation of a Strategic Relational Human Resource Management Measure
▪ Dr Jieying Chen (University of Manitoba)
An Integrative Examination of Human Capital Resources and the Human Resource Architecture Perspectives on Subjective Firm Performance
▪ Dr Dan Yang (XJTLU)
Green or Grumpy? Why Some Employees Thrive Under Pro-Environmental Pressure While Others Resist
▪ 17:50-18:00 Closing remarks
▪ 18:00 Buffet dinner
Speaker Details and Abstracts
- Invited speaker Ⅰ: Prof Jingqiu Chen ｜ 陈景秋教授
- Bio: Dr. Jingqiu Chen is a professor in the Department of Organization Management at the Antai College of Economics and Management, Shanghai Jiao Tong University. She earned her Ph.D. in I/O psychology from Peking University (2007) and joined SJTU thereafter. Her academic engagements include visiting scholarships at the Wharton School’s Risk Management Center (2011) and Fulbright research at George Mason University (2016-2017). Prof Chen’s research spans employee motivation, team dynamics, and workplace well-being, with publications in top journals such as Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Human Relations, Journal of Business Ethics, etc. Prof Chen is the principal investigator of multiple National Natural Science Foundation of China projects and responsible for sub-projects of key projects. Additionally, she is a member of the Applied Social Psychology Professional Committee of the Chinese Society of Social Psychology (since 2018), serves as an Associate Editor for the Asian Journal of Social Psychology, and provides peer review services for multiple domestic and international academic journals.
- Abstract: In an effort to extend experiential learning theory to the team level, we develop and test a model capturing and explaining the relative effects of two alternative team learning-based interventions, namely, after-action reviews (AAR) and design thinking (DT; a team problem-solving approach which we argue can be repurposed as a team development intervention). Integrating experiential learning theory with research on episodic team learning, we propose that by engaging the team in a more comprehensive set of experiential learning elements in each performance episode, relative to AAR, DT drives enhanced normative and cognitive team emergent states, and as a result, a greater short-term (i.e., 6-month) improvement in team performance, particularly for teams characterized by greater team task variety. Results from a multiwave field experiment of teams in a manufacturing company largely support this model, indicating that over the 6-month study period: (a) A DT intervention was associated with greater improvement in team performance than that associated with AAR, and (b) these effects are partially explained by differential changes in both team learning climate and transactive memory system specification. Implications for theory and practice are discussed.
- Invited speaker Ⅱ: Prof Fuli Li ｜ 李福荔教授
- Bio: Prof. Fuli Li serves as Head of the Department of Organization and Management at the School of Management, Xi’an Jiaotong University and Director of the HR Digitalization Research Center at the Research Center for Chinese Management, a strategic research base under the Ministry of Education. She holds dual Ph.D. degrees from City University of Hong Kong and the University of Science and Technology of China. Her research spans multiple domains, including creativity and innovation, generational differences, newcomer socialization and development, leadership emergence, female leadership, and HR digital transformation. Her research appears in nearly 30 research articles in leading management journals, such as Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Personnel Psychology, Organizational Research Methods, Human Resource Management, Human Relations, Journal of Organizational Behavior, Journal of Occupational and Organizational Psychology, etc. Currently, she serves as Area Editor for Strategy and Leadership at Quarterly Journal of Management and Editorial Review Board member for both Management and Organization Review and Journal of International Business Studies. In 2022, she founded the Huajue Digital Platform (https://end.huajuetech.com), an OBHR complex survey data collection tool now serving over 1,000 scholars worldwide.
- Abstract: This talk addresses a critical question in the OBHR field: how to leverage digital tools to advance scientific research, serve industry practice, and innovate teaching methods. The presentation will begin by sharing preliminary findings from a longitudinal study on newcomer proteges, revealing the effect of proteges’ proactive behavior trajectories in shaping mentors’ evaluation and mentoring provision. Through two case studies, we will explore collaborative approaches for collecting multi-wave, multi-source complex survey data with industry partners. The discussion will highlight how lightweight consulting services and phased personalized digital feedback reports can enhance participant engagement while fostering long-term win-win academic-industry collaboration. Next, using executive surveys as an example, we will demonstrate how to integrate research design with digital feedback reports. This dual-focused approach not only ensures high-quality data collection but also provides participating executives with valuable theoretical insights and personalized feedback, thereby increasing their motivation to engage in research. Finally, we will showcase innovative applications of digital tools in teaching. Through real-time interactive digital feedback systems, we enhance teaching effectiveness by creating immersive learning experiences. These digital solutions deepen students' understanding of OBHR knowledge while stimulating intellectual curiosity and sustained engagement.
- Invited speaker Ⅲ: Dr Can Ouyang ｜ 欧阳璨博士
- Bio: Dr. Can Ouyang is an associate professor of organizational management at Antai College of Economics and Management (ACEM) of Shanghai Jiao Tong University (SJTU). He received his Ph.D. in human resource studies from Cornell University, his M.S. in human resource management from Pennsylvania State University, and his B.S. in business administration from Sun-Yat Sen University. His research interest lies in strategic human resource management, ownership structure and organizational control, and management of franchise and chain enterprises. His publications have appeared at Organization Science, Human Resource Management, and The International Journal of Human Resource Management.
- Abstract: A growing number of studies have recognized the pivotal role of relational Human Resource Management (HRM) systems in fostering positive interpersonal relationships in the workplace. These systems are tailored to fulfill specific relational objectives through collective-level mechanisms. However, there has been a notable neglect of strategies for establishing the general foundations of positive workplace relationships and the contributions of individual actors in relationship-building activities. Drawing upon the multilevel micro-foundational structure framework and strategic human capital theory, this study introduces and validates a new measure of strategic relational HRM (SRHRM) systems. This measure incorporates a set of interrelated HRM practices aimed at reinforcing individual employees’ relational knowledge, skills, and abilities, which serve as micro-foundations for the development and maintenance of workplace relationships. Our methodology encompasses a meticulous validation process for the SRHRM measure. This involves employing four diverse samples from North America and Asia to assess its content validity, internal consistency, convergent and discriminant validity, as well as criterion-related validity. Our findings provide substantial support for the application of the SRHRM measure in future empirical investigations.
- Invited speaker Ⅳ: Dr Jieying Chen ｜ 陈洁莹博士
- Bio: Dr. Jieying Chen is an associate professor at Asper School of Business. She received her Ph.D. in Management from the Hong Kong University of Science and Technology. She is interested in understanding the intrapersonal and interpersonal processes that influence workplace behaviors, and has conducted research on topics such as cross-cultural interactions, mindfulness, judgement and decision making, and strategic human resource management. She also pays close attention to the open science movement in social science. Her work has appeared in journals such as Psychological Bulletin, Journal of Experimental Social Psychology, Social Psychological and Personality Science, and Organizational Psychology Review.
- Abstract: While human capital resources perspective has demonstrated the importance of having higher quality human capital resources at the aggregate (such as at the workforce) level, HR architecture perspective also highlighted the importance of capturing value and uniqueness of such human capital resources directly (rather than assuming a particular human capital resources being strategically valuable, rare, inimitable, and non-substitutable). Integrating human capital resources perspective with human resource architecture, we hypothesize that the positive relationship between the level of human capital resources firms possess and their performance is contingent on two characteristics: strategic value and uniqueness of such human capital resources. Using data collected from the top management teams of 235 firms in China, we found support for the hypothesis that the level of human capital resources was positively related to firm performance (a) when human capital resources were both strategically valuable and unique in the labor market, or (b) when human capital resources were both strategically peripheral and generally available in the labor market. Our findings suggest that firms should arrange their human capital resources toward the situations of both high strategic value and high uniqueness or both low strategic value and low uniqueness combinations to best reap performance benefits from investment in the level of human capital resources.
- Invited speaker Ⅴ: Dr Dan Yang ｜ 杨丹博士
- Bio: Dr. Dan Yang is an assistant professor at the Department of Strategic Management and Organization, IBSS. He received both BA and MA in human resource management from Renmin University of China, and Ph.D. in Management from CUHK Business School, The Chinese University of Hong Kong. Dr. Yang studies organizational behavior and human resource management. His research has been published in outlets such as Human Resource Management and Journal of Environmental Psychology.
- Abstract: Why do some employees thrive under workplace sustainability pressures while others disengage—or even undermine green initiatives? This paper theorizes and introduces the novel concept of pro-environmental pressure − the subjective experience of being compelled to engage in workplace sustainability behaviors. We develop and validate a psychometrically sound scale to measure this emerging workplace phenomenon. Grounded in the transactional theory of stress, our paper proposes and tests a dual-pathway model where employees’ stress mindsets determine whether pro-environmental pressure is appraised as a challenge (leading to problem-focused coping, increased pro-environmental behavior, and constructive green voice) or a threat (resulting in emotion-focused coping, reduced pro-environmental engagement, and destructive green voice). Through a multi-wave field study in a pharmaceutical company, this paper provides robust evidence for our theoretical model. Our findings offer important insights for both sustainability research and organizational practice.
Registration & Enquiries
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Organizers
Department of Strategic Management and Organization (SMO), International Business School Suzhou (IBSS)
IBSS_Research Center of Excellence (Decision-making in Business)
BA_International Business with a Language
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