Wang studies retirement and the employment of older workers, occupational health psychology, and leadership and team processes in the workplace.
Industry Expertise (4)
Areas of Expertise (7)
Successful Aging in the Workplace
Occupational Health Psychology
Media Appearances (4)
Can Being Promoted to Leadership Change Who You Are?
South China Morning Post online
Prof. Li carried out the research alongside Prof. Shuping Li of Hong Kong Polytechnic University, Prof. Jie Feng of Rutgers University, Prof. Mo Wang of University of Florida, Prof. Michael Frese of the Asia School of Business and Leuphana University of Lueneburg, Prof. Chia-Huei Wu of the University of Leeds, as well as CUHK Business School PhD candidate Hong Zhang.
Retire or keep working? The healthy answer isn’t that simple.
The Washington Post online
Mo Wang, retirement researcher at the University of Florida, says some of the confusion in the studies stems from the fact that often they “do not take into the account the health issues as reasons for retirement.” He says, however, this “healthy worker effect” does not explain all differences in studies between those who stay on their jobs and those who leave. The rest is probably due to retirees being a diverse group — with various types of jobs and life circumstances — so if you lump everyone together, you will get confusing results.
Study: Student debt may hurt chances at full-time employment
Mo Wang of the University of Florida, Jaclyn Koopmann of Auburn University and Peter Bamberger of Tel Aviv University co-authored the article. The researchers say that having student loan debt is a financial stressor to students that leads to additional stress during their job search, which in turn can harm their chances of securing a full-time job.
A Q&A with Work, Aging and Retirement Editor, Mo Wang
Recently, we sat down with the Editor of Work, Aging and Retirement, Mo Wang, to discuss how he got involved with the journal and the plans he has in store for Work, Aging and Retirement in the future.
Effectiveness of stereotype threat interventions: A meta-analytic review.Journal of Applied Psychology
Songqi Liu, Pei Liu, Mo Wang, Baoshan Zhang
2021 This meta-analytic review examined the effectiveness of stereotype threat interventions (STIs). Integrating the identity engagement model (Cohen, Purdie-Vaughns, & Garcia, 2012) with the process model of stereotype threat (Schmader, Johns, & Forbes, 2008), we categorized STIs into 3 types: belief-based, identity-based, and resilience-based STIs. Combining 251 effect sizes from 181 experiments, we found an overall effect size of d = 0.44, with the intervention group outperforming the control group. Subgroup analyses showed that although all 3 types of STIs helped counter stereotype threat, primary-appraisal-based (i.e., belief-based and identity-based) STIs were more effective than secondary-appraisal-based (i.e., resilience-based) STIs. We also traced the theoretical roots of 11 specific intervention strategies and showed that 9 of them yielded significant effect sizes. Moreover, we found evidence of publication bias regarding some but not all intervention types. These findings’ theoretical and practical implications, as well as methodological issues and future research directions for the STI literature, are discussed.
Best Not to Know: Pay Secrecy, Employee Voluntary Turnover, and the Conditioning Effect of Distributive JusticeAcademy of Management Journal
Valeria Alterman, Peter A Bamberger, Mo Wang, Jaclyn Koopmann, Elena Belogolovsky, Junqi Shi
2021 Building on uncertainty management theory, we develop and test a model explicating how and when secrecy in pay communication may affect employee turnover-related outcomes (i.e., employee turnover intentions and firm voluntary turnover rates). Underlying this model is the notion that employees triangulate perceptions of pay secrecy (i.e., a pay-related procedural justice cue that also reflects uncertainty) with their own or others’ perceptions of distributive justice as a basis for assessing organizational trustworthiness, with the latter serving as an important driver of voluntary turnover intentions and behavior. Results of two studies (Study 1 at the individual level and Study 2 at the firm level) indicate that, rather than being universal, the relationship between pay secrecy and turnover is contingent upon perceptions of distributive justice, with turnover intentions (at the individual level via organizational trustworthiness) and voluntary turnover rates (at the firm level) differentially affected by pay secrecy under conditions of higher and lower levels of distributive justice. These findings suggest an important extension to organizational justice theories; namely that, when procedural justice cues are confounded with uncertainty (as they are with pay secrecy), the assumed compounding interaction between procedural and distributive justice cues may be replaced by a more antagonistic interaction.
Intensive Longitudinal Data Analyses With Dynamic Structural Equation ModelingOrganizational Research Methods
Le Zhou, Mo Wang, Zhen Zhang
2021 Recent developments in theories and data collection methods have made intensive longitudinal data (ILD) increasingly relevant and available for organizational research. New methods for analyzing ILD have emerged under the multilevel modeling framework. In this article, we first delineate features of ILD (including autoregressive relationships, trends, cycles/seasons, and between-subject variability in temporal trends). We discuss the analytic challenges for handling ILD using traditional analytic tools familiar to organizational researchers (e.g., growth models, single-subject time series analyses). We then introduce a statistical approach for handling ILD from the multilevel modeling framework: dynamic structural equation modeling (DSEM). We provide three examples using simulated data sets to demonstrate how to apply DSEM to examine ILD with a software program familiar to organizational researchers (i.e., Mplus). Finally, we discuss issues related to applying DSEM, including centering, missing data, and sample size.
From Creative Environment to Administrative Innovation: Creation and Implementation in Top Management TeamsThe Journal of Creative Behavior
Lu Chen, Yaping Gong, Yifan Song, Mo Wang
2021 Drawing upon the stage model of innovation and the ability–motivation–opportunity (AMO) framework, we hypothesize the mediating role of top management team (TMT) creativity and the moderating roles of external social capital and environmental uncertainty in the relationship between TMT creative team environment and a firm’s administrative innovation. We collected multisource data from 136 TMTs and tested the hypotheses using bootstrap method with SPSS 23.0. As hypothesized, TMT creativity mediated the relationship between a creative team environment and administrative innovation. Moreover, external social capital amplified the effect of a creative team environment on TMT creativity and subsequently its indirect effect on administrative innovation via TMT creativity, whereas environmental uncertainty weakened the effect of a creative team environment on TMT creativity and subsequently its indirect effect on administrative innovation via TMT creativity. We advanced team creativity theory and research by showing how internal and external environment jointly shape creativity and innovation. We not only tested the stage model of innovation by showing TMT creativity as a mechanism linking creative team environment and administrative innovation, but also extended it by revealing external boundary conditions for this mechanism. Finally, we contribute to the upper echelon research by revealing the negative role of environmental uncertainty in the TMT creation stage.
The relationship between cultural tightness–looseness and COVID-19 cases and deaths: a global analysisThe Lancet Planetary Health
Michele J Gelfand, Joshua Conrad Jackson, Xinyue Pan, Dana Nau, Dylan Pieper, Emmy Denison, Munqith Dagher, Paul AM Van Lange, Chi-Yue Chiu, Mo Wang
2021 Background The COVID-19 pandemic is a global health crisis, yet certain countries have had far more success in limiting COVID-19 cases and deaths. We suggest that collective threats require a tremendous amount of coordination, and that strict adherence to social norms is a key mechanism that enables groups to do so. Here we examine how the strength of social norms—or cultural tightness–looseness—was associated with countries' success in limiting cases and deaths by October, 2020. We expected that tight cultures, which have strict norms and punishments for deviance, would have fewer cases and deaths per million as compared with loose cultures, which have weaker norms and are more permissive. Methods We estimated the relationship between cultural tightness–looseness and COVID-19 case and mortality rates as of Oct 16, 2020, using ordinary least squares regression. We fit a series of stepwise models to capture whether cultural tightness–looseness explained variation in case and death rates controlling for under-reporting, demographics, geopolitical factors, other cultural dimensions, and climate. [...]