Bingqian Liang

Biographic Data

ID4613594
NAMEBingqian Liang
GIVEN NAMESBingqian
FAMILY NAMELiang
SIGNATURELIANG B
AFFILIATIONSShanghai University
ORCID0000-0002-0238-4891
VERIFIEDYes
TOTAL WORKS4
TOTAL CITATIONS9
WORKS AS AUTHOR4
WORKS AS EDITOR0
FIRST PUBLICATION YEAR2020
LATEST PUBLICATION YEAR2026
H-INDEX2

  • How to Reduce Time Theft Behavior in Telework

    Open AccessBingqian Liang, Lingyu Jin et al.ARTICLEBusiness Ethics, the Environment…2026

    Despite the growing prevalence of telework in the workplace, the impact of telework extent on deviant workplace behaviors, especially time theft, has received scant research attention. Notwithstanding common assumptions, Microsoft and Ctrip have demonstrated in practice that telework does not necessarily lead to time theft among teleworkers. Inspired by these insights, the current research leverages the theoretical perspective of moral self‐regul…

  • Approach or avoidance? Relationship between perceived AI explainability and employee job crafting

    Open AccessWeiwei Huo, Jiaying Xie et al.ARTICLEActa Psychologica2025Cited by: 3References: 6

    Amid growing concerns about the lack of transparency in algorithms, heightened focus has been placed on artificial intelligence (AI) explainability in workplace decision-making processes. This study leverages work design theory to explore when and how perceived AI explainability impacts two types of employee job crafting: approach job crafting and avoidance job crafting. We analysed multi-wave survey data of 278 medical staff to examine the effec…

  • The Double-Edged Sword Effect of Unethical Pro-organizational Behavior

    Open AccessWan Jiang, Bingqian Liang et al.ARTICLEJournal of Business Ethics2023

  • A cross‐level model of shared leadership, meaning, and individual creativity

    Open AccessBingqian Liang, Daan Van Knippenberg et al.ARTICLEJournal of Organizational Behavior2020Cited by: 6References: 7

    Research on leadership and creativity is dominated by the study of leadership from people in formal leadership positions. The very nature of creativity requires self‐direction, however. This points to shared leadership, a process in which members dynamically share the leadership role, as a particularly relevant influence to consider. Drawing on psychological empowerment theory, we develop the shared leadership perspective on individual creativity…