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  1.  36
    CEO Ethical Leadership and Corporate Social Responsibility: A Moderated Mediation Model.Long-Zeng Wu, Ho Kwong Kwan, Frederick Hong-kit Yim, Randy K. Chiu & Xiaogang He - 2015 - Journal of Business Ethics 130 (4):819-831.
    This study examined the relationship between CEO ethical leadership and corporate social responsibility by focusing on the mediating role of organizational ethical culture and the moderating role of managerial discretion. Based on a sample of 242 domestic Chinese firms, we found that CEO ethical leadership positively influences corporate social responsibility via organizational ethical culture. In addition, moderated path analysis indicated that CEO founder status strengthens while firm size weakens the direct effect of CEO ethical leadership on organizational ethical culture and (...)
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  2.  15
    The Effect of Workplace Negative Gossip on Employee Proactive Behavior in China: The Moderating Role of Traditionality.Xiangfan Wu, Ho Kwong Kwan, Long-Zeng Wu & Jie Ma - 2018 - Journal of Business Ethics 148 (4):801-815.
    In this study, we examined the relationship between workplace negative gossip, as perceived by the targets, and proactive behavior by focusing on the mediating role of the target’s emotional exhaustion and the moderating role of the target’s traditionality. Our results from dyadic data on 234 supervisor–subordinate relationships in China revealed that workplace negative gossip was negatively related to proactive behavior; emotional exhaustion mediated this relationship; and traditionality strengthened both the relationship between workplace negative gossip and emotional exhaustion and the indirect (...)
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  3.  23
    Hostile Attribution Bias and Negative Reciprocity Beliefs Exacerbate Incivility’s Effects on Interpersonal Deviance.Long-Zeng Wu, Haina Zhang, Randy K. Chiu, Ho Kwong Kwan & Xiaogang He - 2014 - Journal of Business Ethics 120 (2):189-199.
    The purpose of this study was to examine the moderating roles of hostile attribution bias and negative reciprocity beliefs in the relationship between workplace incivility, as perceived by employees, and their interpersonal deviance. Data were collected using a three-wave survey research design. Participants included 233 employees from a large manufacturing company in China. Hierarchical regression analyses were used to test the hypothesized relationships. Our study revealed that hostile attribution bias and negative reciprocity beliefs strengthened the positive relationship between workplace incivility (...)
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