Research interests: Strategic human capital, Careers, Organization design, Behavioral Strategy, Personnel economics

Working papers

He, L., Zhou, Y.M., Ethiraj, S. “Waiting for Opportunity: A Study of Opportunity Assignment and Employee Productivity in a Restaurant Chain”

  • Revise and Resubmit at Management Science

  • Presentation/Invitations: 84th Annual Meeting of the Academy of Management, 44th SMS Annual Conference, 41st EGOS Colloquium, Madrid Work and Organization Workshop, Lausanne Management and Economics Workshop, People & Organizations Conference

[Abstract] This paper studies the differential allocation of opportunities in task assignments as a source of productivity heterogeneity among employees. Specifically, it examines the mechanisms by which assigning employees to perform the same task under a high- vs. low-opportunity context affects their future productivity. Using transaction data from a restaurant chain, we compare servers’ productivity before and after a temporary assignment to a high-opportunity context – serving tables in a high-traffic section with the potential for higher sales and tips. We find that the temporary assignment led to an increase in the servers’ hourly sales in subsequent periods after they were assigned back to low-opportunity sections. Further statistical analyses and interviews suggest that the productivity boost appears to be caused by a combination of skill learning and motivation enhancement.

Brahm, F., Chambers, C.R, He, L. (equal contribution) “Punish according to How you Practice: Leader Altruism Enhances the Efficacy of Prosocial Punishment”

  • Manuscript in preparation for Organization Science

[Abstract] This paper draws on three studies—a natural experiment using archival data, an online experiment, and a field experiment—to study the relationship between leaders’ prosocial punishment and employees’ cooperative behavior. Centralizing the power of prosocial punishment (i.e., sanctioning free-riders) to a leader is thought to be a key driver of cooperation. Extant research, however, presents mixed findings for the effect of centralizing prosocial punishment on incentivizing cooperation. In this study, we argue that prosocial punishment by leaders alone is insufficient for promoting cooperation. Rather, the perceived authenticity of leaders—specifically, whether they are seen as punishing for prosocial goals rather than self-interest—is critical to reconciling these mixed findings. Drawing on three studies, we document that the relationship between leaders’ prosocial punishment and employees’ cooperative behavior is only positive when leaders also exhibit high levels of altruism, as altruistic leaders are perceived as more authentic in their punishment of free-riders. Our findings highlight both the power and limits of centralized prosocial punishment, noting that it may actually be detrimental to performance unless it is enacted by altruistic leaders.

He, L. ”How Pay Comparison Affects Employee Performance: Evidence from a Tip Recognition Program in the Restaurant Setting” (manuscript draft available)

Work in progress

He, L. ”Serving with Algorithms: A Study of Coordination Challenges between Restaurant Servers and Delivery Drivers” (Data Analysis)

Brahm, F. He, L. ”Portfolio Diversification and the Bargaining Power of Employees” (Data Analysis)

Brahm, F.; Tang, S.; He L. The Influence of Middle Managers’ Personality and Cultural Traits during Organizational Change (Draft stage)

He, L., Sun, S. ”Does Taking Parental Leave Affect Research? A Study of Research Quantity and Quality” (Data Collection)

He, L. ”How Pay Disparity Affects Employee Turnover in the Dual-Career Ladder System” (Data Collection)