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尽管很多文献探讨了领导风格、领导行为对员工越轨创新行为的影响，但鲜见基于领导的思维模式来开展研究。依据社会信息加工理论，引入领导着重关注获取底线结果（如高组织绩效、高组织利润等）的底线心智这一思维模式，以广东、浙江、广西、重庆等省份的高新技术、软件研发、生产制造等行业的企业作为样本，通过进行两阶段的问卷调查，运用层级回归法，探讨领导底线心智对员工越轨创新行为的影响。结果表明：领导底线心智对越轨创新行为具有显著的正向影响，工作自主性在两者之间起中介作用；冒险特质既调节工作自主性与越轨创新行为之间的关系，也调节领导底线心智通过工作自主性对越轨创新行为的间接影响；相比低冒险特质的员工，领导底线心智通过工作自主性对高冒险特质员工的越轨创新行为的正向间接影响较强。基于此，提出组织需适当减少对员工越轨创新行为的束缚，通过给予他们开展工作的自主性，为具有高冒险特质的员工敢于越轨创新创造条件。 相似文献
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心智模式作为影响员工创造力的深层认知因素是创造力领域的新兴研究热点,但以往研究主要关注员工心智模式的作用,忽视了领导-成员心智模式的匹配效应。基于个体-环境匹配理论、内隐理论等多维视角,考察了领导-成员心智模式一致性对研发人员创造力的影响及过程机理。采用多项式回归和响应面分析方法,对308名企业研发人员数据进行实证检验。研究发现：（1）领导-成员心智模式一致性程度越高,越有利于激发研发人员创造力。一致性情形下,与“低-低”组合相比,“高-高”组合对研发人员创造力的正向影响更强;不一致性情形下,与“高-低”组合相比,“低-高”组合对研发人员创造力的正向影响更强。（2）工作旺盛力在领导-成员心智模式一致性与研发人员创造力之间起中介作用。（3）使命取向调节了领导-成员心智模式一致性与工作旺盛力之间的关系。与低使命取向相比,高使命取向条件下上述正向关系更强。最后讨论了研究的理论贡献和实践启示。 相似文献
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行为理论和自我决定理论关于企业奖酬是否以及如何影响员工创新有着不同的观点,实证研究的结论也不一致。本研究以研发人员为研究对象,从行为理论出发探讨在我国社会背景下企业创新奖酬对研发人员创新意愿及创新行为的影响,以及物质主义特性在其中的调节作用。通过312对研发人员与上司配对的一手数据,对被中介的调节模型进行实证检验。分析表明,创新奖酬的实施对研发人员创新行为有促进作用,员工的创新意愿在其中起到部分中介作用。个体的物质主义特性调节了组织创新奖酬与研发人员创新意愿之间的关系。对于高物质主义者而言,组织创新奖酬对员工创新意愿的影响作用更强。特别地,员工的物质主义特性对创新奖酬与员工创新行为之间关系的调节作用是以创新意愿作为中介。 相似文献
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引入积极情绪、供给需求匹配作为中间变量,建立支持型组织责任影响员工创新行为的有调节的中介效应模型。实证研究结果显示,支持型组织责任对员工创新行为具有积极的正向影响,其效用受到供给需求匹配的调节;人际支持完全通过个体积极情绪来影响员工创新行为,组织支持对员工创新行为的影响部分受到个体积极情绪的中介;积极情绪对员工创新行为的影响受到供给需求匹配的调节,研究结论有效地解释了以往研究的分歧。 相似文献
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运用资源依赖理论，构建研发人员跨界行为、知识重构影响企业探索式创新的有调节的中介效应模型，运用259份有效问卷通过层次回归、bootstrap等数据分析方法进行实证分析，研究研发人员跨界行为对探索式创新的影响机制并进一步证明环境动荡性的调节作用。研究结果表明，研发人员跨界行为能够显著提高高新技术企业探索式创新；研发人员跨界行为对探索式创新的影响主要通过知识重构介导；环境动荡性增强了研发人员跨界行为对探索式创新的影响。 相似文献
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非正式地位是员工竞相争取的宝贵资源,它能有效地改善个体的自我认知、情感和行为表现。本研究以知识型员工为研究对象,基于社会认同理论,将创新期望与差错氛围引入非正式地位与创新行为关系的分析框架中,构建差错氛围调节创新期望在非正式地位和创新行为之间起中介作用的模型,对问卷调查法收集到461份有效问卷进行实证分析。研究结果表明：（1）非正式地位对创新行为有显著的正向影响,创新期望在其中起到部分中介作用;（2）差错氛围正向调节创新期望与创新行为的关系,还进一步正向调节知识型员工非正式地位通过创新期望影响创新行为的中介机制。 相似文献
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员工认知方式与创新行为关系研究——以员工心理创新氛围为中介变量 总被引：5，自引：0，他引：5
员工已经成为动态环境下组织从事创新活动的基本工作单元,而影响组织成员创新行为的主要因素一直是研究者关注的热点.以组织中的员工为研究对象,将员工心理创新氛围纳入到员工认知方式对员工创新行为影响的研究中.通过对101家企业(289名主管,759名员工)的调查,运用多元回归线性模型进行分析,得出实证研究结果:员工认知方式对员工创新行为具有影响作用,其中认知方式直觉维度对创新行为具有显著正向影响;员工认知方式对员工心理创新氛围具有影响作用,且员工心理创新氛围的任务特征支持维度对员工认知方式最为敏感;在组织支持、工作团队支持和任务特征支持三个维度的共同作用下,员工心理创新氛围对员工创新行为具有显著正向影响;员工心理创新氛围的知觉维度在员工认知方式与员工创新行为关系之间具有部分中介作用.最后讨论了本研究的管理启示与研究不足. 相似文献
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科学合理的绩效薪酬对于高技术企业员工具有重要的激励作用。以江苏高技术企业192名研发人员的数据为样本,利用SPSS16.0及AMOS7.0软件探讨绩效薪酬与探索式创新行为和利用式创新行为之间的关系。研究结果表明,绩效薪酬对探索式创新行为成先扬后抑的倒U形关系,对利用式创新行为也有显著的正向影响;创新自我效能感对绩效薪酬与利用式创新行为之间的关系起正向调节作用。研究结论为高新技术企业在创新管理实践中优化薪酬决策提供重要的实践启示。 相似文献
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在文献综述和理论分析的基础上,探讨网络能力与双元创新协同性之间的因果关系,以及环境动态性对上述关系的调节效应,提出有关的研究假设和概念模型。通过问卷调查和实证研究,对上述研究假设和概念模型进行检验。实证结果表明,网络能力对双元创新平衡性有负向影响,对双元创新互补性、协同性有正向影响;网络能力的网络愿景、网络构建、关系管理维度对双元创新平衡性有负向影响,网络能力的网络愿景、网络构建、组合管理维度对双元创新互补性有正向影响;环境动态性在网络能力与双元创新平衡性、互补性及协同性关系中起到正向调节作用。 相似文献
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研究以217家企业为样本,运用多元回归分析对智力资本各维度交互作用与双元创新之间的关系进行实证研究。结果表明,社会资本对利用性创新和探索性创新均产生正向影响,人力资本仅对探索性创新产生正向影响,组织资本仅对利用性创新产生正向影响,人力资本与社会资本的交互以及智力资本三维度间的交互对利用性和探索性创新均产生显著正向影响,说明仅考虑智力资本各维度单独对双元创新的驱动作用是不足够的,它们之间的交互作用对双元创新的影响更有意义。研究还发现,社会资本是智力资本中最为活跃的要素,社会资本不足将影响智力资本其他要素对双元创新的驱动作用。 相似文献
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在网络化背景下,企业不能游离于创新网络之外,通过嵌入到某个网络节点,在对外部节点企业的互动过程中激发出新的创想,进而内化为企业的创新活动。从企业技术创新实践面临的悖论入手,通过对挖掘性创新和探索性创新冲突困境的深层剖析,洞察网络环境下创新资源配置的新动向和企业双元性创新活动面临的新变化,识别双元性创新能力生成的影响因素,探索企业双元性创新能力生成的过程和内在机理,理论上为双元性创新理论提供一个新的研究视角,实践上为企业在网络环境下提升双元性创新能力提供参考。 相似文献
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While it is well-known that cross-cultural conflict management is a common problem in multinational joint ventures. The cooperation parties come from different countries and regions, and their social, political and legal systems and cultural backgrounds are different, which leads to the differences in business philosophy, decision-making thinking preferences and management communication modes. The conflict of managerial values caused by cultural differences will inevitably affect the management concept and mode of joint ventures, which will permeate the whole process of enterprise management activities. Employees from different cultural backgrounds may have different acceptance of the rules and regulations of the joint venture or different understanding of the work tasks, which may cause employees′ uncertainty or anxiety and ultimately affect their work innovation behavior and enterprise performance.
However, a fact that can not be ignored is that managers of joint ventures do not know much about cultural differences, the impact of communication modes and how to influence employees′ work innovative behavior. Managers need to manage cultural conflicts and differences between the two countries and even more countries in order to maximize cultural integration and enhance working enthusiasm and creativity of employees. So, this study attempts to reveal the deep-seated impact mechanism of cultural differences between parent company and subsidiary companies and management communication modes on employees′ work innovative behavior. And we also hope to explore the optimal communication mode in cross-cultural conflict management of joint ventures, so as to provide experience for cross-cultural conflict management of joint ventures.
This paper took 211 employees of 12 automobile joint ventures as the research object. Cultural differences perceived by employees were viewed as the independent variable, and communication modes between managers and subordinates were regarded as both independent variables and moderating variables. The theory of anxiety/uncertainty management was adopted to analyze the effect and mechanism of employees′ perceptions of cultural differences on their work innovative behavior. The theory and techniques of Transactional Analysis were used to classify the communication modes between managers and subordinates. The hierarchical regression method was conducted to analyze the samples and compare the impact of different communication modes on employees′ innovative behavior.
Through empirical research, this study mainly draws the following conclusions: (1) Joint venture employees′ perceptions of cultural differences between parent and subsidiary companies affects their innovative behavior. The more cultural differences perceived by employees between parent and subsidiary companies, the more difficult it is for employees to understand the rules and regulations and normative requirements of joint ventures, thus enhancing the risk defense mechanism of employees and curbing their creative and innovative motivation in the process of work. (2) Manager-employee value conflict caused by cultural differences runs through the communication modes between managers and employees, thus affecting the innovative behavior of employees. The three dimensions of communication mode (complementary transactions, crossed transactions and covert ulterior) affect the direction and intensity of employees′ innovative behavior differently. Among them, complementary transactions positively affects employees′ innovative behavior, while crossed transactions and covert ulterior negatively affect employees′ innovative behavior. (3) Different communication modes adopted by manager-employee in the process of communication can moderate the impact of cultural differences perceived by employees on their innovative behavior. Among them, complementary transactions can weaken the negative relationship between employees′ perceptions of cultural differences and their innovative behavior, while covert ulterior strengthens the negative relationship between employees′ perceptions of cultural differences and their innovative behavior, while crossed transactions has no obvious moderating effect.
The theoretical contributions of this study are mainly embodied in the following aspects. Firstly, this study confirms the impact of employees′ perceptions of cultural differences and communication modes between managers and employees on employees′ innovative behavior. Different communication modes between managers and employees will not only directly affect employees′ innovative behavior, but also moderate the relationship between employees′ perceptions of cultural differences and their innovative behavior. Secondly, this study reveals the complex mechanism of the relationship between employees′ perceptions of cultural differences and their innovative behavior, and identifies the important moderating role of different communication modes. Thirdly, this study enriches the application fields of the anxiety/uncertainty theory, and expands the research fields of the theory and techniques of Transactional Analysis.
The results of this study have important reference significance for the management practice of joint ventures. Based on the results of this study, the employees′ perceptions of cultural differences are important factors to affect employees′ innovative behavior. Therefore, we put forward the following management suggestions for joint ventures. Firstly, it is suggested that joint ventures should attach great importance to alleviating the uncertainty and anxiety caused by employees′ perceptions of cultural differences, strive to create a safe and harmonious working environment for employees, so as to stimulate their innovative potential and improve their work enthusiasm and creativity. Secondly, joint ventures should popularize the theory of Transactional Analysis and the techniques of Interpersonal Communication Interaction Analysis in the process of human resources training. In addition, managers and employees of joint ventures should choose appropriate communication modes. When communicating, both managers and employees should give priority to complementary transactions, avoiding the use of crossed transactions and covert ulterior.
However, this study still has the following limitations: (1) This study took the employees of automobile joint ventures in China as research object. The representativeness of the samples needs to be improved. The universality of the research conclusions needs to be confirmed further. (2) There are some inconsistencies between self-evaluation and supervisor-evaluation of employees′ innovative behavior. The supervisor-evaluation data did not verify all the theoretical hypotheses. (3) The richness of the models needs to be strengthened. This study used the theory of anxiety/uncertainty management to explain the main effect of perceptions of cultural differences on employee innovative behavior, and tested the moderating effect of communication modes, but did not explore and test the mediating effect of the relationship between perceptions of cultural differences and employee innovative behavior. We will further explore the mediating variables and effects in the future study. 相似文献
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双元创新搜索情境分离与创新绩效 《科学学研究》2015,33(8):1240-1250
双元创新搜索对创新绩效的正向作用已得到研究支持,而多维视角的双元创新搜索研究及员工层面的双元创新搜索实现研究仍处于起步阶段。基于创新搜索、组织双元与情境理论,以多维视角构建三类双元创新搜索策略并分析其对创新绩效的差异化影响;从员工层面剖析情境分离的调节作用。通过275家企业调研数据,运用层次回归法得出实证结果：搜索目标相同时宽度与深度搜索双元并序、搜索目标不同时宽度与深度搜索交叉双元比单一搜索战略更显著地提升着创新绩效,且后种双元策略对创新绩效提升度最高;宽度或深度搜索时市场知识与技术知识搜索双元并序未能显著改进创新绩效甚至损害创新绩效;情境分离在双元创新搜索与创新绩效间起正向调节作用。 相似文献
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目前对组织学习的研究忽略了高层领导者在其中所扮演的角色与作用,本文基于二元研究视角,结合领导理论、组织学习理论和创新理论的研究成果,构建了二元式组织学习的前因后果影响模型,以中国企业为样本对所提出的假设进行了实证检验。研究结果发现:二元领导行为是实现二元式组织学习的一个关键前因,并且二元领导行为通过二元式组织学习的中介作用影响协同性技术创新,二元环境在二元领导行为对二元式组织学习的影响过程中起着正向调节作用,当组织处于二元性程度高的外部环境中时,二元领导行为有利于提升二元式组织学习。当组织处于二元性程度低的外部环境中时,二元领导行为不利于提升二元式组织学习。最后讨论了本文的研究结论、意义和贡献。 相似文献
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影响员工创新行为的因素众多。本研究基于授权赋能和社会认知理论的视角,通过对高新技术新创企业员工的调研,探究领导授权赋能对员工创新行为的影响路径及作用机制。研究发现：领导授权赋能对员工创新行为有明显的促进作用；创新自我效能感在领导授权赋能对员工创新行为的影响中起部分中介作用；不确定性规避在领导授权赋能对创新自我效能感的影响中起负向调节作用,差错管理氛围在创新自我效能感对员工创新行为的影响中起正向调节作用。 相似文献