本文選題：促進型調(diào)節(jié)定向　切入點：跨邊界行為　出處：《管理科學(xué)》2017年01期 　論文類型：期刊論文

【摘要】：研發(fā)人員的跨邊界行為是影響研發(fā)團隊創(chuàng)造力的關(guān)鍵因素,已有研究證明跨邊界行為對創(chuàng)造力起積極的促進作用,但對于如何提升研發(fā)團隊成員的跨邊界行為仍缺乏深入探討。基于社會認知理論和特質(zhì)激活理論,跨越個體-團隊兩個層次,構(gòu)建成員促進型調(diào)節(jié)定向-跨邊界行為的影響整合模型,以成員創(chuàng)新自我效能感和個人主動性作為中介變量,研究二者在此影響過程中的中介作用。此外,以領(lǐng)導(dǎo)促進型調(diào)節(jié)定向作為調(diào)節(jié)變量,探討其在此影響過程中的調(diào)節(jié)作用。采用MPLUS 7.0和HLM 6.08軟件進行主效應(yīng)、中介效應(yīng)和調(diào)節(jié)效應(yīng)檢驗,采用來自西南地區(qū)3家研究院的研發(fā)團隊中279組領(lǐng)導(dǎo)-成員配對的縱向調(diào)研數(shù)據(jù)進行實證分析。研究結(jié)果表明,(1)團隊成員的促進型調(diào)節(jié)定向?qū)邕吔缧袨楫a(chǎn)生積極顯著的正向影響;(2)團隊成員的創(chuàng)新自我效能感和個人主動性在促進型調(diào)節(jié)定向與跨邊界行為的關(guān)系中具有顯著的中介作用,且個人主動性對跨邊界行為的影響和中介效應(yīng)顯著性均強于創(chuàng)新自我效能感;(3)領(lǐng)導(dǎo)的促進型調(diào)節(jié)定向會調(diào)節(jié)成員的促進型調(diào)節(jié)定向與跨邊界行為之間的關(guān)系,當領(lǐng)導(dǎo)的促進型調(diào)節(jié)定向越強時,成員的促進型調(diào)節(jié)定向?qū)邕吔缧袨榈恼蛴绊懸蚕鄬Ω鼜姟Ｑ芯拷Y(jié)果厘清了研發(fā)團隊中調(diào)節(jié)定向與跨邊界行為之間的影響關(guān)系,為跨邊界行為研究提供了新的視角,同時為企業(yè)人力資源管理和研發(fā)團隊管理提供了新的思路,即應(yīng)重視員工心理需求、營造良好的創(chuàng)新氛圍以及努力實現(xiàn)領(lǐng)導(dǎo)-成員的心理動機匹配等。
[Abstract]:The cross boundary behavior of R & D personnel is the key factor to affect the creativity of R & D team, and it has been proved that the cross boundary behavior plays a positive role in promoting the creativity of R & D team. However, how to improve the cross-boundary behavior of R & D team members is still lacking. Based on social cognitive theory and trait activation theory, it spans the two levels of individual-team. In this paper, we construct an impact integration model of member facilitation, which regulates orientation-cross-border behavior, and uses innovative self-efficacy and individual initiative as intermediary variables to study their mediating roles in the process of influence. In this paper, the moderating effect of leadership promoting regulation orientation in the process of influence was discussed. The main effect, mediating effect and regulation effect were tested by MPLUS 7.0 and HLM 6.08 software, and the main effect, intermediary effect and regulation effect were tested by the software MPLUS 7.0 and HLM 6.08, respectively. Based on the longitudinal survey data of 279 groups of leader-member pairing from three research institutes in Southwest China, the results show that the promotive regulatory orientation of the team members produces the product of cross-border behavior. (2) the innovative self-efficacy and individual initiative of team members play a significant role in facilitating the relationship between regulatory orientation and cross-border behavior. Moreover, the influence of individual initiative on cross-border behavior and the intermediary effect were significantly stronger than that of creative self-efficacy. 3) the promotive regulatory orientation of the leadership regulated the relationship between the facilitating regulatory orientation of the members and the transboundary behavior. When the leader's promotive regulatory orientation is stronger, the positive effect of the member's facilitative regulatory orientation on the transboundary behavior is also relatively strong. The results of the study clarify the relationship between the regulatory orientation and the transboundary behavior in the R & D team. It provides a new perspective for the study of cross-border behavior, and also provides a new idea for human resource management and R & D team management of enterprises, that is, we should pay attention to the psychological needs of employees. Create a good innovative atmosphere and strive to achieve leadership-member psychological motivation matching.
【作者單位】： 電子科技大學(xué)經(jīng)濟與管理學(xué)院;
【基金】：國家自然科學(xué)基金(71472024)~~
【分類號】：F272.92

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本文編號：1639801