促进型调节定向对研发人员跨边界行为的影响研究
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摘要
研发人员的跨边界行为是影响研发团队创造力的关键因素,已有研究证明跨边界行为对创造力起积极的促进作用,但对于如何提升研发团队成员的跨边界行为仍缺乏深入探讨。基于社会认知理论和特质激活理论,跨越个体-团队两个层次,构建成员促进型调节定向-跨边界行为的影响整合模型,以成员创新自我效能感和个人主动性作为中介变量,研究二者在此影响过程中的中介作用。此外,以领导促进型调节定向作为调节变量,探讨其在此影响过程中的调节作用。采用MPLUS 7.0和HLM 6.08软件进行主效应、中介效应和调节效应检验,采用来自西南地区3家研究院的研发团队中279组领导-成员配对的纵向调研数据进行实证分析。研究结果表明,(1)团队成员的促进型调节定向对跨边界行为产生积极显著的正向影响;(2)团队成员的创新自我效能感和个人主动性在促进型调节定向与跨边界行为的关系中具有显著的中介作用,且个人主动性对跨边界行为的影响和中介效应显著性均强于创新自我效能感;(3)领导的促进型调节定向会调节成员的促进型调节定向与跨边界行为之间的关系,当领导的促进型调节定向越强时,成员的促进型调节定向对跨边界行为的正向影响也相对更强。研究结果厘清了研发团队中调节定向与跨边界行为之间的影响关系,为跨边界行为研究提供了新的视角,同时为企业人力资源管理和研发团队管理提供了新的思路,即应重视员工心理需求、营造良好的创新氛围以及努力实现领导-成员的心理动机匹配等。
Follower boundary spanning behavior has been considered as one of key determinants for creativity of R&D teams. Existing research has focused on the positive effect of boundary spanning behavior on creativity. However,how to enhance follower boundary spanning behavior remains underexplored.Based on social cognitive theory and trait activation theory,this study develops a cross-level model to investigate whether,how and when follower promotion focus affects boundary spanning behavior. Specifically,from the personal-situational perspective,the current study examines the direct effect of follower promotion focus on boundary spanning behavior and the mediating roles of follower creative self-efficacy and personal initiative in the relationship. In addition,this study also examines the moderating effect of leader promotion focus on the follower promotion focus and boundary spanning behavior linkage. It adopts longitudinal survey data including 279 dyads of leaders and followers from 73 R&D teams of three research institutes in southwest China as empirical samples to verify the model. As the data of the current study has a hierarchical structure with followers nested with leaders,bootstrapping analyses in Mplus was conducted to test the main effect and mediation effect while multilevel liner modeling was performed to test the moderating effect.The results show that:(1)Follower promotion focus is positively related to boundary spanning behavior;(2)Creative self-efficacy and personal initiative have played mediating roles between follower promotion focus and boundary spanning behavior. In comparison with creative self-efficacy,follower personal initiative has yielded a stronger effect on boundary spanning behavior.Moreover,the mediation effect of personal initiative between promotion focus and boundary spanning behavior is also greater than that of creative self-efficacy;(3) The positive relationship between follower promotion focus and boundary spanning behavior is moderated by leader promotion focus such as that the relationship is stronger when a leader shows higher level of promotion focus.This study represents an initial empirical effort to investigate the influencing mechanism and boundary condition between follower promotion focus. First,the study provides a new perspective for understanding motivational predictors of boundary spanning behavior; Second,the study reveals dual mediating mechanisms through which follower promotion focus exerts the effect on boundary spanning behavior; Thirdly and finally,the study confirms that leader promotion focus serves as a situational enhancer and thus amplifies follower promotion focus' positive effect on boundary spanning behavior. Meanwhile,it offers several implications for human resource management and R&D team management practices,such as paying attention to followers' psychological motivation,building creative team climate and facilitating motivation fit between team leaders and their followers.
Follower boundary spanning behavior has been considered as one of key determinants for creativity of R&D teams. Existing research has focused on the positive effect of boundary spanning behavior on creativity. However,how to enhance follower boundary spanning behavior remains underexplored.Based on social cognitive theory and trait activation theory,this study develops a cross-level model to investigate whether,how and when follower promotion focus affects boundary spanning behavior. Specifically,from the personal-situational perspective,the current study examines the direct effect of follower promotion focus on boundary spanning behavior and the mediating roles of follower creative self-efficacy and personal initiative in the relationship. In addition,this study also examines the moderating effect of leader promotion focus on the follower promotion focus and boundary spanning behavior linkage. It adopts longitudinal survey data including 279 dyads of leaders and followers from 73 R&D teams of three research institutes in southwest China as empirical samples to verify the model. As the data of the current study has a hierarchical structure with followers nested with leaders,bootstrapping analyses in Mplus was conducted to test the main effect and mediation effect while multilevel liner modeling was performed to test the moderating effect.The results show that:(1)Follower promotion focus is positively related to boundary spanning behavior;(2)Creative self-efficacy and personal initiative have played mediating roles between follower promotion focus and boundary spanning behavior. In comparison with creative self-efficacy,follower personal initiative has yielded a stronger effect on boundary spanning behavior.Moreover,the mediation effect of personal initiative between promotion focus and boundary spanning behavior is also greater than that of creative self-efficacy;(3) The positive relationship between follower promotion focus and boundary spanning behavior is moderated by leader promotion focus such as that the relationship is stronger when a leader shows higher level of promotion focus.This study represents an initial empirical effort to investigate the influencing mechanism and boundary condition between follower promotion focus. First,the study provides a new perspective for understanding motivational predictors of boundary spanning behavior; Second,the study reveals dual mediating mechanisms through which follower promotion focus exerts the effect on boundary spanning behavior; Thirdly and finally,the study confirms that leader promotion focus serves as a situational enhancer and thus amplifies follower promotion focus' positive effect on boundary spanning behavior. Meanwhile,it offers several implications for human resource management and R&D team management practices,such as paying attention to followers' psychological motivation,building creative team climate and facilitating motivation fit between team leaders and their followers.
引文
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[2]刘松博,李育辉.员工跨界行为的作用机制:网络中心性和集体主义的作用.心理学报,2014,46(6):852-863.LIU Songbo,LI Yuhui.A longitudinal study on the impact mechanism of employees'boundary spanning behavior:roles of centrality and collectivism.Acta Psychologica Sinica,2014,46(6):852-863.(in Chinese)
[3]MARRONE J A,TESLUK P E,CARSON J B.A multilevel investigation of antecedents and consequences of team member boundary-spanning behavior.Academy of Management Journal,2007,50(6):1423-1439.
[4]BRION S,CHAUVET V,CHOLLET B,et al.Project leaders as boundary spanners:relational antecedents and performance outcomes.International Journal of Project Management,2012,30(6):708-722.
[5]张华磊,袁庆宏,王震,等.核心自我评价、领导风格对研发人员跨界行为的影响研究.管理学报,2014,11(8):1168-1176.ZHANG Hualei,YUAN Qinghong,WANG Zhen,et al.Influence of core self-evaluations and leadership on R&D professionals'boundary-spanning behavior.Chinese Journal of Management,2014,11(8):1168-1176.(in Chinese)
[6]HIGGINS E T.Beyond pleasure and pain.American Psychologist,1997,52(12):1280-1300.
[7]ZHOU Q,HIRST G,SHIPTON H.Context matters:combined influence of participation and intellectual stimulation on the promotion focus-employee creativity relationship.Journal of Organizational Behavior,2012,33(7):894-909.
[8]BANDURA A.Social cognitive theory:an agentic perspective.Annual Review of Psychology,2001,52:1-26.
[9]TETT R P,BURNETT D D.A personality trait-based interactionist model of job performance.Journal of Applied Psychology,2003,88(3):500-517.
[10]杜晓君,杨勃,任晴阳.基于扎根理论的中国企业克服外来者劣势的边界跨越策略研究.管理科学,2015,28(2):12-26.DU Xiaojun,YANG Bo,REN Qingyang.Boundary spanning:a strategy to liability of foreignness faced by Chinese enterprises from the perspective of grounded theory.Journal of Management Science,2015,28(2):12-26.(in Chinese)
[11]GITTELL J H.Coordinating mechanisms in care provider groups:relational coordination as a mediator and input uncertainty as a moderator of performance effects.Management Science,2002,48(11):1408-1426.
[12]张大力,葛玉辉.高管团队跨界行为与企业创新绩效关系:基于团队学习的视角.系统管理学报,2016,25(2):235-245.ZHANG Dali,GE Yuhui.Relationship between top management team boundary-spanning behavior and the innovation performance of enterprises:a perspective of team learning.Journal of Systems&Management,2016,25(2):235-245.(in Chinese)
[13]李磊,尚玉钒.基于调节焦点理论的领导对下属创造力影响机理研究.南开管理评论,2011,14(5):4-11,40.LI Lei,SHANG Yufan.The research on the mechanism of leaders'influence on followers'creativity based on regulatory focus theory.Nankai Business Review,2011,14(5):4-11,40.(in Chinese)
[14]李磊,尚玉钒,席酉民.基于调节焦点理论的领导语言框架对下属创造力的影响研究.科研管理,2012,33(1):127-137.LI Lei,SHANG Yufan,XI Youmin.The effect mechanism of leaders'linguistic frame on followers'creativity based on regulatory focus theory.Science Research Management,2012,33(1):127-137.(in Chinese)
[15]NEUBERT M J,KACMAR K M,CARLSON D S,et al.Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior.Journal of Applied Psychology,2008,93(6):1220-1233.
[16]徐建中,曲小瑜.团队跨界行为、知识交易与团队创造力关系研究:基于装备制造企业的实证分析.科学学与科学技术管理,2014,35(7):151-161.XU Jianzhong,QU Xiaoyu.The relationship among team's boundary spanning behavior,knowledge trading and team creativity:an empirical study based on equipment manufacturing enterprise.Science of Science and Management of S.&T.,2014,35(7):151-161.(in Chinese)
[17]王文雷.变革型领导与员工创造力的关系研究:促进型调节焦点的中介作用.大连:东北财经大学,2012:40.WANG Wenlei.A study on the relationship of transformational leadership and employee creativity:the mediation of promote regulatory focus.Dalian:Dongbei University of Finance&Economics,2012:40.(in Chinese)
[18]FRIEDMAN R S,FORSTER J.The effects of promotion and prevention cues on creativity.Journal of Personality and Social Psychology,2001,81(6):1001-1013.
[19]WU C,MCMULLEN J S,NEUBERT M J,et al.The influence of leader regulatory focus on employee creativity.Journal of Business Venturing,2008,23(5):587-602.
[20]TUMASJAN A,BRAUN R.In the eye of the beholder:how regulatory focus and self-efficacy interact in influencing opportunity recognition.Journal of Business Venturing,2012,27(6):622-636.
[21]王佳.预期评估、调节聚焦与创造性的关系.北京:首都师范大学,2013:13-32.WANG Jia.The relationship among expected evaluation,regulatory focus and creativity.Beijing:Capital Normal University,2013:13-32.(in Chinese)
[22]SACRAMENTO C A,FAY D,WEST M A.Workplace duties or opportunities?Challenge stressors,regulatory focus,and creativity.Organizational Behavior and Human Decision Processes,2013,121(2):141-157.
[23]王乐勋.变革型领导与员工创造力的关系研究:以特质性调节焦点为调节变量.杭州:浙江理工大学,2013:23-55.WANG Yuexun.A study on the relationship between transformational leadership&employee's creativity:regulatory focus as a moderator.Hangzhou:Zhejiang Sci-Tech University,2013:23-55.(in Chinese)
[24]傅晓,李忆,司有和.家长式领导对创新的影响:一个整合模型.南开管理评论,2012,15(2):121-127.FU Xiao,LI Yi,SI Youhe.The impact of paternalistic leadership on innovation:an integrated model.Nankai Business Review,2012,15(2):121-127.(in Chinese)
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