好创意为何易“夭折”:创意领地视角的多层次研究
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摘要
以往有关创新的研究主要集中在如何激发个体的创新想法方面,忽视了创意产生后是否可以有效实施的问题,探究创意实施的条件及情境因素是创新领域未来研究的重要方向。首次从组织领地性与任务特征的整合视角出发,探究研发团队内创意领地行为对创意实施的影响机制以及团队任务特征的跨层次调节作用。结果显示:个体创意领地行为对创意实施有显著负向影响,社会疏离感在二者之间起中介作用;在跨层次方面,团队任务互依性越高,创意领地行为与社会疏离感的正向关系越强;团队任务惯例性越高,创意领地行为与社会疏离的正向关系越弱。团队任务特征通过调节创意领地和社会疏离感之间的直接关系,从而进一步调节创意领地和创意实施之间的间接关系;团队任务互依性越高,社会疏离感所起的中介效应就越强;任务惯例性越高,社会疏离感的中介效应就越弱。
In the past decades, rich knowledge mainly focused on how to stimulate employees' idea generation,neglecting the transformation from idea generation to idea implementation. To gain a deeper understanding of idea implementation need to be pursued in the future. Drawing on the integrative perspective of territoriality and task characteristic, we explore the relationship between territoriality and idea implementation. We also explore the moderate effect of task characteristic. Results demonstrate that individual territoriality is positively related to idea implementation, and social alienation plays a mediating role in the relationship between territoriality and idea implementation. In higher task interdependence, the positive relationship between territoriality and work alienation will be strengthened. In higher task routineness, the positive relationship between territoriality and work alienation will be weakened. Task interdependence moderates the relationship between territoriality and idea implementation through work alienation across levels. In higher task interdependence, the mediating effect of work alienation in the relationship between territoriality and idea implementation will be strengthened. In higher task routineness, the mediating effect of work alienation in the relationship between territoriality and idea implementation will be weakened.
In the past decades, rich knowledge mainly focused on how to stimulate employees' idea generation,neglecting the transformation from idea generation to idea implementation. To gain a deeper understanding of idea implementation need to be pursued in the future. Drawing on the integrative perspective of territoriality and task characteristic, we explore the relationship between territoriality and idea implementation. We also explore the moderate effect of task characteristic. Results demonstrate that individual territoriality is positively related to idea implementation, and social alienation plays a mediating role in the relationship between territoriality and idea implementation. In higher task interdependence, the positive relationship between territoriality and work alienation will be strengthened. In higher task routineness, the positive relationship between territoriality and work alienation will be weakened. Task interdependence moderates the relationship between territoriality and idea implementation through work alienation across levels. In higher task interdependence, the mediating effect of work alienation in the relationship between territoriality and idea implementation will be strengthened. In higher task routineness, the mediating effect of work alienation in the relationship between territoriality and idea implementation will be weakened.
引文
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[30]Shalley C E,Gilson L L.What leaders need to know:A review of social and contextual factors that can foster or hinder creativity[J].Leadership Quarterly,2004,15(1):33-53.
[31]Oldham G R,Cummings A.Employee creativity:Personal and contextual factors at work[J].Academy of Management Journal,1996,39(3):607-634.
[32]Oldham G R,Hackman J R.Not what it was and not what it will be:The future of job design research[J].Journal of Organizational Behavior,2010,31(2):463-479.
[33]Stewart G L,Barrick M R.Team structure and performance:Assessing the mediating role of intra-team process and the moderating role of task type[J].Academy of Management Journal,2000,43(2):135-148.
[34]张子源,赵曙明,周路路,等.内隐协调对团队创造力的影响研究:任务特征的调节作用[J].科学学与科学技术管理,2014,35(1):173-180.
[35]LeeE C Y,Lin H,Huan W W,et al.The effects of task interdependence,team cooperation,and team conflict on job performance[J].Social Behavior and Personality:An International Journal,2015,43(4):529-536.
[36]Diefendorff J M,Richard E M,Gosserand R H.Examination of situational and attitudinal moderators of the hesitation and performance relation[J].Personnel Psychology,2006,59(2):365-393.
[37]Van Der Vegt G,Emans B,Van De Vliert E.Joint impact of interdependence and group diversity on innovation[J].Journal of Management,2003,29(5):729-751.
[38]Podsakoff P M,MacKenzie S B,Lee J Y,et al.Common method biases in behavioral research:A critical review of the literature and recommended remedies[J].Journal of Applied Psychology,2003,88(5):879-903.
[39]Campion M A,Medsker G J,Higgs A C.Relations between work group characteristics and effectiveness:Implications for designing effective work groups[J].Personnel Psychology,1993,46(4):823-847.
[40]Khan M M,Lodhi S A,Makki A M.Moderating role of team working environment between team implicit coordination and performance[J].African Journal of Business Management,2010,4(13):2743-2752.
[41]Bliese P D.Within-Group Agreement,Non-Independence and Reliability:Implications for Data Aggregation and Analysis[M].San Francisco:Jossey-Bass,2000.
[42]Baron J N,Kenny D A.The moderator-mediator variable distinction in social psychological research:Conceptual,strategic,and statistical considerations[J].Journal of Personality and Social Psychology,1986,51(6):1173-1182.
[43]Preacher K J,Zyphur M J,Zhang Z.A general multilevel SEM framework for assessing multilevel mediation[J].Psychological Methods,2010,15(3):209-233.
[44]陈晓萍,徐淑英,樊景立.组织管理研究的实证方法[M].北京:北京大学出版社,2012.
[45]Cohen J,Cohen P,West S,et al.Applied Multiple Regression,Correlation Analysis for the Behavioral Sciences[M].Hillsdale:Erlbaum,2003.
[46]Yuan F,Woodman R W.Innovative behavior in the workplace:The role of performance and image outcome expectations[J].Academy of Management Journal,2010,53(2):323-342.
[47]Scott Belsky.Making Ideas Happen[M].Portfolio:Hardcover,2010.
[48]Chung G H,Choi J N,Du J.Tired of innovations?Learned helplessness and fatigue in the context of continuous streams of innovation implementation[J].Journal of Organizational Behavior,2017,38(7):1130-1148.
[49]Cerne M,ˇJaklic M,?kerlavaj M.Authentic leadership,creativity,and innovation:A multilevel perspective[J].Leadership,2013,9(1):63-85.
[2]Fortwengel J,Schü?ler E,Sydow J.Studying organizational creativity as process:Fluidity or duality?[J].Creativity&Innovation Management,2017,26(1):5-16.
[3]阿吉特·坎比尔.光有好点子是不够的[J].创新科技,2006,25(4):50-51.
[4]Daniels K,Wimalasiri V,Cheyne A,et al.Linking the demands-control-support model to innovation:The moderating role of personal initiative on the generation and implementation of ideas[J].Journal of Occupational and Organizational Psychology,2011,84(3):581-598.
[5]?kerlavaj M,Cerne M,Dysvik A.I get by with a little help from my supervisor:Creative-idea generation,idea implementation,and perceived supervisor support[J].Leadership Quarterly,2014,25(5):987-1000.
[6]Oldham G R,Da Silva N.The impact of digital technology on the generation and implementation of creative ideas in the workplace[J].Computers in Human Behavior,2015(42):5-11.
[7]West M A.Sparkling fountains or stagnant ponds:An integrative model of creativity and innovation implementation in work groups[J].Applied Psychology:An International Review,2002,51(3):355-386.
[8]Peng H.Why and when do people hide knowledge?[J].Journal of Knowledge Management,2013,17(3):398-415.
[9]Brown G,Lawrence T B,Robinson S L.Territoriality in organizations[J].Academy of Management Review,2005,30(3):577-594.
[10]Brown G.Claiming a corner at work:Measuring employee territoriality in their workspaces[J].Journal of Environmental Psychology,2009,29(1):44-52.
[11]Brown G,Robinson S.The Dysfunction of Territoriality in Organizations[M].Northampton:Edward Elgar,2007.
[12]Webster J,Brown G,Zweig D,et al.Beyond Knowledge Sharing:Knowledge Hiding and Hoarding at Work[M].Bingley:Emerald Group Publishing,2008.
[13]Johansson F.The Medici Effect:What Elephants and Epidemics Can Teach as about Innovation[M].Boston:Harvard Business Review Press,2006.
[14]安妮特·西蒙斯.领地争夺游戏:理解并终止工作中的地盘之争[M].上海:上海人民出版社,1999.
[15]Anderson N,Potocnik K,Zhou J.Innovation and creativity in organizations:A state-of-the-science review,prospective commentary,and guiding framework[J].Journal of Management,2014,40(5):1297-1333.
[16]Van Der Vegt G,Emans B,Van De Vliert E.Team members'affective responses to patterns of intragroup interdependence and job complexity[J].Journal of Management,2000,26(4):633-655.
[17]Richter A W,Hirst G,Van Knippenberg D,et al.Creative self-efficacy and individual creativity in team contexts:Cross-level interactions with team informational resources[J].Journal of Applied Psychology,2012,97(6):1282-1290.
[18]Howell J M,Higgins C A.Champions of technological innovation[J].Administrative Science Quarterly,1990,35(2):317-341.
[19]Rank J,Pace V L,Frese M.Three avenues for future research on creativity,innovation,and initiative[J].Applied Psychology:An International Review,2004,53(4):518-528.
[20]Brown G,Robinson S L.Reactions to Infringement[J].Organization Science,2011,22(1):210-224.
[21]Avey J B,Avolio B J,Crossley C D,et al.Psychological ownership:Theoretical extensions,measurement and relation to work outcomes[J].Journal of Organizational Behavior,2009,30(2):173-191.
[22]Blau P M.Exchange and Power in Social Life[M].New Brunswick:Transaction Books,1986.
[23]Brown G.Claiming a corner at work:Measuring employee territoriality in their workspaces[J].Journal of Environmental Psychology,2009,29(1):44-52.
[24]Banai M,Reisel W D.The influence of supportive leadership and job characteristics on work alienation:A six-country investigation[J].Journal of World Business,2007,42(4):463-476.
[25]Chiaburu D S,Diaz I,De Vos A.Employee alienation:Relationships with careerism and career satisfaction[J].Journal of Managerial Psychology,2013,28(1):4-20.
[26]Nair N,Lamond D,Vohra N.An exploration of factors predicting work alienation of knowledge workers[J].Management Decision,2010,48(4):600-615.
[27]Janssen O.Innovative behavior and job involvement at the price of conflict and less satisfactory relations with coworkers[J].Journal of Occupational and Organizational Psychology,2003,76(3):347-364.
[28]Janssen O,Van De Vliert E,West M.The bright and dark sides of individual and group innovation:Aspecial issue introduction[J].Journal of Organizational Behavior,2004,25(2):129-145.
[29]Oldham G R,Da Silva N.The impact of digital technology on the generation and implementation of creative ideas in the workplace[J].Computers in Human Behavior,2015(42):5-11.
[30]Shalley C E,Gilson L L.What leaders need to know:A review of social and contextual factors that can foster or hinder creativity[J].Leadership Quarterly,2004,15(1):33-53.
[31]Oldham G R,Cummings A.Employee creativity:Personal and contextual factors at work[J].Academy of Management Journal,1996,39(3):607-634.
[32]Oldham G R,Hackman J R.Not what it was and not what it will be:The future of job design research[J].Journal of Organizational Behavior,2010,31(2):463-479.
[33]Stewart G L,Barrick M R.Team structure and performance:Assessing the mediating role of intra-team process and the moderating role of task type[J].Academy of Management Journal,2000,43(2):135-148.
[34]张子源,赵曙明,周路路,等.内隐协调对团队创造力的影响研究:任务特征的调节作用[J].科学学与科学技术管理,2014,35(1):173-180.
[35]LeeE C Y,Lin H,Huan W W,et al.The effects of task interdependence,team cooperation,and team conflict on job performance[J].Social Behavior and Personality:An International Journal,2015,43(4):529-536.
[36]Diefendorff J M,Richard E M,Gosserand R H.Examination of situational and attitudinal moderators of the hesitation and performance relation[J].Personnel Psychology,2006,59(2):365-393.
[37]Van Der Vegt G,Emans B,Van De Vliert E.Joint impact of interdependence and group diversity on innovation[J].Journal of Management,2003,29(5):729-751.
[38]Podsakoff P M,MacKenzie S B,Lee J Y,et al.Common method biases in behavioral research:A critical review of the literature and recommended remedies[J].Journal of Applied Psychology,2003,88(5):879-903.
[39]Campion M A,Medsker G J,Higgs A C.Relations between work group characteristics and effectiveness:Implications for designing effective work groups[J].Personnel Psychology,1993,46(4):823-847.
[40]Khan M M,Lodhi S A,Makki A M.Moderating role of team working environment between team implicit coordination and performance[J].African Journal of Business Management,2010,4(13):2743-2752.
[41]Bliese P D.Within-Group Agreement,Non-Independence and Reliability:Implications for Data Aggregation and Analysis[M].San Francisco:Jossey-Bass,2000.
[42]Baron J N,Kenny D A.The moderator-mediator variable distinction in social psychological research:Conceptual,strategic,and statistical considerations[J].Journal of Personality and Social Psychology,1986,51(6):1173-1182.
[43]Preacher K J,Zyphur M J,Zhang Z.A general multilevel SEM framework for assessing multilevel mediation[J].Psychological Methods,2010,15(3):209-233.
[44]陈晓萍,徐淑英,樊景立.组织管理研究的实证方法[M].北京:北京大学出版社,2012.
[45]Cohen J,Cohen P,West S,et al.Applied Multiple Regression,Correlation Analysis for the Behavioral Sciences[M].Hillsdale:Erlbaum,2003.
[46]Yuan F,Woodman R W.Innovative behavior in the workplace:The role of performance and image outcome expectations[J].Academy of Management Journal,2010,53(2):323-342.
[47]Scott Belsky.Making Ideas Happen[M].Portfolio:Hardcover,2010.
[48]Chung G H,Choi J N,Du J.Tired of innovations?Learned helplessness and fatigue in the context of continuous streams of innovation implementation[J].Journal of Organizational Behavior,2017,38(7):1130-1148.
[49]Cerne M,ˇJaklic M,?kerlavaj M.Authentic leadership,creativity,and innovation:A multilevel perspective[J].Leadership,2013,9(1):63-85.