时间压力对员工双元创新行为的影响机制
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摘要
工作中的时间压力是难以避免的问题,然而时间压力与员工创新行为之间的关系尚存争议。本文根据组织二元性的观点,将员工创新行为区分为探索式创新行为和利用式创新行为,旨在讨论时间压力对员工两类创新行为的不同影响,以及工作调节焦点的中介作用和服务型领导的调节作用。以258名研发部门、设计部门以及营销部门从事创新活动的员工为样本的三阶段调研数据进行实证分析,结果表明:(1)时间压力促进利用式创新行为,抑制探索式创新行为;(2)促进型工作焦点和防御型工作焦点均在时间压力与探索式创新行为、利用式创新行为的关系间起到部分中介作用;(3)服务型领导在时间压力与促进型工作焦点的关系间起到正向调节作用,在时间压力与防御型工作焦点的关系间起到负向调节作用,并进一步调节了两种工作调节焦点的中介作用。本研究深入探析了时间压力对两类个体创新行为的差异化影响以及作用机制和边界条件,为时间压力"双刃剑"效应的后续研究提供了可供参考的新视角,也为企业日常管理实践提供了有益的启示。
Innovation is a problem that contemporary enterprises must face in a dynamic environment,and also an important source for building core competitiveness of enterprises.Employees as the main body of innovation activities,their innovative behavior is the key factor of enterprise's innovation performance.In recent years,China has entered a new period.Under the requirement of "accelerating innovation",more enterprises and employees have experienced greater time pressure.Time pressure at work is inevitable problem,however the relationship between time pressure and innovation is still in controversy.Therefore,it's critical for organizations to understand whether time pressure promote or inhibit employees' innovative behavior.As scholars divide the types of corporate innovation activities,employees' innovative behaviors can also be divided into different types.This division is supported in enterprise practice.For example,the China Statistical Yearbook pointed out utility model patens and design patents which are lower degree of novelty accounted for 80% of patent applications in 2016,while invention patents which is higher degree of novelty accounted for only 20% of patent applications.According to this view,this paper divide individual innovative behavior into exploratory innovative behavior and exploitative innovative behavior.Based on the Attentional Focus Theory and Regulatory Focus Theory,this paper investigated the relationship between time pressure and employees' exploratory innovative behavior and exploitative innovative behavior,and the mediation effect of work regulatory focus as well as the moderation effect of servant leadership.This research proposes hypotheses on the influence mechanism of time pressure on employees' exploratory and exploitative innovative behavior.Using data collected from 258 employees in Anhui and Jiangsu province,which conducted by 3-way design,this paper examined the hypotheses.The empirical results showed that(1) time pressure promotes employees' exploitative innovative behavior and prohibits their exploratory innovative behavior,(2) promotion and prevention work regulatory focus both partially mediates the relationship between time pressure and exploratory innovative behavior and exploitative innovative behavior,(3) servant leadership has a positive moderating effect on the relationship between time pressure and promotion work regulatory focus but a negative moderating effect on the relationship between time pressure and prevention work regulatory focus,and then moderates the mediating role of promotion work regulatory focus and prevention work regulatory focus.That is to say,servant leadership reinforces the mediating role of promotion work regulatory focus and attenuates the mediating role of prevention work regulatory focus.This paper made three contributions to as follows:(1) this study integrates the previous research on the debate between time pressure and innovative behavior,and takes the first place to prove the different influence of time pressure on exploratory innovative behaviors and exploitative innovative behavior.(2)The mediating mechanism between time pressure and innovative behavior has been rarely discussed,based on the regulatory focus theory,the work regulatory focus is first introduced and discussed as the mediating mechanism.(3)The moderating role of servant leadership is examined to accumulate evidence for exploring the boundary conditions of the influence of time pressure.There are also some managerial implications:(1)Managers should view time pressure dialectically and consider what kind of innovation they hope to achieve when putting time pressure on employees.(2)Managers should pay more attentions to employees' work regulatory focus,and attempt to expand the scope of their attention,in order to guide them to form the promotion work regulatory focus.(3) Organizations should select and cultivate managers with servant leadership style.
Innovation is a problem that contemporary enterprises must face in a dynamic environment,and also an important source for building core competitiveness of enterprises.Employees as the main body of innovation activities,their innovative behavior is the key factor of enterprise's innovation performance.In recent years,China has entered a new period.Under the requirement of "accelerating innovation",more enterprises and employees have experienced greater time pressure.Time pressure at work is inevitable problem,however the relationship between time pressure and innovation is still in controversy.Therefore,it's critical for organizations to understand whether time pressure promote or inhibit employees' innovative behavior.As scholars divide the types of corporate innovation activities,employees' innovative behaviors can also be divided into different types.This division is supported in enterprise practice.For example,the China Statistical Yearbook pointed out utility model patens and design patents which are lower degree of novelty accounted for 80% of patent applications in 2016,while invention patents which is higher degree of novelty accounted for only 20% of patent applications.According to this view,this paper divide individual innovative behavior into exploratory innovative behavior and exploitative innovative behavior.Based on the Attentional Focus Theory and Regulatory Focus Theory,this paper investigated the relationship between time pressure and employees' exploratory innovative behavior and exploitative innovative behavior,and the mediation effect of work regulatory focus as well as the moderation effect of servant leadership.This research proposes hypotheses on the influence mechanism of time pressure on employees' exploratory and exploitative innovative behavior.Using data collected from 258 employees in Anhui and Jiangsu province,which conducted by 3-way design,this paper examined the hypotheses.The empirical results showed that(1) time pressure promotes employees' exploitative innovative behavior and prohibits their exploratory innovative behavior,(2) promotion and prevention work regulatory focus both partially mediates the relationship between time pressure and exploratory innovative behavior and exploitative innovative behavior,(3) servant leadership has a positive moderating effect on the relationship between time pressure and promotion work regulatory focus but a negative moderating effect on the relationship between time pressure and prevention work regulatory focus,and then moderates the mediating role of promotion work regulatory focus and prevention work regulatory focus.That is to say,servant leadership reinforces the mediating role of promotion work regulatory focus and attenuates the mediating role of prevention work regulatory focus.This paper made three contributions to as follows:(1) this study integrates the previous research on the debate between time pressure and innovative behavior,and takes the first place to prove the different influence of time pressure on exploratory innovative behaviors and exploitative innovative behavior.(2)The mediating mechanism between time pressure and innovative behavior has been rarely discussed,based on the regulatory focus theory,the work regulatory focus is first introduced and discussed as the mediating mechanism.(3)The moderating role of servant leadership is examined to accumulate evidence for exploring the boundary conditions of the influence of time pressure.There are also some managerial implications:(1)Managers should view time pressure dialectically and consider what kind of innovation they hope to achieve when putting time pressure on employees.(2)Managers should pay more attentions to employees' work regulatory focus,and attempt to expand the scope of their attention,in order to guide them to form the promotion work regulatory focus.(3) Organizations should select and cultivate managers with servant leadership style.
引文
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[4]Ohly,S.,and C.Fritz.Work Characteristics,Challenge Appraisal,Creativity,and Proactive Behavior:A Multi-Level Study[J].Journal of Organizational Behavior,2010,31,(4):543-565.
[5]Baer,M.,and G.R.Oldham.The Curvilinear Relation Between Experienced Creative Time Pressure and Creativity:Moderating Effects of Openness to Experience and Support for Creativity[J].Journal of Applied Psychology,2006,91,(4):963-970.
[6]Rasulzada,F.,and I.Dackert.Organizational Creativity and Innovation in Relation to Psychological Well-Being and Organizational Factors[J].Creativity Research Journal,2009,21,(2-3):191-198.
[7]Shalley,C.E.,J.Zhou,and G.R.Oldham.The Effects of Personal and Contextual Characteristics on Creativity:Where Should We Go From Here?[J].Journal of Management,2004,30,(6):933-958.
[8]Danneels,E.The Dynamics of Product Innovation and Firm Competences[J].Strategic Management Journal,2002,23,(12):1095-1121.
[9]中华人民共和国国家知识产权局.专利统计年报2016[R].http://www.sipo.gov.cn/docs/20180226104343714200.pdf.
[10]He,Z.L.,and P.K.Wong.Exploration Vs.Exploitation:An Empirical Test of the Ambidexterity Hypothesis[J].Organization Science,2004,15,(4):481-494.
[11]Madjar,N.,E.Greenberg,and Z.Chen.Factors for Radical Creativity,Incremental Creativity and Routine,Noncreative Performance[J].Journal of Applied Psychology,2011,96,(4):730-43.
[12]Yuan,F.,and R.W.Woodman.Innovative Behavior in the Workplace:The Role of Performance and Image Outcome Expectations[J].Academy of Management Journal,2010,53,(2):323-342.
[13]古银华.包容型领导对员工创新行为的影响——一个被调节的中介模型[J].北京:经济管理,2016,(4):93-103.
[14]Gilson,L.L.,and N.Madjar.Radical and Incremental Creativity:Antecedents and Processes[J].Psychology of Aesthetics Creativity & The Arts,2011,5,(1):21-28.
[15]Webster,J.R.,T.A.Beehr,and K.Love.Extending the Challenge-Hindrance Model of Occupational Stress:The Role of Appraisal[J].Journal of Vocational Behavior,2011,79,(2):505-516.
[16]张敏.任务紧迫性下项目创新行为实验研究——基于情绪的调节作用[J].北京:科学学研究,2012,(10):1593-1600.
[17]马永远.新产品开发团队时间压力、自省性与创新绩效[J].天津:科学学与科学技术管理,2015,(2):139-148.
[18]刘新梅,张新星,崔天恒.时间压力与创造力的关系研究——时间领导的跨层调节作用[J].上海:研究与发展管理,2017,(5):13-21.
[19]Brockner,J.,and E.T.Higgins.Regulatory Focus Theory:Implications for the Study of Emotions at Work[J].Organizational Behavior & Human Decision Processes,2001,86,(1):35-66.
[20]Higgins,E.T.Beyond Pleasure and Pain[J].American Psychologist,1997,52,(12):1280-300.
[21]Wallace,C.,and G.Chen.A Multilevel Integration of Personality,Climate,Self-Regulation,and Performance[J].Personnel Psychology,2006,59,(3):529-557.
[22]Karau,S.J.,and J.R.Kelly.The Effects of Time Scarcity and Time Abundance on Group Performance Quality and Interaction Process[J].Journal of Experimental Social Psychology,1992,28,(6):542-571.
[23]Maruping,L.M.,V.Venkatesh,and S.M.B.Thatcher,et al.Folding Under Pressure or Rising to The Occasion?Perceived Time Pressure and the Moderating Role of Team Temporal Leadership[J].Academy of Management Journal,2015,58,(5):1313-1333.
[24]Liden,R.C.,S.J.Wayne,H.Zhao,and et al.Servant Leadership:Development of a Multidimensional Measure and Multi-Level Assessment[J].Leadership Quarterly,2008,19,(2):161-177.
[25]高中华,赵晨.服务型领导如何唤醒下属的组织公民行为?——社会认同理论的分析[J].北京:经济管理,2014,(6):147-157.
[26]张军伟,龙立荣.服务型领导对员工人际公民行为的影响:宽恕氛围与中庸思维的作用[J].杭州:管理工程学报,2016,(1):43-51.
[27]Neubert,M.J.,K.M.Kacmar,and D.S.Carlson,et al.Regulatory Focus as A Mediator of the Influence of Initiating Structure and Servant Leadership on Employee Behavior[J].Journal of Applied Psychology,2008,93,(6):1220-1233.
[28]买热巴·买买提,李野.服务型领导与员工创造力——基于对领导者真诚性感知调节的研究[J].北京:经济管理,2018,(11):90-105.
[29]Teuchmann,K.,P.Totterdell,and S.K.Parker.Rushed,Unhappy,and Drained:An Experience Sampling Study of Relations Between Time Pressure,Perceived Control,Mood,and Emotional Exhaustion in A Group of Accountants[J].Journal of Occupational Health Psychology,1999,4,(1):37-54.
[30]Widmer,P.S.,N.K.Semmer,and W.K?lin et al.The Ambivalence of Challenge Stressors:Time Pressure Associated with Both Negative and Positive Well-Being [J].Journal of Vocational Behavior,2012,80,(2):422-433.
[31]Andrews,F.M.,and G.F.Farris.Time Pressure and Performance of Scientists and Engineers:A Five-Year Panel Study [J].Organizational Behavior & Human Performance,1971,8,(2):185-200.
[32]Benner,M.J.,and M.Tushman.Process Management and Technological Innovation:A Longitudinal Study of the Photography and Paint Industries[J].Administrative Science Quarterly,2002,47,(47):676-707.
[33]Jansen,J.J.P.,F.A.J.V.D.Bosch,and H.W.Volberda.Exploratory Innovation,Exploitative Innovation,and Performance:Effects of Organizational Antecedents and Environmental Moderators[J].Management Science,2006,52,(11):1661-1674.
[34]王建平,吴晓云.制造企业知识搜寻对渐进式和突破式创新的作用机制[J].北京:经济管理,2017,(12):60-74.
[35]Scott,S.G.,and R.A.Bruce.Determinants of Innovative Behavior:A Path Model of Individual Innovation in the Workplace[J].Academy of Management Journal,1994,37,(3):580-607.
[36]Taylor,A.,and H.R.Greve.Superman or the Fantastic Four?Knowledge Combination and Experience in Innovative Teams[J].Academy of Management Journal,2006,49,(4):723-740.
[37]Baer,M.Putting Creativity To Work:The Implementation of Creative Ideas in Organizations[J].Academy of Management Journal,2012,55,(5):1102-1119.
[38]Hobfoll,S.E.Conservation of Resources.A New Attempt at Conceptualizing Stress[J].Am Psychol,1989,44,(3):513.
[39]Kelly,J.R.,and T.J.Loving.Time Pressure and Group Performance:Exploring Underlying Processes in the Attentional Focus Model[J].Journal of Experimental Social Psychology,2004,40,(2):185-198.
[40]Eatough,E.M.,C.H.Chang,and S.A.Miloslavic,et al.Relationships of Role Stressors With Organizational Citizenship Behavior:A Meta-Analysis[J].Journal of Applied Psychology,2011,96,(3):619-632.
[41]Quintana-GarcíA,C.,and C.A.Benavides-Velasco.Innovative Competence,Exploration and Exploitation:The Influence of Technological Diversification[J].Research Policy,2008,37,(3):492-507.
[42]Lam,S.Y.What Kind of Assumptions Need to be Realistic and How to Test Them:A Response to Tsang (2006)[J].Strategic Management Journal,2010,31,(6):679-687.
[43]Wallace,J.C.,P.D.Johnson,and M.L.Frazier.An Examination of The Factorial,Construct,and Predictive Validity and Utility of The Regulatory Focus At Work Scale[J].Journal of Organizational Behavior,2009,30,(6):805-831.
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