员工忠诚、角色外行为与团队创新绩效的作用机理研究

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英文题名：The Influence Mechanism of Employees' Loyalty, Extra-role Behaviors and Team Innovation Performance 副题名：一个跨层次的分析 英文副题名：A Cross-level Analysis 作者：钱源源 论文级别：博士 学科专业名称：企业管理 中文关键词：忠诚 ; 多基础多对象忠诚 ; 角色外行为 ; 帮助行为 ; 建言行为 ; 团队创新绩效 ; 多层次理论 英文关键词：Loyalty ; Multi-bases Multi-foci Loyalties ; Extra-role Behavior ; Helping Behavior ; Voice Behavior ; Team Innovation Performance ; Multilevel Theory 学位年度：2010 导师：宝贡敏 学科代码：120202 学位授予单位：浙江大学 论文提交日期：2010-06-01 答辩委员会主席：贾生华

摘要

本文沿着“技术创新团队成员的多基础多对象忠诚影响成员个体的角色外行为,并通过在团队层次共有性和构形性的突现,进而影响团队创新绩效”的思路,通过多对象忠诚对角色外行为的优势效应分析、多基础忠诚对角色外行为的交互效应分析和角色外行为对团队创新绩效的跨层次作用分析三个子研究,分析了中国文化背景下,员工对组织、主管、团队、职业等不同对象的情感性忠诚、持续性忠诚和规范性忠诚在影响员工帮助和建言两类角色外行为过程中的作用方向、作用大小和相互之间的交互作用模式,以及团队任务类型、团队结构、团队规模和团队存续时间等团队特征变量对这一作用机制的影响；同时探究了不同类型的团队层次角色外行为对团队创新绩效不同方面的直接影响和交互影响,以及同一类角色外行为在团队层次的不同行为结构对团队创新绩效的不同影响。
     (1)探明了员工多基础多对象忠诚影响角色外行为的作用机制
     本文将员工忠诚的多对象多基础结构与帮助和建言两类角色外行为在对象和性质上的差异对应起来,探讨了在影响帮助和建言行为过程中多对象忠诚的作用大小(优势效应)和多基础忠诚的交互作用模式(交互效应)。研究发现,指向不同对象的角色外行为分别由指向不同对象的忠诚态度所预测,帮助行为主要受团队忠诚、主管忠诚和组织忠诚的影响,建言行为主要受组织忠诚和职业忠诚的影响；而不同性质的角色外行为分别受到多基础忠诚间不同交互作用模式的影响,多基础忠诚对具有归属性的帮助行为产生替代式的交互作用,对具有挑战性的建言行为则产生互补式的交互作用。此外,忠诚的基础不同,交互作用模式会有所不同,情感性忠诚与规范性忠诚对角色外行为会产生协同式的交互作用,而情感性忠诚与持续性忠诚对角色外行为则产生竞争式的交互作用。
     (2)识别了背景因素对个体层次员工忠诚与角色外行为关系的影响
     本文进一步探究了文化背景和团队背景对个体层次员工忠诚与角色外行为关系的影响。一方面,本文基于对中国传统文化特征的分析,发现了中国员工的规范性主管忠诚对批评指正式建言行为的负面作用,揭示了与西方研究不同的独特作用规律。另一方面,本文识别出团队任务类型、团队结构、团队规模、团队存续时间等团队特征变量对个体层次员工忠诚与角色外行为之间关系的影响。其中,团队任务类型和团队结构会影响不同忠诚对象对角色外行为的作用大小：职业忠诚对角色外行为的影响在技术创新团队和跨职能项目型团队中较为显著,主管忠诚对角色外行为的影响在生产制造团队和专职部门型团队中较为显著；而团队规模和团队存续时间会影响不同忠诚基础对角色外行为的作用大小：团队规模越大,情感性忠诚对角色外行为的作用越小,而规范性忠诚对角色外行为的作用越大,团队存续时间越长,情感性忠诚和规范性忠诚对角色外行为的作用都越大。
     (3)揭示了员工角色外行为影响团队创新绩效的跨层次作用机制
     本文还探讨了个体层次的角色外行为通过在团队层次的共有性与构形性突现影响团队创新绩效的跨层次作用机制。研究发现,不同类型的团队层次共有性角色外行为对团队创新绩效的不同方面会产生不同的直接作用和交互作用：技术创新团队的创新效率主要受问题解决式帮助行为、知识分享式帮助行为、批评指正式建言行为,以及问题解决式／知识分享式帮助行为与批评指正式建言行为之间交互作用的正向影响；技术创新团队的创新有效性主要受知识分享式帮助行为、倡导推动式建言行为、批评指正式建言行为,以及知识分享式帮助行为与倡导推动式／批评指正式建言行为之间交互作用的正向影响。另一方面,角色外行为在团队层次的不同结构对团队创新绩效有不同影响：帮助和建言行为在团队内的均值对团队创新绩效都有正向作用；帮助行为在团队内的最小值和建言行为在团队内的最大值对团队创新绩效有正向作用；建言行为在团队内的方差对团队创新绩效有正向作用。
     总体来说,本文将员工多基础多对象忠诚纳入一个整合式框架,分析了其在影响帮助和建言两类不同性质、不同对象的角色外行为过程中的不同作用机制,并探究了个体层次角色外行为如何在团队层次突现进而影响团队创新绩效的跨层次作用机制。研究的结论完善了多基础多对象忠诚的研究框架,深化了对不同类型角色外行为本质差异的理解,丰富了团队层次角色外行为的相关理论,为团队创新的研究引入新的视角,并为技术创新团队的管理实践提供了一定的理论指导。
Following the logic as "employee's loyalty with multi-bases multi-foci structure influences individual extra-role behavior, and through the shared and configural emergence in the team level, the extra-role behavior has impact on innovation performance of the whole technological innovation team", this paper analyzes the effect direction, effect strength and interactive model of employees'affective, continuance and normative loyalties to organization, supervisor, team and profession on their helping and voice behaviors in the context of Chinese culture, explores the influences of team characteristics such as function, structure, size and longevity on the relation between employee's loyalty and extra-role behavior, and then investigates the direct and interactive effects of different kinds of team-level extra-role behaviors on different aspects of team innovation performance, as well as the impacts of different behavioral structures of extra-role behaviors in the team level on team innovation performance. This paper proceeds through three studies:the analysis of the dominant effect of multi-foci loyalties on extra-role behavior, the analysis of the interactive effect of multi-bases loyalties on extra-role behavior, and the analysis of the cross-level effect of extra-role behavior on team innovation performance. The main research conclusions are summarized as following:
     (1) The influence mechanism of employee's loyalty with multi-bases multi-foci structure on individual extra-role behavior is recognized
     This paper investigates the dominant effect of multi-foci loyalties and the interactive effect of multi-bases loyalties in the process of influencing helping and voice extra-role behavior, by corresponding the multi-foci multi-bases structure of loyalty with the difference in target and nature of helping and voice behaviors. The results show that, the extra-role behaviors directed to different target can be predicted by loyalties to different target, helping behavior is mainly affected by loyalty to team, supervisor and organization while voice behavior is mainly affected by loyalty to organization and profession. On the other hand, the extra-role behaviors with different nature can be influenced by different interactive model between multi-bases loyalties, multi-bases loyalties exert substitutive interaction on affiliative helping behavior while exert complementary interaction on challenging voice behavior. In addition, the interactive model also varies with the difference in loyalty bases, affective loyalty and normative loyalty have synergistic interaction on extra-role behavior while affective loyalty and continuance loyalty have competitive interaction on extra-role behavior.
     (2) The influence of contextual factors on the relation between individual loyalty and extra-role behavior is identified
     This paper examines the influence of cultural context and team context on the relation between loyalty and extra-role behavior in the individual level. On one hand, based on the analysis of Chinese traditional culture, this paper finds the negative impact of supervisory normative loyalty on criticizing voice behavior which discovers the unique rule different from the research finding in western country. On the other hand, this paper identifies the influences of team characteristics such as function, structure, size and longevity on the relation between individual loyalty and extra-role behavior. It is indicated that team function and team structure may influence the effect strength of different loyalty foci in that supervisory loyalty has greater impact in teams performing production task and in permanent teams with functional structure while professional loyalty has greater impact in teams performing innovation task and in temporary teams with cross-functional structure. It is also found that team size and team longevity may influence the effect strength of different loyalty bases. As the team size increases, the effect of affective loyalty decreases and the effect of normative loyalty increases, while as the team size increases, the effects of affective loyalty and normative loyalty both increase.
     (3) The cross-level influence mechanism of employee's extra-role behavior on team innovation performance is discovered
     This paper also explores the cross-level influence mechanism about how extra-role behavior in the individual level has impact on team innovation performance through the shared and configural emergence in the team level. The results demonstrate that different kinds of team-level shared helping and voice behaviors have both direct and interactive effects on different aspects of team innovation performance. The operational efficiency of technological innovation team is positively influenced by problem-solving helping behavior, knowledge-sharing helping behavior, criticizing voice behavior, and the interaction between problem-solving/knowledge-sharing helping behavior and criticizing voice behavior, while the innovation effectiveness of technological innovation team is positively influenced by knowledge-sharing helping behavior, initiating voice behaviors, criticizing voice behavior, and the interaction between knowledge-sharing helping behavior and initiating/criticizing voice behavior. On the other hand, different behavioral structures of helping and voice behaviors in the team level have different impacts on team innovation performance. The results indicate that the mean of individual helping and voice behaviors within the team, the minimum value of individual helping behavior and the maximum value of individual voice behavior within the team, the variance of individual voice behavior within the team all have positive effects on team innovation performance.
     In conclusion, this paper studies employee loyalty in a multi-bases multi-foci integrative framework, analyzes the different influence mechanisms of multi-bases multi-foci loyalties on helping and voice extra-role behaviors, and explores the cross-level influence mechanism about how individual-level extra-role behaviors emergent in the team level and then impact team innovation performance. The findings of this paper improve the research framework of multi-bases multi-foci loyalties, deepen the understanding about the essential differences between different kinds of extra-role behaviors, enrich the theory about team-level extra-role behavior, introduce a new perspective to the research of team innovation, and provide theoretical instruction for the management practice of technological innovation team.

引文

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