王朝晖. 高承诺工作系统与员工建设性越轨行为关系的跨层次研究[J]. 科技进步与对策, 2020, 37(3): 142-150.
Wang Zhaohui. Cross Level Influences of High Commitment Work System on Employee Constructive Deviant Behavior. SCIENCE & TECHNOLOGY PROGRESS AND POLICY, 2020, 37(3): 142-150.
[1] MAINEMELIS C. Stealingfire: creative deviance in the evolution of new ideas[J]. Academy of Management Review，2010，35(4): 558-578.[2] JETTEN J，HORNSEY M J. Deviance and dissent in groups[J]. Annual Review of Psychology，2014，65: 461-485.[3] PRISLIN R，FILSON J. Seeking conversion versus advocating tolerance in the pursuit of social change[J]. Journal of personality and Social Psychology，2009，97(5): 811-822.[4] DAHLING J J， CHAU S L， MAYER D M， et al. Breaking rules for the right reasons an investigation of pro-social rule breaking[J]. Journal of Organizational Behavior，2012， 33(1): 21- 42.[5] GALPERIN B L. Exploring the nomological network of workplace deviance: developing and validating a measure of constructive deviance [J]. Journal of Applied Social Psychology， 2012，42(12): 2988-3025. [6] FULLER J B, MARLER L E, HESTER K. Promoting felt responsibility for constructive change and proactive behavior: exploring aspects of an elaborated model of work design[J]. Journal of Organizational Behavior, 2006, 27(8): 1089-1120.[7] TUCKER S, CHMIEL N, TURNER N, et al. Perceived organizational support for safety and employee safety voice: the mediating role of coworker support for safety[J]. Journal of Occupational Health Psychology, 2008, 13(4): 319-330.[8] 王艳子,张莉.员工建设性越轨行为的动力机制:谦卑型领导视角[J].科技进步与对策,2018,35(16):137-143.[9] DAHLING J J, GUTWORTH M B. Loyal rebels a test of the normative conflict model of constructive deviance[J]. Journal of Organizational Behavior, 2017, 38(8): 1167-1182.[10] TSUI A S, PEARCE J L, PORTER L W, et al. Alternative approaches to the employee-organization relationship: Does investment in employees pay off[J]. Academy of ManagementJournal, 1997, 40(5): 1089-1121.[11] RYAN R M, DECI E L. Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being[J]. American psychologist, 2000, 55(1): 68-78.[12] 张志学, 施俊琦, 刘军. 组织行为与领导力研究的进展与前沿[J]. 心理科学进展, 2016, 24(3): 317-326.[13] MARKUS H R, KITAYAMA S. Culture and the self: implications for cognition, emotion, and motivation[J]. Psychological Review, 1991, 98(2): 224-253.[14] DECI E L, RYAN R M. Intrinsic motivation and self-determination in human behavior[M].New York: Plenum Press,1985.[15] GAGN M, DECI E L. Self‐determination theory and work motivation[J]. Journal of Organizational Behavior, 2005, 26(4): 331-362.[16] TANGIRALA S, RAMANUJAM R. Exploring nonlinearity in employee voice: the effects of personal control and organizational identification[J]. Academy of Management Journal, 2008, 51(6): 1189-1203.[17] ANDERSON N, POTOC NIK 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.[18] GONG Y, HUANG J C, FARH J L. Employee learning orientation, transformational leadership, and employee creativity: the mediating role of employee creative self-efficacy[J]. Academy of Management Journal, 2009, 52(4): 765-778.[19] VADERA A K, PRATT M G, MISHRA P. Constructive deviance in organizations: integrating and moving forward[J]. Journal of Management, 2013, 39(5): 1221-1276.[20] LOCKE E A，LATHAM G P. Building a practically useful theory of goal setting and task motivation. a 35-year odyssey[J]. American Psychologist，2002，57(9):705-717.[21] MACDUFFIE J P. Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry[J]. ILR Review，1995，48(2): 197-221.[22] CHUANG C H，JACKSON S E，JIANG Y. Can knowledge-intensive teamwork be managed examining the roles of HRM systems，leadership，and tacit knowledge[J]. Journal of Management，2016，42(2): 524-554.[23] TAKEUCHI R，LEPAK D P，WANG H，et al. An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations[J]. Journal of Applied Psychology，2007，92(4): 1069-1683.[24] COLLINS C J，SMITH K G. Knowledge exchange and combination: the role of human resource practices in the performance of high-technology firms[J]. Academy of Management Journal，2006，49(3):544-560.[25] ASHFORTH B E, SAKS A M. Personal control in organizations: a longitudinal investigation with newcomers[J]. Human Relations, 2000, 53(3): 311-339.[26] BROCKNER J, SPREITZER G, MISHRA A, et al. Perceived control as an antidote to the negative effects of layoffs on survivors' organizational commitment and job performance[J]. Administrative Science Quarterly, 2004, 49(1): 76-100.[27] SPREITZER G M. Psychological empowerment in the workplace: dimensions, measurement, and validation[J]. Academy of Management Journal, 1995, 38(5): 1442-1465.[28] TSE H H M, TO M L, CHIU W C K. When and why does transformational leadership influence employee creativity the roles of personal control and creative personality[J]. Human Resource Management,2018,57(1):145-147.[29] PICCOLO R F, COLQUITT J A. Transformational leadership and job behaviors: the mediating role of core job characteristics[J]. Academy of Management Journal, 2006, 49(2): 327-340.[30] MANZ C C, SIMS JR H P. Leading workers to lead themselves: the external leadership of self-managing work teams[J]. Administrative Science Quarterly, 1987: 106-129.[31] HIRST G, VAN KNIPPENBERG D, ZHOU J. A cross-level perspective on employee creativity: goal orientation, team learning behavior, and individual creativity[J]. Academy of Management Journal, 2009, 52(2): 280-293.[32] JANSSEN O, VAN YPEREN N W. Employees' goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction[J]. Academy of Management Journal, 2004, 47(3): 368-384.[33] OHLY S, SONNENTAG S, PLUNTKE F. Routinization, work characteristics and their relationships with creative and proactive behaviors[J]. Journal of Organizational Behavior, 2006, 27(3): 257-279.[34] VAN YPEREN N W. Task interest and actual performance: the moderating effects of assigned and adopted purpose goals[J]. Journal of Personality and Social Psychology, 2003, 85(6): 1006-1015.[35] GRIFFIN M A, NEAL A, PARKER S K. A new model of work role performance: positive behavior in uncertain and interdependent contexts[J]. Academy of Management Journal, 2007, 50(2): 327-347.[36] ROUSSEAU D M, TIJORIWALA S A. Assessing psychological contracts: issues, alternatives and measures[J]. Journal of Organizational Behavior, 1998: 679-695.[37] BAL P M, KOOIJ D T A M, DE JONG S B. How do developmental and accommodative HRM enhance employee engagement and commitment the role of psychological contract and SOC strategies[J]. Journal of Management Studies, 2013, 50(4): 545-572.[38] AIKEN M, HAGE J. Organizational alienation: a comparative analysis[J]. American Sociological Review, 1966: 497-507.[39] KARIN ANDREASSI J, LAWTER L, BROCKERHOFF M, et al. Cultural impact of human resource practices on job satisfaction: a global study across 48 countries[J]. Cross Cultural Management, 2014, 21(1): 55-77.[40] JIANG K, LEPAK D P, HU J, et al. How does human resource management influence organizational outcomes a meta-analytic investigation of mediating mechanisms[J]. Academy of management Journal, 2012, 55(6): 1264-1294.[41] BACHRACH D G, WANG H, BENDOLY E, et al. Importance of organizational citizenship behaviour for overall performance evaluation: comparing the role of task interdependence in China and the USA[J]. Management and Organization Review, 2007, 3(2): 255-276.[42] GALPERIN B L. Exploring the nomological network of workplace deviance: developing and validating a measure of constructive deviance[J]. Journal of Applied Social Psychology, 2012, 42(12): 2988-3025.[43] ZHANG Z, ZYPHUR M J, PREACHER K J. Testing multilevel mediation using hierarchical linear models: problems and solutions[J]. Organizational Research Methods, 2009, 12(4): 695-719.[44] RODE J C, HUANG X, FLYNN B. A cross‐cultural examination of the relationships among human resource management practices and organisational commitment: an institutional collectivism perspective[J]. Human Resource Management Journal, 2016, 26(4): 471-489.
