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| The Serial Mechanism of Team Voice Quantity on Team Innovation Performance: The Moderating Effect of Team Voice Centralization |
| Ma Guimei1,Mao Menghuan1,Zhang Xu2,Ma Bing1 |
| (1.School of Management, Xi′an Polytechnic University, Xi′an 710048, China;2.School of Management, Xi′an Jiaotong University, Xi′an 710049, China) |
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Abstract With the increasing importance of team innovation performance for organizations to maintain competitive advantages, how to improve team innovation performance has gradually become a common concern in theory and practice. As an interactive behavior among team members, team voice plays an important role in team innovation performance. Team voice is different from individual voice, for it is more complex in the action mechanism. As the average level of voice within the team, team voice indicates the degree to which team members make constructive suggestions, new ideas, discuss problems or potential problems. Although previous research has explored how and under what circumstances team voice affects team innovation performance, there are two limitations. The existing research mainly focuses on the cognitive process, and ignores the role of team voice behavior as an interpersonal affective interaction in the generation process of team innovation performance. Besides, the existing conclusions about the role of team voice in team effectiveness research are inconsistent. A key reason for this inconsistency may be that the existing research pays more attention to the level of team voice, ignores the different distribution of voice in the team, and rarely discusses the mechanism and boundary conditions of team voice quantity. Therefore, this study focuses on the mechanism between team voice quantity and team innovation performance.
According to the I-P-O model, this study attempts to build a chain mechanism model of team voice quantity on team innovation performance based on the affective path with team affective commitment and team work passion as the mediators, and team voice centralization as the moderator. Using the hierarchical regression and Bootstrap method, the study empirically analyzes 304 paired samples from 54 scientific research teams in two stages. The results show that (1) team voice quantity positively affects team affective commitment; team affective commitment positively affects team work passion; and team work passion positively affects team innovation performance; (2) team affective commitment plays a mediating role between team voice quantity and team work passion; team work passion plays a mediating role between team affective commitment and team innovation performance; and team voice quantity positively affects team innovation performance through team affective commitment and team work passion; (3) team voice centralization plays a moderating role between team voice quantity and team affective commitment.
This study makes contributions in both theory and practice. In theory, according to the I-P-O model, the mechanism of team voice quantity on team innovation performance is constructed and verified, which enriches the research on the relationship between team voice quantity and team innovation performance; the chain mediating mechanism of team voice quantity on team innovation performance is revealed based on the affective path, which fills the research gap of the affective effect process of team voice quantity on team innovation performance; this study constructs and tests the moderating effect of team voice centralization on the mechanism of team voice quantity, the boundary conditions of the effect of team voice quantity on team affective commitment are clarified, which is helpful for a deeper understanding of the role of other attributes of team voice. Thus, this study suggests that managers should fully recognize the value of team voice for the promotion of team emotion and team innovation performance, and encourage team members to actively make suggestions; moreover, managers should fully realize the boundary conditions for team voice to play an active role, and take appropriate measures to avoid the centralization of team voice on individuals or a few members and optimize the distribution of team voice.
In conclusion, this study reveals the mechanism of team voice quantity on team innovation performance based on the affective path. On the one hand, it improves the key path of team innovation performance, and clarifies how and when team voice plays a role with consideration of the moderating role of team voice centralization ; on the other hand, the research conclusions provide a reference for managers to play an active role of team voice to improve team innovation performance in practice.
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Received: 08 October 2022
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