|
|
|
| The Double-edge Sword Effects of the Experience of LMX Ambivalence on Employees′ Deviant Innovation Behavior |
| Huang Dujuan,Xu Guangyong,Wei Wei |
| (School of Business Administration, Anhui University of Finance & Economics, Bengbu 233030, China) |
|
|
|
|
Abstract Deviant Innovation helps enterprises create unconventional innovation achievements,and it has become an important way to break through the bottleneck of innovation. With the increasing heat of deviant innovation, a series of research results explaining deviant innovative behavior from individual factors and situational factors are emerging. However, the employees′ perception of situational factors, the resulting emotional state and psychological activity are neglected. In response to the call of scholars for adopting an integrated framework to better predict employees′ innovative behavior, this study takes organizational conflict as the root of deviant innovation. By connecting the logical connection among leader-member exchange(LMX) ambivalence, stress assessment and deviant innovation behavior, a moderated double mediating effect model is constructed to reveal the "black box" mechanism of contradictory experience influencing deviant innovative behavior. It not only increases the research results in the field of contradictory experience and deviant innovation, but also benefits the development of localization research.#br#This paper analyzes the mediating effect of challenge appraisal and threat appraisal between LMX ambivalence and employee deviant innovation based on the cognitive appraisal theory. In addition, employees′ cognitive appraisals vary over the information employees receive from their work situations. According to social information processing theory, the moderating role of supervisor developmental feedback on the mediation effect is examined.This study collects data by questionnaires.The samples are mainly from Beijing, Shanghai, Guangzhou and Shenzhen. By the method of hierarchical regression and Bootstrap,503 valid samples collected in two periods are analyzed by SPSS22. 0 and AMOS23.0 software．Firstly, the descriptive statistical analysis, reliability and validity test, confirmatory factor analysis and correlation analysis are carried out to confirm that the samples are suitable for regression analysis. Then, the main effect, mediating effect and moderating effect of this study are tested by hierarchical regression. Finally, the Bootstrap method is used to test the chain mediation effect. The results show that (1) LMX ambivalence has a significant positive impact on employees′ deviant innovation;(2) cognitive appraisal plays a mediating role in the relationship between LMX ambivalence and employees′ deviant innovation,that is,LMX ambivalence may not only stimulate employees to conduct challenge appraisal and promote their deviant innovation,but also induce employees to conduct threat appraisal and inhibit their deviant innovation;(3) furthermore,supervisor developmental feedback significantly moderates the relationship between LMX ambivalence and employees′ deviant innovation. Specifically,when the high-level supervisor developmental feedback is obtained,the positive indirect effect of the LMX ambivalence on employees′ deviant innovation via challenge appraisal is stronger,and the negative indirect effect of the LMX ambivalence on employees′ deviant innovation via threat appraisal is weaker.#br#The innovation of this study is mainly reflected in the following three aspects. Firstly, by analyzing the triggering mechanism of bootleg innovation combined with the dynamic interaction of environmental stimulus, emotion and cognition, the study provides a new perspective for the research on deviant innovation. Secondly, previous research focusing on a single perspective(positive or negative) is difficult to draw a comprehensive picture of the complex role of ambivalence in the innovation field. This study fully considers the positive and negative effect of LMX ambivalence, and proposes a contradictive dual paths model to shed light on the effect of between LMX ambivalence on employee deviant innovation. Thirdly,this study is a strong echo for the call for empirical research on ambivalence by analyzing the supervisor developmental feedback in high contextual culture. In summary, this study reveals that the LMX ambivalence has a "double-edged sword" effect on employees' deviant innovation and the different mechanism through cognitive appraisal, and expands the theoretical research on LMX ambivalence and deviant innovation. It provides new ideas for managers to scientifically recognize the LMX ambivalence and break through the dilemma of innovation.#br#Future research can draw on longitudinal data to further verify the influence mechanism. Besides the deviant innovation behavior is a sensitive topic, and the self-report measurement method is used to collect data, so the data error may be caused by the subjects' supervisor reports and recalls. More accurate research can be made in combination with experimental methods in the future.#br#
|
|
Received: 15 April 2022
|
|
|
|
|
|
[1] MAINEMELIS C.Stealing fire:creative deviance in the evolution of new ideas[J].Academy of Management Review,2010,35(4):558-578.
[2] 杨剑钊,李晓娣.前摄型人格对越轨创新绩效作用路径研究—创新催化的中介作用及变革型领导行为的调节作用[J].预测,2019,38(4):17-23.
[3] 吴士健,杜梦贞,张洁.真实型领导对员工越轨创新行为的影响——组织自尊与建设性责任认知的链式中介作用及差错反感文化的调节作用[J].科技进步与对策,2020,37(13):141-150.
[4] 李树文,姚柱,张显春.员工越轨创新实现路径与边界:游戏动态性的触发作用[J].科技进步与对策,2019,36(23):147-152.
[5] 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.
[6] LEE A,THOMS G,MARTIN R,et al.Leader-member exchange(LMX) ambivalence and task performance:the cross-domain buffering role of social support [J].Journal of Management,2019,45(5):1927-1957.
[7] ROTHMAN N B,MELWANI S.Feeling mixed,ambivalent,and in flux:the social functions of emotional complexity for leaders [J].Academy of Management Review,2017,42(2):259-282.
[8] HARREVELD F V,NOHLEN H U SCHNEIDER I K.The ABC of ambivalence:affective,behavioral and cognitive consequences of attitudinal conflict[J].Advances in Experimental social Psychology,2015,52(5):285-324.
[9] HUCKFELDT R,MENDEZ J M,OSBORN T.Disagreement,ambivalence,and engagement:the political consequences of heterogeneous networks[J].Political Psychology,2004,25(1):65-95.
[10] MULLIGAN M.On ambivalence and hope in the restless search for community:how to work with the idea of community in the global age[J].Sociology,2014,9(49):340-355.
[11] PIDERIT S K.Rethinking resistance and recognizing ambivalence:a multidimensional view of attitudes toward an organizational change [J].Academy of Management Review,2000,25(4):783-794.
[12] 刘燕君,徐世勇,张慧,等.爱恨交织上下级关系矛盾体验对员工主动性行为的影响[J].外国经济与管理,2021,43(5):123-136.
[13] 史烽,王兆庆,袁胜军.上下级交换关系矛盾体验与知识隐藏:基于矛盾放大理论[J].中国人力资源开发,2020,38(11):94- 105.
[14] FONG CT.The effect of emotional ambivalence on creativity [J].Academy of Management Journal,2006,49(5):1016-1030.
[15] 黄玮,项国鹏,杜运周,等.越轨创新与个体创新绩效的关系研究”——地位和创造力的联合调节作用[J].南开管理评论,2017,20(1):143-154.
[16] LAZARUS R S,FLOKMANN S.Stress,appraisal and coping [M].London:Springer Publishing Company,1984.
[17] ASHFORTH B E,ROGERS K M,PRATT M G,et al.Ambivalence in organizations:a multilevel approach [J].Organization Science,2014,25(5):1453-1478.
[18] PRATT M G.The good,the bad,and the ambivalent:managing identification among Amway distributors[J].Administrative Science Quarterly,2000,45(3):456-493.
[19] FINCHAM FD,LINFIELD K J.A new look at marital quality:can spouses feel positive and negative about their marriage[J].Journal of Family Psychology,1997,30(11):489-502.
[20] 黄杜鹃,叶江峰,张古鹏.与上司关系融洽有利于中层管理者抑制性建言吗 ——一个有调节的中介模型[J].科研管理,2019,40(11):276-284.
[21] FINGERMAN K L,PITZER L,LEFKOWITZ E S,et al.Ambivalent relationship qualities between adults and their parents:implications for the well-being of both parties[J].The Journals of Gerontology,2008,63(6):362-371.
[22] CRISCUOLO P,SALTER A,TERWAL ALJ.Going underground:bootlegging and individual innovative performance[J].Organization Science,2014,25(5):1287-1305.
[23] AMABILET M,BARSADES G,MUELLER J S,et al.Affect and creativity at work[J].Administrative Science Quarterly,2005,50(5):367-403.
[24] LARSEN JT,MCGRAW AP,MEKKERS BA,et al.The agony of victory and thrill of defeat:mixed emotional reactions to disappointing wins and relieving losses[J].Psychological Science,2004,15(5):325-330.
[25] LEUNG A K,MADDUX W W,GALINSKY A D,et al.Multicultural experience enhances creativity:the when and how [J].American Psychologist,2008,63(3):169-181.
[26] BAAS M,DE DREU C K W,NIJSTAD B A.A meta-analysis of 25 years of mood-creativity research:hedonic tone,activation,or regulatory focus[J].Psychological Bulletin,2008,134(6):779-806.
[27] METHOT JR,MELWANI S,ROTHMAN NB.The space between us:a social-functional emotions view of ambivalent and indifferent workplace relationships[J].Journal of Management,2017,43(6):1789-1819.
[28] WEBSTER J R,BEEHR T A,LOVE K.Extending the challenge-hindrance model of occupational stress:the role of appraisal[J].Journal of Vocational Behavior,2011,79(2):505-516.
[29] ZHOU J.When the presence of creative coworkers is related to creativity:role of supervisor close monitoring,developmental feedback,and creative personality[J].Journal of Applied Psychology,2003,88(3):413-422.
[30] 刘美玉,胡叶琳,黄速建.上级发展性反馈能否削弱阻碍性压力源对员工创造力的影响[J].经济与管理研究,2021,42(4):119-132.
[31] DAI YD,ZHANG WL,HUAN TC.Engage or quit:the moderating role of abusive supervision between resilience,intention to leave and work engagement[J].Tourism Management,2019,70(2) :69-77.
[32] GUO Y,LIAO J,LIAO S.The mediating role of intrinsic motivation on the relationship between developmental feedback and employee job performance[J].Social Behavior & Personality:An International Journal,2014,42(5):731-741.
[33] FELSMAN P,GUNAWARDENA S,SEIFER CM.Improve experience promotes divergent thinking,uncertainty tolerance,and affective well-being [J].Thinking Skills and Creativity,2020,35,(3):106-122.
[34] MIYAMOTO Y,UCHIDA Y,ELLSWORTH PC.Culture and mixed emotions:co-occurrence of positive and negative emotions in Japan and the United States[J].Emotion,2010,10(3):404-415.
[35] DRACH-ZAHAVY A,EREZ M..Challenge versus threat effects on the goal-performance relationship[J].Organizational Behavior &Human Decision Processes,2002,88(2):667-682.
[36] GUARANA C L,HERNAND M.Identi?ed ambivalence:when cognitive con?icts can help individuals overcome cognitive traps[J].Journal of Applied Psychology,2016,101(7):1013-1029.
[37] PENG K,NISBETT R E.Culture,dialectics,and reasoning about contradiction[J].American Psychologist,1999,54(9):741-754.
[38] ZHOUJ.Feedback valence,feedback style,task autonomy,and achievement orientation:interactive effects on creative performance[J].Journal of Applied Psychology,1998,83(2):261-298.
|
|
|
|
