|
|
|
| The Influence Mechanism of Idiosyncratic Deals on Employees' Continuous Innovation Behavior |
| Li Yun1,2,Zuo Xinxin1,Li Xiyuan3 |
| (1.School of Economics and Management, Hubei University of Technology, Wuhan 430068, China;2.Center of Hubei Circular Economy Development Research, Wuhan 430068, China;3.School of Economics and Management, Wuhan University, Wuhan 430072, China) |
|
|
|
|
Abstract Innovation is an inevitable choice for enterprises to cope with the continuous turmoil and changes in the environment, but short-term and temporary innovation and breakthroughs are not enough to achieve adaptation to the rapidly changing market environment. Dynamic and continuous innovation is the key for enterprises to maintain their competitive advantages. At present, most of the research on innovation behavior regards it as a separate process without the dynamic investigation into the sustainability of innovation behavior, ignoring that it is usually embedded in the continuous process, which weakens the explanation ability of the prospective motivation research on employees' continuous innovation behavior.#br#Some existing qualitative studies show that sustainable innovation needs sustainable talent management,and a high degree of personalization and flexibility can help employees adapt to the ever-changing environment. Idiosyncratic deals, as the main source of new work structure and human resources practice, may be an important predictor to promote employees' continuous innovation behavior.The unilateral roles of the shaping of continuous innovation ability and emotional changes have been discussed, and there is the need to analyze the joint stimulating effect of comprehensive consideration of motivation, emotion and organizational environment. #br#Therefore,this study regards idiosyncratic deals as the main forward-looking motivation of employees' continuous innovation behavior based on the theory of self-determination. It introduces the dual innovation passion as a mediator to better reveal the dynamic transmission and transformation mechanism of employees' intrinsic motivation, adds the error management climate variable at the organizational level as the moderator, and finally puts forward an integrated theoretical framework to treat the complex relationship between multi-level factors and employees' continuous innovation behavior more comprehensively and dialectically.#br#The study collects the employee data from 48 enterprises in Wuhan, Changsha and Tianjin, involving industries such as real estate, Internet and platform enterprises. In order to reduce the deviation of common methods, it adopts a multi-point follow-up survey and finally obtained 348 valid questionnaires. The variables involved in this study are measured by a mature scale with good reliability and validity, and the hypothesis is verified by the multi-level linear model. Through HLM, SPSS and Amos data analysis software, the aggregation analysis and confirmatory factor analysis are carried out, and the main effect, mediating effect and moderating effect are tested. The final results show that idiosyncratic deals can enhance employees' innovation passion, thus promoting more active continuous innovation behavior, and innovation passion plays a partial mediating role between idiosyncratic deals and continuous innovation behavior. Organizational error management climate positively moderates the promotion of idiosyncratic deals to innovation passion, and also positively moderates the indirect effect of idiosyncratic deals to enhance employees' continuous innovation behavior through innovation passion.#br#With a detailed analysis of the complex effect of continuous investment in innovation resources (idiosyncratic deals), employees' own emotional factors (innovation passion) and organizational structural characteristics (error management climate) on continuous innovation behavior, this study enriches and deepens the research in relevant fields, and has certain theoretical and practical significance. First of all, from the perspective of research, the persistence of innovation behavior is studied based on self-determination theory, which evolves innovation from a static form to a dynamic form and enriches the antecedents of employees' continuous innovation. Secondly, the dynamic research of intrinsic motivation and emotional transformation is introduced to open the "black box" of the mechanism of idiosyncratic deals affecting employees' continuous innovation behavior to a certain extent. Thirdly, in the exploration of boundary conditions, the error management atmosphere is introduced into the model, and the interaction between individual factors and organizational factors is investigated, which provides a more comprehensive explanation framework for the joint effect of multi-level factors on continuous innovation behavior.#br#Finally,some effective management countermeasures and suggestions on how to stimulate employees' continuous innovation behavior are proposed as follows: implementing successful idiosyncratic deals for leaders or core personnel with good innovation ability, making full use of resources and skills to mobilize employees' innovation passion, and promoting the construction of the organization's error management atmosphere as much as possible according to their own enterprise characteristics.#br#
|
|
Received: 25 July 2022
|
|
|
|
|
|
[1] GEELS F W.Socio-technical transitions to sustainability: a review of criticisms and elaborations of the multi-level perspective[J].Current Opinion in Environmental Sustainability,2019,39: 187-201.
[2] CHUNG G H,CHOI J N,DU J.Tired of innovations? learned helplessness and fatigue in the context of continuous streams of innovation implementation[J].Journal of Organizational Behavior,2017,38(7): 1130-1148.
[3] GHOBAKHLOO M,IRANMANESH M,GRYBAUSKAS A,et al.Industry 4.0,innovation,and sustainable development: a systematic review and a roadmap to sustainable innovation[J].Business Strategy and the Environment,2021,30(8): 4237-4257.
[4] MASSATTI R R,SWEENEY H A,PANZANO P C,et al.The de-adoption of innovative mental health practices (IMHP): why organizations choose not to sustain an IMHP[J].Administration and Policy in Mental Health and Mental Health Services Research,2008,35(1): 50-65.
[5] 吕潮林,彭灿,李瑞雪,等.动态环境下组织双元学习及其互补性对企业可持续发展绩效的影响:持续创新能力的中介作用[J].科技管理研究,2021,41(22):135-144.
[6] SUAREZ D.Persistence of innovation in unstable environments: continuity and change in the firm's innovative behavior[J].Research Policy,2014,43(4): 726-736.
[7] 张保仓.知识视角下虚拟组织持续创新能力形成机理[J].科技进步与对策,2020,37(16):28-37.
[8] BLEDOW R,ROSING K,FRESE M.A dynamic perspective on affect and creativity[J].Academy of Management Journal,2013,56(2): 432-450.
[9] AMUI L B L,JABBOUR C J C,DE SOUSA JABBOUR A B L,et al.Sustainability as a dynamic organizational capability: a systematic review and a future agenda toward a sustainable transition[J].Journal of Cleaner Production,2017,142:308-322.
[10] JIA,LIU H,CHIN T,et al.The continuous mediating effects of GHRM on employees' green passion via transformational leadership and green creativity[J].Sustainability,2018,10(9): 3237.
[11] 孙甫丽,蒋春燕.自我决定视角下创新氛围、和谐型激情与员工持续创新行为研究[J].科技进步与对策,2019,36(10):138-145.
[12] HE P X,WU T J,ZHAO H D,et al.How to motivate employees for sustained innovation behavior in job stressors? a cross-level analysis of organizational innovation climate[J].International Journal of Environmental Research and Public Health,2019,16(23): 4608.
[13] LAI L,ROUSSEAU D M,CHANG K T T.Idiosyncratic deals: coworkers as interested third parties[J].Journal of Applied Psychology,2009,94(2): 547-566.
[14] ROUSSEAU D M,HORNUNG S,KIM T G.Idiosyncratic deals: testing propositions on timing,content,and the employment relationship[J].Journal of Vocational Behavior,2009,74(3): 338-348.
[15] GUERRERO S,JEANBLANC H,VEILLEUX M.Development idiosyncratic deals and career success[J].Career Development International,2016,21(1):19-30.
[16] ROFCANIN Y,KIEFER T,STRAUSS K.What seals the I-deal? exploring the role of employees' behaviours and managers' emotions[J].Journal of Occupational and Organizational Psychology,2017,90(2): 203-224.
[17] GRASS A,BACKMANN J,HOEGL M.From empowerment dynamics to team adaptability: exploring and conceptualizing the continuous agile team innovation process[J].Journal of Product Innovation Management,2020,37(4): 324-351.
[18] DECI E L,RYAN R M.The" what" and" why" of goal pursuits:human needs and the self-determination of behavior[J].Psychological Inquiry,2000,11(4): 227-268.
[19] 周洁,张建卫,李海红,等.差错是创新之源吗——双元视角下组织差错管理氛围对国防研发人员创新能力的作用机制[J].预测,2020,39(6):1-9.
[20] 方阳春,贾丹,陈超颖.包容型人才开发模式对创新激情和行为的影响研究[J].科研管理,2017,38(9):142-149.
[21] ROUSSEAU D M.The idiosyncratic deal:flexibility versus fairness[J].Organizational Dynamics,2001,29(4):260-273.
[22] JOHNSON K,HAYS C,CENTER H,et al.Building capacity and sustainable prevention innovations: a sustainability planning model[J].Evaluation and Program Planning,2004,27(2): 135-149.
[23] STIRMAN S W,KIMBERLY J,COOK N,et al.The sustainability of new programs and innovations: a review of the empirical literature and recommendations for future research[J].Implementation Science,2012,7(1): 1-19.
[24] HO V T,KONG D T.Exploring the signaling function of idiosyncratic deals and their interaction[J].Organizational Behavior and Human Decision Processes,2015,131: 149-161.
[25] 马君,樊子立,闫嘉妮.个性化协议如何影响创造力——基于自我归类理论的被调节中介模型[J].商业经济与管理,2020,40(5):22-33.
[26] 樊子立,王林琳,马君.自我归类视角下个性化契约对创造力的影响——基于“自我提升”和“减少不确定性”两大动机研究[J].企业经济,2021,40(12):103-110.
[27] VALLERAND R J,BLANCHARD C,MAGEAU G A,et al.Les passions de l'ame: on obsessive and harmonious passion[J].Journal of Personality and Social Psychology,2003,85(4): 756-767.
[28] 许黎明,赵曙明,张敏.二元工作激情中介作用下的辱虐管理对员工建言行为影响研究[J].管理学报,2018,15(10):988-995.
[29] 马璐,郑云建,谢鹏,等.优势使用何以促进员工创新?和谐式激情与平台型领导的作用[J].科技进步与对策,2022,39(22):132-139.
[30] 黄庆,张梓暖,蒋春燕.有激情的员工更能创新吗——认知视角下的调节中介模型[J].科技进步与对策,2019,36(12):137-144.
[31] KLAUKIEN A,SHEPHERS D A,PATZELT H.Passion for work,nonwork-related excitement,and innovation managers' decision to exploit new product opportunities[J].Journal of Product Innovation Management,2013,30(3): 574-588.
[32] 李旭,张建宇,李炳荣.从创新失败中学习与成长:真实型领导对员工的激发机理研究[J].商业经济与管理,2021,41(8):29-39.
[33] 王林琳,龙立荣,张勇.新员工个别协议对同事职场排斥和自我完善的影响:妒忌与整体公正感的作用[J].管理评论,2021,33(8):234-244.
[34] LEMMON G,WESTRING A,MICHEL E J,et al.A cross-domain exploration of performance benefits and costs of idiosyncratic deals[J].Journal of Leadership & Organizational Studies,2016,23(4): 440-455.
[35] 罗萍,施俊琦,朱燕妮,等.个性化工作协议对员工主动性职业行为和创造力的影响[J].心理学报,2020,52(1):81-92.
[36] 李正东.数字化转型中领导共情对员工创新绩效的影响研究——一个有调节的双中介模型[J].财经论丛,2022,38(2):89-100.
[37] CORAZZA G E.Potential originality and effectiveness: the dynamic definition of creativity[J].Creativity Research Journal,2016,28(3): 258-267.
[38] ROUSSEAU D M.I‐deals: idiosyncratic deals employees bargain for themselves[J].Personnel Psychology,2006,59(3):759-761.
[39] HORNUNG S,ROUSSEAU D M.GLASER J.Creating flexible work arrangements through idiosyncratic deals[J].Journal of Applied Psychology,2008,93(3):655-664.
[40] 商燕劼,庞庆华,李晓峰.创新激情、知识分享意愿对员工创造力的影响——心理安全感的调节作用[J].技术经济,2019,38(3):8-16,121.
[41] DYCK C,FRESE M,BAER M,et al.Organizational error management culture and its impact on performance: a two-study replication[J].Journal of Applied Psychology,2005,90(6): 1228-1240.
[42] 王建军,曹宁,叶明海.多维知识搜寻、知识重构与企业持续创新——IT治理的调节作用[J].软科学,2020,34(9):85-89.
[43] ZHOU J,GEORGE J M.When job dissatisfaction leads to creativity: encouraging the expression of voice[J].Academy of Management Journal,2001,44(4): 682-696.
[44] HORNUNG S,ROUSSEAU D M,GLASER J,et al.Beyond top-down and bottom-up work redesign: customizing job content through idiosyncratic deals[J].Journal of Organizational Behavior,2010,31(2-3): 187-215.
[45] 何奎.包容型领导对员工创新性前摄行为的影响机理:一个被调节的双中介模型[J].科技进步与对策,2021,38(21):126-132.
[46] 郭晟豪.自我牺牲型领导如何带来建言?关系认同的中介与差错管理文化的调节[J].预测,2020,39(5):61-67.
|
|
|
|
