How does Employee Strengths Use Influence Innovation Behavior：the Chain Mediating Effect of Organizational Self-Esteem and Positive Emotions

Wang Haixia; Wang Nana

doi:10.6049/kjjbydc.2021050147

Science & Technology Progress and Policy >

2021 , Vol. 38 >Issue 17: 125 - 133

DOI: https://doi.org/10.6049/kjjbydc.2021050147

Sci-tech Talent Cultivation

How does Employee Strengths Use Influence Innovation Behavior：the Chain Mediating Effect of Organizational Self-Esteem and Positive Emotions

Wang Haixia ,
Wang Nana

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(School of Economics and Management, Shihezi University, Shihezi 832000, China)

Received date: 2021-04-21

Revised date: 2021-06-25

Online published: 2021-09-10

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Abstract

Based on self-consistency theory and affective event theory, a chain mediation model of employee strengths use influencing employee innovation behavior through organizational self-esteem and positive emotion was constructed based on the cognitive-affective system theory as the logical line of influence path, and the moderated role of error aversion culture was explored. A questionnaire was used to collect data at two time points, and a total of 302 valid data were obtained through matching. The results of data analysis showed that employee strengths use positively influenced innovation behavior; organizational self-esteem and positive emotion partially mediated between employee strengths use and innovation behavior, respectively, and also jointly mediated in the chain; error aversion culture negatively moderated between employee strengths use and innovation behavior, organizational self-esteem and innovation behavior, and positive emotion and innovation behavior.

Key words： Employee Strengths Use; Innovation Behavior; Organizational Self-esteem; Positive Emotions; Error Aversion Culture

Cite this article

Wang Haixia , Wang Nana . How does Employee Strengths Use Influence Innovation Behavior：the Chain Mediating Effect of Organizational Self-Esteem and Positive Emotions[J]. Science & Technology Progress and Policy, 2021 , 38(17) : 125 -133 . DOI: 10.6049/kjjbydc.2021050147

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