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动态能力、创新氛围、知识分享对创新行为的跨层次效应研究

发布时间:2018-08-21 09:13  文章来源:笔耕文化传播
【摘要】:为推动我国经济结构调整、打造经济发展新引擎,如何驱动企业创新、激发员工创新行为、提升创新效率成为学界和商界的关注点。面对纷繁复杂的影响因素,创新在很多时候还是概念模型。企业关注的往往是创新绩效,但是创新绩效是研发人员创新行为的产出,由于个体特质、团队创新氛围、组织动态能力的差异性,研发个体之间或者同一研发人员在不同项目团队、不同组织中表现出的创新欲望和行为不同,因此,关注员工创新行为的触发因子是企业依据创新绩效进行创新投入的关键前提。本研究构建个体、团队和组织的跨层次模型,探究如何触发研发人员的创新行为,为我国走创新驱动发展道路提供参考模型。基于本文的研究目的和背景,梳理了国内外相关领域的研究,探究了组织动态能力、团队创新氛围、员工知识分享以及员工创新行为的影响因素,根据前人的研究成果,将组织动态能力划分为机会感知、机会抓取和资源重构三个维度;将团队创新氛围划分为参与安全、创新支持和任务导向三个维度;将知识分享划分为分享意愿和分享行为两个维度;将员工创新行为划分为构想产生、构想推广和构想实现三个阶段。在文献述评和社会交换、多层次等理论基础上,构建了三层线性理论模型,提出了研究假设。通过选取高新技术企业的研发人员为研究对象,采用问卷调研和HLM软件实证分析检验了理论模型和研究假设。核心内容和研究结果如下:(1)不考虑其他层次影响的情况下,采用多层线性模型(Hierarchical Linear Model,HLM)在单一层面对员工创新行为的影响因子做优势效应分析,探寻各层次对员工创新行为起主导作用的维度。结果显示:对于个体层,知识分享行为对员工创新行为有显著正向影响,分享意愿对员工创新行为影响不显著;对于团队层,参与安全和创新支持对员工创新行为有显著正向影响,任务导向对员工创新行为有显著负向影响,其中创新支持维度占主导地位;对于组织层来说,机会感知对员工创新行为具有显著负向影响,机会抓取对于员工创新行为具有显著正向影响,资源重构对员工创新行为影响不显著,其中机会抓取维度占主导地位。(2)考虑两层存在交互影响的情况下,探寻两个层次的交互作用对员工创新行为的影响。采用HLM进行跨层次交互效应分析,结果显示:1)在团队层对个体层的交互作用下,分享意愿对员工创新行为的影响由不显著变为显著负向影响,参与安全、创新支持和任务导向对分享意愿的交互效应分别为竞争-互补式、竞争-替代式以及协同-替代式;参与安全、创新支持对分享行为的交互效应均为协同-替代式,任务导向对分享意愿的交互效应为竞争-替代式。2)在组织层对个体层的交互作用下,资源重构对员工创新行为的影响由不显著变为显著正向影响,分享意愿对员工创新行为的影响由不显著变为显著负向影响,机会感知、机会抓取和资源重构对分享意愿的交互效应分别为协同-互补式、竞争-替代式以及竞争-互补式;机会感知对分享行为的交互效应不显著,机会抓取和资源重构对分享意愿的交互效应分别为协同-替代式、协同-互补式。3)在组织层对团队层的交互作用下,资源重构维度依旧不显著,机会感知和机会抓取对参与安全的交互效应分别为竞争-互补式、协同-替代式;机会感知对创新支持的交互效应不显著,机会抓取对创新支持的交互效应为协同-替代式;机会感知和机会抓取对任务导向的交互效应分别为协同-互补式、竞争-替代式。(3)考虑三层共同作用下,整个嵌套模型中三层次直接作用于员工创新行为的总效应。采用HLM进行跨层次效应分析,结果显示:组织层面,机会感知对员工创新行为有非常显著的负向影响,机会抓取有非常显著的正向影响,资源重构对员工创新行为的影响不显著;团队层面,参与安全和创新支持对员工创新行为有显著正向影响,任务导向有显著负向影响;个体层面,分享意愿对员工创新行为的影响不显著,分享行为有显著正向影响。总体来说,沿着“动机—行为—结果”的逻辑思路,基于“个体—团队—组织”的嵌套关系,分别从单层、两层和三层的视角,采用HLM模型对高新技术企业研发人员创新行为效应进行了实证分析。构建的理论模型在一定程度上打开了触发员工创新行为的黑箱,实证结果为企业驱动创新提供了政策建议和决策参考。
[Abstract]:In order to promote China's economic restructuring and create a new engine for economic development, how to drive enterprise innovation, stimulate employee innovation behavior, and enhance innovation efficiency has become the focus of academic and business circles. The output of innovative behavior is different among R&D individuals or the same R&D personnel in different project teams and different organizations because of the differences of individual characteristics, team innovative atmosphere and organizational dynamic ability. Therefore, the trigger factor of concern about employee innovative behavior is that enterprises carry out innovative performance. This study constructs a cross-level model of individual, team and organization, explores how to trigger R&D personnel's innovation behavior, and provides a reference model for China's innovation-driven development. According to previous research results, organizational dynamic capability is divided into three dimensions: opportunity perception, opportunity capture and resource reconstruction; team innovation climate is divided into three dimensions: participation security, innovation support and task orientation; knowledge sharing is divided into sharing intention. This paper divides employees'innovative behavior into three stages: conception generation, conception promotion and conception realization. On the basis of literature review and social exchange, multi-level theory, a three-layer linear theoretical model is constructed and research hypothesis is put forward. Research and empirical analysis of HLM software test the theoretical model and research hypothesis. The core content and research results are as follows: (1) Without considering the impact of other levels, the use of Hierarchical Linear Model (HLM) in a single level of the impact of factors on employee innovation behavior to do advantage effect analysis, to explore the various levels of employee creation. The results show that: for individual level, knowledge sharing behavior has a significant positive impact on employee innovation behavior, while sharing intention has no significant impact on employee innovation behavior; for team level, participation safety and innovation support have a significant positive impact on employee innovation behavior, and task orientation has a significant impact on employee innovation behavior. For the organizational level, opportunity perception has a significant negative impact on employee innovation behavior, opportunity seizure has a significant positive impact on employee innovation behavior, and resource reconstruction has no significant impact on employee innovation behavior, in which opportunity seizure is the dominant dimension. The results show that: (1) Under the interaction of team level and individual level, the influence of willingness to share on employee innovation behavior changes from insignificant to significant negative, participation safety, innovation. The interaction effects of support and task orientation on shared intention are competition-complementary, competition-substitution and synergy-substitution respectively; the interaction effects of participation security and innovation support on shared behavior are synergistic-substitution, and the interaction effects of task orientation on shared intention are competition-substitution. The impact of resource reconfiguration on employee's innovative behavior changes from insignificant to significant positive. The impact of sharing intention on employee's innovative behavior changes from insignificant to significant negative. The interaction effects of opportunity perception, opportunity capture and resource reconfiguration on employee's innovative behavior are synergistic-complementary, competitive-substitutive and competitive-complementary respectively. Opportunity perception has no significant interaction effect on sharing behavior. The interaction effects of opportunity grasping and resource reconfiguration on sharing intention are synergistic-substitutive and synergistic-complementary respectively. 3) Under the interaction of organizational layer and team layer, the dimension of resource reconfiguration is still not significant, and the interaction effects of opportunity perception and resource reconfiguration on participation security are respectively. Competition-complementarity, collaboration-substitution; opportunity perception has no significant interaction effect on innovation support; opportunity grasp has cooperative-substitution interaction effect on innovation support; opportunity perception and opportunity grasp have cooperative-complementary interaction effect on task-oriented, and competition-substitution interaction effect on task-oriented, respectively. (3) Considering the three-tier interaction, the nested model is complete. The results show that: at the organizational level, opportunity perception has a very significant negative impact on employee innovation behavior, opportunity seizure has a very significant positive impact, and resource restructuring has no significant impact on employee innovation behavior; Safety and innovation support have a significant positive impact on employees'innovation behavior, while task orientation has a significant negative impact; at the individual level, sharing intention has no significant impact on employees' innovation behavior, and sharing behavior has a significant positive impact. In this paper, we use HLM model to analyze the effect of R&D personnel's innovation behavior in high-tech enterprises from the perspectives of single-layer, two-layer and three-layer respectively.
【学位授予单位】:电子科技大学
【学位级别】:博士
【学位授予年份】:2016
【分类号】:F272.92;F273.1

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相关期刊论文 前9条

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