| 创新期望差距与团队突破性创新：自我调节理论视角 |
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| 引用本文： | 刘智强,许玉平,许建伟,周蓉,龙立荣. 创新期望差距与团队突破性创新：自我调节理论视角[J]. 心理学报, 2023, 55(2): 272-285. DOI: 10.3724/SP.J.1041.2023.00272 |
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| 作者姓名： | 刘智强 许玉平 许建伟 周蓉 龙立荣 |
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| 作者单位： | 1.华中科技大学管理学院, 武汉430074;2.福建工程学院互联网经贸学院, 福州 350014;3.南昌大学经济管理学院, 南昌 330031 |
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| 基金项目： | 国家自然科学基金重点项目(71832004);国家自然科学基金重点项目(72132001);教育部哲学社会科学研究重大课题攻关项目(21JZD056) |
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| 摘 要： | 本研究以自我调节理论为基础, 探讨团队领导的创新期望差距推进团队突破性创新的过程。根据实验结果以及一项多时点、多来源的问卷调查发现: 创新期望差距对领导创新投入产生U型影响; 领导创新投入中介创新期望差距与团队突破性创新之间的U型关系; 知觉资质过剩和组织晋升标准共同调节创新期望差距通过领导创新投入对团队突破性创新的影响, 具体地, 当领导知觉资质过剩高且组织实行相对晋升标准时, 创新期望差距通过领导创新投入对团队突破性创新施加更强影响。
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| 关 键 词： | 创新期望差距 团队突破性创新 领导创新投入 知觉资质过剩 组织晋升标准 |
| 收稿时间： | 2021-10-20 |
Innovation expectation discrepancy and team radical innovation: A self-regulatory perspective |
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| LIU ZhiQiang,XU YuPing,XU JianWei,ZHOU Rong,LONG LiRong. Innovation expectation discrepancy and team radical innovation: A self-regulatory perspective[J]. Acta Psychologica Sinica, 2023, 55(2): 272-285. DOI: 10.3724/SP.J.1041.2023.00272 |
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| Authors: | LIU ZhiQiang XU YuPing XU JianWei ZHOU Rong LONG LiRong |
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| Affiliation: | 1.School of Management, Huazhong University of Science and Technology, Wuhan 430074, China;2.School of Internet Economics and Business, Fujian University of Technology, Fuzhou 350014, China;3.School of Economics & Management, Nanchang University, Nanchang 330031, China |
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| Abstract: | In today’s competitive marketplace, organizations considerably rely on radical innovation in a team to gain and maintain competitive advantages. Although scholars have studied the mechanism by which such innovation forms from different perspectives, few studies have focused on the potential impact of innovation expectation discrepancy and the self-regulation processes of team leaders. Drawing on self-regulation theory, the current research investigated creative process engagement among leaders as a vital mechanism through which innovation expectation discrepancy affects team radical innovation. We also examined the co-moderating effect of the perceived overqualification of leaders and criteria for organizational promotion on the relationship between innovation expectation discrepancy and team radical innovation. This examination was intended to ascertain at which point such discrepancy drives the strongest radical innovation in a team.To test our hypothesized model, we carried out an experiment (Study 1) and a field survey (Study 2). In Study 1, participants were randomly allocated to one of 68 teams, which were randomly assigned to one of three conditions (performance above expectations, below expectations, no discrepancy). Innovation expectation discrepancy was manipulated via expert evaluations of the outcomes of a creative task executed by different teams. In Study 2, our sample comprised 76 R&D teams from various organizations. At point 1, team leaders filled out scales about innovation expectation discrepancy, creative process engagement, perceived overqualification, and other control variables. One month later, at point 2, team superior leaders rated the radical innovation of these teams. At the same time, team leaders and team members assessed organizational promotion criteria. The results indicated that innovation expectation discrepancy has a U-shaped impact on a team leader’s creative process engagement. Such engagement mediates the U-shaped relationship between innovation expectation discrepancy and team radical innovation. Perceived overqualification and organizational promotion criteria jointly moderate the U-shaped effect of innovation expectation discrepancy on team radical innovation via creative process engagement. Compared with the situation of high perceived overqualification and absolute promotion criteria and the situation of low perceived overqualification and relative promotion criteria, the indirect effect of innovation expectation discrepancy on team radical innovation through creative process engagement is stronger when perceived overqualification is high and the organization implements relative promotion criteria. Beyond our expectations, there is no significant difference in the impact of innovation expectation discrepancy on team radical innovation in the case of high perceived overqualification and relative promotion criteria and in the case of low perceived overqualification and absolute promotion criteria. Our study contributes to the literature in several distinct ways. First, it derived novel insights into the cultivation of radical innovation in a team by focusing on the effects of innovation expectation discrepancy from the perspective of a team leader. Second, this study enriched extant knowledge about how team leaders promote radical innovation through self-regulation. Specifically, it identified the creative process engagement of a leader as an important mechanism by which innovation expectation discrepancy affects team radical innovation. Third, this research found that when organizations implement relative promotion criteria and a team leader’s perceived overqualification is high, the impact of innovation expectation discrepancy on team radical innovation via creative process engagement can be strengthened, which helps companies determine how to achieve radical innovation in teams. |
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| Keywords: | innovation expectation discrepancy team radical innovation creative process engagement perceived overqualification organizational promotion criteria |
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