差异化组织变革情境下如何让员工更有创造力——基于创造力交互理论的组态分析

从创造力交互理论出发，以中国企业研发岗位员工为研究样本，运用fsQCA方法对企业中激发员工创造力的个体、领导、组织等多层面影响因素进行组态分析。探讨不同组织变革情境下组织多层面因素在员工高创造力产生过程中的差异机制，发现两种组织变革情境下3种激发员工创造力的路径模式，即激进性变革情境下的激情驱动模式和领导驱动模式，以及渐进性变革情境下的类亲情驱动模式。组织管理者可以根据不同的变革情境选择合适的管理方法，激发创新以推进变革进程。

How to Enhance Employee Creativity in the Context of Organizational Change:A Configuration Analysis Based on the Theory of Creativity Interaction

In the rapidly changing market environment, "organizational change" has become the necessity of survival and development for companies. There are two types of change in organizations：radical organizational change which is an intense adjustment and leap for organizational management; another is incremental organizational change which is a step-by-step approach to change over a longer period of time, resulting in a gradual and gentle revision and improvement of the organization. Both radical and incremental change involve changes in employees' existing working patterns and potentially cause greater demands on their creativity. How can employees' creativity be stimulated to make the change happen? What factors play more important roles in stimulating employee creativity in different types of organizational change? The answers to these questions are of great relevance to the search for ways to effectively stimulate employee creativity. However, existing research lacks an analysis of the interactive mechanism of multi-dimensional factors on employee creativity in organizational change situations, and does not distinguish different organizational change situations. There are differences in the impact of radical and incremental organizational change on the companies and the psychological perception of employees, and therefore there may be different paths for the stimulation of employee creativity between these two types of change. Woodman's interaction theory of creativity suggests that individual creativity is influenced not only by individual factors, but also by the group and organizational context.#br#According to the interaction theory of creativity, this paper explores the different configurations that stimulate high employee creativity in organizational change situations by incorporating organizational, leadership and individual multi-level factors from an integrative perspective. Specifically, it incorporates organizational change contexts, transformational leadership, Chinese family-like employee-organization relationship, and individual harmonious passion into the integrated research model. The analysis is carried out using the method of fuzzy-set qualitative comparative analysis(fsQCA) to integrate factors at the organizational, leadership and individual levels to find the configurations that stimulate high levels of employee creativity in different organizational change contexts.#br#Employees in R&D positions within companies that are experiencing or have just experienced organizational change are taken as the target sample for this study. The supervisor-employee matching questionnaires are distributed in mainland China, and supervisors evaluate the creativity of subordinate employees and employees evaluate their own perceived frequency of organizational change and magnitude of change, the transformational leadership style of their supervisors, and the family-like employee-organization relationship. In the end, 65 valid questionnaires from 12 R&D teams in 8 companies are collected. Then the fsQCA method is used to carry out configuration analysis and explore the collective effect of different influence factors on employee creativity. It is found that there are three ways can stimulate employee creativity in three kinds of organizational change situations.(1)“Passion-driven model” in the context of radical organizational change. The positive state of psychological arousal brought about by the individual's harmonious passion for work is more prominent in dissipating the high level of environmental uncertainty and psychological insecurity associated with radical change, and plays a key role in the rapid adaptation and positive response of employees to intense change. Harmonious passion is therefore also more effective in stimulating employee creativity in the context of radical organizational change. (2)“Leadership-driven model” in the context of radical organizational change. Transformational leaders are strong at presenting a clear vision of change and expressing high expectations of their subordinates' abilities to evoke their awareness for change, while strongly guiding their subordinates to respond adaptively and creatively for change. Therefore, in the process of radical organizational change, transformational leadership plays an active role in influence employee creativity. (3) “Family-like relationship driven model” in the context of incremental organizational change. Family-like employee-organization relationship is a central force in promoting employee creativity in the context of incremental change. This Chinese style of high-quality employee-organization relationship is the integrated relationship in which both employees and their organizations are oriented towards meeting each other's needs. It makes employees more receptive to less intense changes in organizational work situations and willing to actively contribute to meeting the expectations of change. The different paths identified in this paper are useful for organizational managers to select appropriate management approaches, stimulate employee creativity and promote the process of change according to different changes.#br#