资质过剩员工主动性—被动性创新行为双路径研究

激发资质过剩员工的创新行为能够帮助企业与资质过剩员工实现双赢。但是，如何激发资质过剩员工的主动性—被动性创新行为仍有待探讨。基于自我验证理论和社会交换理论，构建员工资质过剩感与主动性—被动性创新行为双路径整合模型，并探索权变奖励领导行为的调节作用。利用438份员工样本数据进行实证分析，结果表明：资质过剩感正向影响主动性创新行为和被动性创新行为；创新自我效能感作为中介变量一定程度上解释了资质过剩感与主动性创新行为间关系；组织压力作为中介变量一定程度上解释了资质过剩感与被动性创新行为间关系；在高权变奖励领导行为情境下，资质过剩感与创新自我效能感和组织压力之间的正向关系均得到加强；在高权变奖励领导行为情境下，资质过剩感通过创新自我效能感对主动性创新行为的间接作用得到加强；在高权变奖励领导行为情境下，资质过剩感通过组织压力对被动性创新行为的间接作用得到加强。

A Dual-Path Research on the Proactive-reactive Innovation Behavior of Overqualified Employees

Employee innovation is the key to maintaining the operation of enterprises and how to stimulate employees' innovative behavior has long been the focus of the industry and academia. In addition, with the improvement of global education level, the phenomenon of over-qualification of employees is becoming more and more common in enterprises. Some scholars have explored the transformation path of overqualified employees through extra-role innovation of redundant qualifications. Influenced by factors such as personal experience, skills and knowledge, the ordinary employees may lack the ability to engage in innovative behavior which seems to be a huge imposition. In contrast, overqualified employees with technical or experience advantages may be more suitable for innovative work, and they could fully display their talents and achieve a win-win situation between enterprises and overqualified employees. Although the positive role of overqualified employees in proactive innovation behavior, deviant innovation and innovation performance has been proved, the management practice in China confirms that overqualified employees are under-innovated in some organizations. So are overqualified employees better suited to innovative behavior? Why are overqualified employees less innovative in some Chinese organizations? Studies have found that since innovation has become a major strategic decision for national development, Chinese employees are more likely to follow organizational systems and authoritative instructions to make innovation, especially in a society with high power distance and collective culturalism. However, foreign countries have not included such reactive innovation behavior into the research scope of innovative behavior, and Chinese scholars have not paid enough attention to the research on overqualification and reactive innovation behavior.Especially, there is a lack of comprehensive understanding of how and why overqualified employees engage in proactive-reactive innovation behavior. Thus, this study take innovation self-efficacy as the mediating mechanism between perceived overqualification and proactive innovation behavior, and organizational pressure as the intermediary mechanism between perceived overqualification and reactive innovation behavior, so as to test the dual-path mechanisms of overqualified employees participating in proactive-reactive innovation behavior. Furthermore, the study examines the moderating effect of contingent reward leadership behavior on overqualified employees' proactive innovation behavior through innovation self-efficacy and reactive innovation behavior through organizational stress.#br#　　　The data are mainly collected from Xiamen, Fuzhou, Quanzhou, Wuhan, Shenzhen and Beijing in China, covering industries such as finance, education, administration, electronic information technology, biology and medicine. The questionnaires are carried out by two methods of snowball sampling and sending questionnaires to high-tech enterprises relying on an industry association. In order to avoid common method bias, questionnaires are distributed in two periods with perceived overqualification, contingent reward leadership behavior, organizational stress and control variables at Time-1 and proactive-reactive innovation behavior and innovation self-efficacy two months later (Time-2). Finally, 438 valid questionnaires are analyzed. Hierarchical regression analysis and Bootstrap are used to verify the hypotheses.#br#　　　The results show that perceived overqualification is positively related to employees' proactive-reactive innovation behavior. Moreover, perceived overqualification indirectly predicts proactive innovation behavior through innovation self-efficacy，and it indirectly predicts reactive innovation behavior through perceived organizational pressure. Additionally, it is found that the more frequent contingent reward leadership, the stronger the positive relationship between perceived overqualification and innovation self-efficacy, and the stronger the positive relationship between perceived overqualification and organizational pressure. The indirect effect of perceived overqualification on proactive innovation behavior is enhanced in the high level of contingent reward leadership behavior through perceived innovation self-efficacy. Simultaneously, the indirect effect of organizational pressure on passive innovation behavior is enhanced in the high level of contingent reward leadership behavior.#br#　　　 This study makes innovative contributions in three aspects. First, from the perspective of competence advantage of overqualified employees, the proactive-reactive innovation behavior of overqualified employees is explored, which expands the research literature of perceived overqualification and proactive-reactive innovation behavior. Second, different from previous studies that prove the mediating mechanisms of goal-oriented and job prosperity between perceived overqualification and innovation behavior, this study uncovers the dual-path mediating mechanisms of overqualified employees' proactive-reactive innovation behavior from the perspective of innovation self-efficacy and organizational pressure. Third, it expands the boundary conditions of perceived overqualification by taking contingent rewarding leadership behavior as a moderating variable. These findings provide a theoretical explanation and management basis for enterprises to improve the innovation capacity of overqualified employees.#br#