机制创新带来生机：—江苏省阜宁县建筑业快速发展的启示

通过对江苏省阜宁县建筑业快速发展的调查分析，建筑业发展的有效手段是企业机制的创新，通过数据对比，阐述机制创新带来生机。通过企业产权明晰，经营责任强化，奖惩双向激励体制，员工危机感增强等四个方面的启示，进一步论述在机制创新从不同侧面给建筑业带来的生机。     

组织智力资本与组织创新氛围对员工创造力影响的跨层次研究

以往对组织智力资本的研究多集中在组织层面,很少有研究涉及其对员工创造力的作用。本文研究了组织智力资本与组织创新氛围对员工创造力跨层次的影响。本文通过领导与员工配对的方式,共获得了367份有效问卷,在对构建模型检验的基础上,得出如下结论：组织智力资本对员工创造力有正向的影响;组织创新氛围调节着组织智力资本与员工创造力之间的关系,其中对人力资本与员工创造力之间关系的调节最敏感,社会资本次之,组织资本最不敏感;员工创造力自我效能感知在组织智力资本与员工创造力之间都起到部分中介作用。     

Brand Community Members as a Source of Innovation

Brand community members have a strong interest in the product and in the brand. They usually have extensive product knowledge and engage in product‐related discussions; they support each other in solving problems and generating new product ideas. Therefore, brand communities can be a valuable source of innovation. So far, little is known about the member's ability and willingness to participate in a company's innovation process. How does passion for the brand, affiliation to the brand community, and trust in the brand affect the willingness to engage in a company's innovation process? What is the effect of brand passion on brand knowledge and on domain‐specific skills, which are considered important prerequisites for qualified and creative contributions to new product development? What is the effect of personality traits on the willingness and ability to engage in new product development? This research addresses these questions, which are interesting for managers who are thinking about opening up their innovation process and collaborating with brand communities and for academics exploring the opportunities of online communities for new product development and trying to develop promising new forms of open innovation networks. Drawing on brand community literature, relationship theory, creativity theory, and personality traits research, this paper introduces a comprehensive set of antecedents affecting brand community members' willingness to engage in new product development. It is argued that consumer creativity, identification with the brand community, and brand‐specific emotions and attitudes (passion and trust) as well as brand knowledge are important determinants of consumers' willingness to share their knowledge with producers. The paper also identifies two personality traits (i.e., extraversion and openness) that have significant influence on brand passion, creativity, and identification with the community. The hypotheses are tested on a sample of 550 members of the Volkswagen Golf GTI car community. Structural equation modeling was used to test the relationship among the constructs. Though a positive disposition toward a brand may be advantageous for consumers that are willing to interact with producers during new product development, our results show that it is consumer interest in innovations and the innovative process that drives them to get involved. Further, brand community members with more knowledge and more innovative skills seem to be more willing to contribute than less qualified community members.     

The Impact of a Creativity‐supporting Work Environment on a Firm's Product Innovation Performance

Many scholars and practitioners have suggested that a creativity‐supporting work environment contributes to a firm's product innovation performance. Although there is evidence that such an environment enhances innovative behavior at individual level, very few studies address the effect of a creativity‐supporting work environment on product innovation performance at firm level, and the results are inconsistent. This paper examines the relationship between a firm's creativity‐supporting work environment and a firm's product innovation performance in a sample of 103 firms. For measuring a firm's creativity‐supporting work environment, a comprehensive and creativity‐focused framework is used. The framework consists of 9 social‐organizational and 12 physical work environment characteristics that are likely to enhance employee creativity. These characteristics contribute to the firm's overall work environment that supports creativity. The firm's product innovation performance is defined by two distinct concepts: new product productivity (NP productivity), which is the extent to which the firm introduces new products to the market, and new product success (NP success), which is the percentage of the firm's sales from new products. In most firms, different knowledgeable informants provided the data for the variables. The results show that firms with creativity‐supporting work environments introduce more new products to the market (NP productivity), and have more NP success in terms of new product sales (NP success). NP productivity partly mediates the relationship between creativity‐supporting work environment and NP success. The mediation model shows that the two paths from a creativity‐supporting work environment to NP success are about equally important: the direct path between creativity‐supporting work environment and NP success has a coefficient of .22, and the coefficient of the indirect path via NP productivity is .23. The creativity‐supporting work environment framework can be used in managerial practice to enhance employee creativity for product innovation. It allows applying a flexible and broad approach by influencing both social‐organizational and physical characteristics of the work environment.     

Financial Participation: Does the Risk Transfer Story Hold in France?

Several articles report a positive effect of financial participation (profit sharing (PS) and employee share ownership) on firms' economic performance. This increase can be obtained in two main ways: by increasing the effort (extrinsic, intrinsic or commitment) of workers, directly or indirectly through worker selection; or by transferring more risk to the workers. The question is, of course, not neutral. Indeed, if the risk transfer story is true then it means that the increase of economic performance is obtained at the expense of workers, who take on the burden of more risks. The question is especially important in France where financial participation is associated with tax exemption for firms and where it is forbidden by law to substitute base wage and PS. The purpose of our article is to use an employer–employee dataset to answer the question of whether financial participation schemes are mainly designed as a risk transfer (from firms to workers) device.     

Discretion in Context: A Moderated Mediation Model of the Relationship between Discretion and Turnover Intentions

This paper examines the relationship between employee discretion and turnover intentions. We test the proposition that this relationship is mediated by employee stress and moderated by employee perceptions of staffing adequacy. We maintain that in assessing the potential effects of increased employee discretion, scholars must also examine the mechanisms through which these benefits are delivered, and the context in which it is provided. In an effort to study discretion in context, we develop and test a “moderated mediation” model in the healthcare setting. Our findings support the hypotheses that employee stress mediates the relationship between discretion and turnover intentions. In addition, employee perceptions of staffing adequacy are shown to moderate the relationship between employee discretion and stress.     

Antecedents and consequences of team sensemaking capability in product development projects

With the increasing popularity of organizational sensemaking in the literature, sensemaking capability of firms attracts many researchers and practitioners from different fields. Nevertheless, sensemaking capability is rarely addressed in the new product development (NPD) project teams in the technology and innovation management literature. Specifically, we know little about what team sensemaking capability is, its ingredients and benefits, and how it works in NPD projects (e.g., its antecedents and consequences). By investigating 92 NPD project teams, we found that (1) team sensemaking capability, which is composed of internal and external communication, information gathering, information classification, building shared mental models, and taking experimental actions, has a positive impact on the information implementation and speed‐to‐market; (2) information implementation and speed‐to‐market mediate the relationship between team sensemaking capability and new product success; and (3) team sensemaking capability mediates the relationship between team processes and information implementation and partially mediates the relationship between team processes and speed‐to‐market. We also found that team autonomy, interpersonal trust among team members, and open‐mindedness of team members positively influence the development of team sensemaking capability. Theoretical and managerial implications of the study findings are discussed.     

Employees' Innovative Behavior in Social Context: A Closer Examination of the Role of Organizational Care

A substantial body of research has examined the antecedents of innovation in organizational settings, but our current understanding of how social aspects of the work environment influence the innovative behavior of employees remains underdeveloped. One of these social aspects connected to the theme of “doing well by doing good” concerns organizational care, with scholars examining how actions centered on promoting employee well‐being may result in pro‐organizational outcomes. The purpose of this study is to present a conceptual analysis of the intricate relationship between organizational care and employees' innovative behavior by detailing key mediating mechanisms and conditional factors. This research will combine insights from multiple theories and literatures, most notably self‐determination theory, social exchange theory, and the literatures on organizational care, work motivation, and innovation. The proposed multilevel model clarifies how organizational care affects the creative, complex, and mundane elements of employees' innovative behavior through its effect on the motivational constructs of intrinsic motivation, identified motivation, and introjected obligation feelings, respectively. Moreover, the model highlights the potential dark sides of organizational care that managers must consider when designing and implementing caring policies and practices. Specifically, it clarifies how the effect of organizational care on employees' innovative behavior may depend on their subjective perceptions of care intrusiveness and care insincerity. As such, this study responds to calls for rich and nuanced conceptual research in the innovation field, especially concerning the role of employees' social work environment in motivating their innovative behavior. Important theoretical and practical implications of this conceptual analysis will be discussed, and valuable directions for future research will be outlined.     

Antecedents and Consequences of Creativity in Product Innovation Teams

The generation of creative ideas and their manifestation as new products (NPs) are fundamental innovation activities of product innovation teams. Despite the importance of generating creative ideas at the fuzzy front end of the product innovation process, our understanding of antecedents and consequences of creativity of product innovation teams is limited. Drawing on Shane and Ulrich's organization design perspective of innovation, this study aims at examining the intermediary role of creativity as a critical link between team dynamics and product competitive advantage. In this study, the authors focus on NP and marketing program (MP) creativity in product innovation teams. They develop and empirically test a model that examines how internal and external team dynamics influence NP and MP creativity, and how NP and MP creativity affect product competitive advantage as a strategic innovation outcome. The study uses 206 matched responses from senior managers and product team leaders in high‐tech manufacturing firms in the United States to avoid common‐method bias. The authors use maximum likelihood estimation in a structural equation model to empirically test the proposed model. They find that two separate dimensions of creativity—novelty and meaningfulness—are differentially affected by team dynamics. For example, NP novelty as a result of divergent process is predominantly influenced by external team factors such as market‐based reward system and planning process formalization. On the other hand, NP meaningfulness as a result of convergent process is dominantly influenced by internal team factors such as social cohesion and superordinate identity. In addition, MP novelty is determined by social cohesion, superordinate identity, planning process formalization, and encouragement to take risks, while MP meaningfulness is influenced by social cohesion and planning process formalization. Our findings also suggest that NP novelty and meaningfulness, but not MP novelty and meaningfulness, play important intermediary roles in determining product competitive advantage. This study contributes to narrowing the important gap in the literature by examining the effect of team dynamics on creativity and by linking creativity to strategic innovation outcomes. Our study suggests that a firm's ability to manage team dynamics toward generating creative NPs and MPs constitutes a dynamic capability that can provide a competitive advantage over the competition.     

Drivers of organizational creativity: a path model of creative climate in pharmaceutical R&D

A path model of organizational creativity was presented; it conceptualized the influences of information sharing, learning culture, motivation, and networking on creative climate. A structural equation model was fitted to data from the pharmaceutical industry to test the proposed model. The model accounted for 86% of the variance in the creative climate -dependent variable. Information sharing had a positive effect on learning culture, which in turn had a positive effect on creative climate, while there were negative direct effects of information sharing on creative climate and on intrinsic motivation. This study suggests that information sharing and intrinsic motivation are important drivers for organizational creativity in a complex R&D environment in the pharmaceutical industry. Implications of the model are discussed.     

Social capital in buyer-supplier relationships: A review of antecedents,benefits, risks,and boundary conditions

The concept of social capital advocates that the goodwill available from relations is a valuable resource that can facilitate collective actions. Although social capital has recently gained momentum in the buyer-supplier relationship (BSR) literature, there is a surprising lack of consensus about its antecedents, benefits, risks, and boundary conditions in such relationships. To address this void, a systematic literature review of seventy articles published in peer-reviewed journals between 2002 and 2018 was undertaken. The review identified and discusses two types of antecedents that can give rise to social capital in BSRs, namely intrafirm-level and relationship-level antecedents (i.e., structural and relational). It reveals that social capital can lead to a variety of benefits, in the form of direct performance improvements (e.g., operational) and relationship benefits (e.g., knowledge sharing), however that these benefits may vary depending on a number of boundary conditions in BSRs (e.g., contract specificity). The review also highlights that although social capital can generate benefits, it can also lead to risks that can undermine the performance and evolution of BSRs (e.g., reduced exploratory learning), suggesting a ‘double-edged sword’ effect. The paper concludes by summarizing current research gaps and outlining promising directions for future research.     

Learning goal orientation and creative performance: The differential mediating roles of challenge and enjoyment intrinsic motivations

We develop a theoretical model to account for the effect of learning goal orientation on creative performance by distinguishing two dimensions of intrinsic motivation as mediators. Challenge intrinsic motivation is concerned with the interest in and excitement of solving problems and tackling complex tasks, whereas enjoyment intrinsic motivation is concerned with the enjoyment of task activities for self-expression and self-entertainment. Results from a sample of 189 Chinese employees support this model and show that learning goal orientation had significant positive relationships with both dimensions of intrinsic motivation, but only challenge intrinsic motivation was significantly related to creative performance and mediated the positive relationship between learning goal orientation and creative performance. As predicted, intellectual stimulation, a dimension of transformational leadership, showed a moderating effect, such that learning goal orientation was less strongly related to challenge intrinsic motivation when intellectual stimulation was high. In addition, a moderated mediation effect was found, such that the mediating effect of challenge intrinsic motivation for the relationship between learning goal orientation and creative performance was weaker when intellectual stimulation was high. No such moderation effect was found for enjoyment intrinsic motivation, providing further support for the differential roles of these two dimensions of intrinsic motivation.     

Employee Participation,Ownership, and Productivity: A Theoretical Framework

A new conceptual framework to define and differentiate among diverse forms of employee ownership is developed. Two central rights associated with ownership, return and control rights, are identified. Their impact on individual motivation, individual performance, organizational structural variables and organizational performance is evaluated. We show how, over certain ranges of combinations of control and return rights, the relationship between alternative ownership arrangements and organizational performance may be nonlinear. The implications for the introduction of employee ownership and the evaluation of empirical work are considered.     

The Relationship of Individual Capabilities and Environmental Support with Different Facets of Designers' Innovative Behavior

Theoretical perspectives on employee creativity have tended to focus on an individual's capability to generate original and potentially useful ideas, whereas definitions of innovation also include the process of putting those new ideas into practice. This field study therefore set out to test how theoretically distinct types of individual knowledge and skills are related to different aspects of employees' innovative behavior in terms of both their new idea generation and idea implementation. Using a sample of design engineers (n = 169) in a multinational engineering company, measures were taken of different aspects of innovative work behavior (patent submission, real‐time idea submission, idea implementation) and a range of individual capabilities (creativity‐relevant skills, job expertise, operational skills, contextual knowledge, and motivation) and environmental features (job control, departmental support for innovation). Analyses showed that creativity‐relevant skills were positively related to indices of idea generation but not to idea implementation. Instead, employees' job expertise, operational skills, and motivation to innovate demonstrated a stronger role in idea implementation. In terms of environmental factors, job control showed no positive relationship with innovative work behavior while departmental support for innovation was related to employees' idea generation but not idea implementation. The theoretical perspective that correlates of idea generation differ in certain aspects to those for idea implementation are confirmed by the study. Practical implications for organizations wishing to improve their innovativeness are discussed in terms of tailored training, development, motivational, and environmental interventions designed to improve the capabilities of individuals to engage in all parts of the innovation process.     

Transformational leadership,team climate,and team performance within the NPD team: Evidence from China

This study analyzes the impact of team transformational leadership on team performance during the new product development (NPD) process and the mediating role of team climate. Data were collected from 184 NPD projects of Chinese high-tech firms. The results show that NPD team transformational leadership is positively related to team performance. In addition, team climate mediates the relationship between most dimensions of NPD team transformational leadership (charisma, inspirational motivation, intellectual stimulation, and individualized consideration) and team performance.     

Extrinsic Rewards,Intrinsic Motivation,and New Product Development Performance

Reward structures can have a significant impact on the performance of new product development (NPD) teams. However, there are several gaps in our understanding of how different types of extrinsic rewards influence the creative performance of NPD teams. Drawing on key theoretical objectives for advancing rewards-creativity research in general, and NPD research in particular, this study incorporates a cognitive and behavioral view of rewards use. In so doing, we distinguish between three kinds of extrinsic rewards: financial, recognition, and social (based on their properties). We then draw upon self-determination theory to hypothesize the differential effects of three types of extrinsic rewards on intrinsic task motivation, and subsequently the creative performance of NPD teams. The proposed framework is tested using two rounds of survey data from 238 members of 64 NPD teams in the high-tech industry. Results of a multilevel structural equation modeling (MLSEM) analysis show that financial rewards have a negative relationship with intrinsic task motivation, while recognition and social rewards have a positive influence. Complexity of the product being developed not only helps to mitigate the negative effects of financial rewards on intrinsic task motivation, but it also reduces the positive effects of social rewards on intrinsic task motivation. Intrinsic task motivation is found to have a positive effect on NPD creative performance in terms of both the developed product’s degree of innovation and its quality. Theoretical and managerial implications are explored.     

Testing a model of reasoned risk‐taking: governance,the experience of principals and agents,and global strategy in high‐technology IPO firms

Research on the governance of risky ventures, like the initial public offerings (IPOs) of high‐technology firms, has focused primarily on the relationship between governance mechanisms and firm performance. While such an emphasis is clearly important, it does little to shed light on potential relationships between governance and the strategies pursued by risky firms, nor does it take into account the complementary role of key stakeholders in affecting those strategies. To partially remedy this deficit we integrate agency and behavioral perspectives to develop a theory of ‘reasoned risk‐taking,’ whereby the nature of risks undertaken is a consequence of the interaction of governance mechanisms and stakeholder characteristics. We demonstrate our theory by predicting when corporate governance should be associated with strategic risk‐seeking beyond a firm's technical core—as seen in the degree to which it has expanded internationally. Surprisingly, even though venture capitalists (VC) are risk specialists, we find that technology‐based IPO firms are less likely (i.e., a negative relationship) to have extensive global sales when they are backed by a VC. In support of our reasoned risk‐taking theoretical framework, we find that VCs are indeed risk‐seeking when VC backing is complemented by the international experience of their board appointees, top management team (TMT) members, or both. IPO firms with significant insider ownership are similarly global risk‐seekers, and those effects are strongest with an internationally seasoned board and TMT at the helm. Copyright © 2003 John Wiley & Sons, Ltd.     

Close relationship with the supervisor may impede employee creativity by suppressing vertical task conflict

Leader‐member exchange as a form of supportive leadership is expected to foster employee creativity. However, empirical evidence suggested this relationship is complex. This study attempts to address this complexity by proposing and testing a curvilinear mechanism, which attenuates the overall positive effect of LMX on creativity by transmitting a curvilinear indirect effect via vertical task conflict. Results drawn from a sample of 276 supervisor–subordinate dyads provided support for the hypothesized curvilinear indirect effect. Specifically, LMX was found to negatively influence employee creativity by suppressing vertical task conflict for subordinates in high‐quality LMX relationships, while the indirect effect was not significant for subordinates in low‐quality LMX relationships.     

Commitment to Company and Union: Evidence from Hong Kong

This article examines the pattern and antecedents of employee commitment to company and union in the Hong Kong context. Findings are consistent with those from the United States. In general, company and union commitment have different antecedents, although the perceived industrial relations climate is a common predictor. Dual commitment is in evidence. Union membership is a function of union commitment. The findings caution against attempts to explain the pattern of Hong Kong industrial relations purely in terms of culture.     

Unveiling the role of risk-taking in innovation: antecedents and effects

This study addresses innovation development with a focus on risk-taking, widely considered a relevant driver for the exploration and exploitation of new ideas. The study empirically examines the effects of risk-taking propensity on innovation performance and its antecedents. We consider the role of several key antecedents related to the organizational structure and the activities of firms aimed at encouraging employees to take risks in innovation. We performed an empirical survey within a global and innovation-oriented Swedish company to test our hypotheses. Correlation and linear regression analyses were used to analyze the collected data. The results highlight the significant effect of risk-taking on innovation performance and show that the availability of organizational resources, innovation support activities, clear innovation goals, and collaboration have a significant positive effect on risk-taking. However, contrary to the hypothesis, well-established innovation processes have a significant but negative effect on risk-taking and innovation performance. This study contributes to existing knowledge on the role of risk-taking for innovation, providing insights into designing organizational contexts that encourage an appropriate risk appetite in employees.