CAJ | 학술논문

借助情景实验,对任务紧迫性下关系嵌入、情绪劳动和个体创新行为之间的作用机理展开研究。结果表明,任务紧迫性下关系嵌入程度对个体创新行为会产生倒U型影响,中等强度关系嵌入下的个体创新行为最为突出;深层情绪劳动在关系嵌入与个体创新行为之间起到正向调节作用。对深层情绪劳动的引导和控制能够让这种倒U形关系变得较为平坦,增强关系嵌入策略的可执行性。
차조정경실험,대임무긴박성하관계감입、정서노동화개체창신행위지간적작용궤리전개연구。결과표명,임무긴박성하관계감입정도대개체창신행위회산생도U형영향,중등강도관계감입하적개체창신행위최위돌출;심층정서노동재관계감입여개체창신행위지간기도정향조절작용。대심층정서노동적인도화공제능구양저충도U형관계변득교위평탄,증강관계감입책략적가집행성。
In the face of transiant market opportunities, making full use of network resources has become an important measure for organizations to execute innovation and win-win model. Due to the uncertainty of time consumed in innovation process , once the individual is faced with limited resources, the innovation process may be at a standstill. The social capital support and psychological resources supply have become an important driving force for individual innovative behavior under urgency scenarios. On the one hand, the emotion transmission mns through the formation of relational embeddedness, which means that the individual or organization is able to use the transboundary information and resources, furthermore, the degree of relational embeddedness will affect the speed and scope of emotional transmission directly. On the other hand, after consumption of certain psychological resources, individuals will take effort to plan and control their own emotions, present the emotional expression and appropriate external behavior which are beneficial to achieving organizational goals, and adjust interpersonal relationship conversely. However, does relational embeddedness lead to high innovation performance constantly？ This paper focuses on the impact of relational embeddedness and innovative behavior on the perspective of emotional labor through situational experiment, combines attributive character of relational network with change extent of individual emotional labor. Results revealed substantial relationships of relational embeddedness and innovative behavior with the moderating effect of emotional labor, the conclusion can provide a theoretical basis to take full advantage of relational embeddedness and to enhance self-reliant innovation capability. First of all, this article provides several basic assumptions about relational embeddedness , emotional labor and individual＇s innovative behavior through literature review and deductive reasoning. After that, variables of situational experiment are carefully designed. This survey uses projective test through ＂dual-task experiment＂ as research paradigm, adopts facial expressions to induce the emotional labor and utilizes duration compression to create urgency seenario with ERP sand table training. The first phase of the pilot is mainly used to test the reliability and validity of the questionnaire, and to demonstrate the reliability of environment variables, control variables, independent variables, as well as the emotion inducing materials. The second phase of the experiment is mainly used for confirmatory analysis, hierarchical regression analyses indicates the interaction rules among relational embeddedness, innovative behavior and emotional labor. Implications for future research as well as pragmatic ramifications for organizational practices are discussed in conclusion. The highlight of this study lies in the re-examination of the relationship between relational embeddedness and individual＇s innovative behavior under urganey scenario, considering the emotional labor as moderating variable. Some useful conclusions have achieved. Experimental results showed that in the implementation of project management under urgency, relational embeddedness has reversed U shape impact on innovative behavior; employees would achieve highest innovative behavior on the eonditinn of moderate relational embeddedness. Deep emotional acting would play an active moderating role between relational embeddedness and innovative behavior, which could make the reversed U shape more eomplanate. Compared with deep emotional acting, the moderating role of surfacing emotional acting is not significant. Meanwhile, this paper cannot confirm the existing research that emotional labor is good for innovation. If the entity doesn＇t have enough resource and spiritual support, one-way emotion regulation could only consume individual＇s psychological resources increasingly, which is not furtherance to individual＇s innovative behavior. The basic conclusion of this study may provide operable references to project innovation under task emergency. It is indicated that the programming of relational embeddedness should be an important strategic decision in project innovation management. The proper intensity level of information sharing and trust is vital to stimulate individual＇s innovative behavior. It is also concluded that the manager should guide and dominate deep emotional labor to induce the positive effect between relational embeddedness and innovative behavior to obtain high innovation performance.