CAJ | 학술논문

团队跨界活动是创新研究领域中的一个热点话题,本研究构建了研发团队跨界活动影响团队创新绩效的理论模型,以111个研发团队为样本,对研究假设及影响路径进行了实证检验,试图揭示两者关系中的关键中介机制和调节机制。研究结果表明：（1）研发团队跨界活动对团队反思和团队创新绩效均具有倒U型影响;（2）团队反思在研发团队跨界活动对团队创新绩效的影响中起完全中介效应,而且其中介效应随着研发团队跨界活动的增强而减弱;（3）垂直授权领导和共享授权领导分别负向和正向调节研发团队跨界活动对团队反思的影响。研究结论加深了学术界对“跨界是一柄‘双刃剑’”的理论认识,也为企业研发团队边界管理实践提供了有益启示。
단대과계활동시창신연구영역중적일개열점화제,본연구구건료연발단대과계활동영향단대창신적효적이론모형,이111개연발단대위양본,대연구가설급영향로경진행료실증검험,시도게시량자관계중적관건중개궤제화조절궤제。연구결과표명：（1）연발단대과계활동대단대반사화단대창신적효균구유도U형영향;（2）단대반사재연발단대과계활동대단대창신적효적영향중기완전중개효응,이차기중개효응수착연발단대과계활동적증강이감약;（3）수직수권령도화공향수권령도분별부향화정향조절연발단대과계활동대단대반사적영향。연구결론가심료학술계대“과계시일병‘쌍인검’”적이론인식,야위기업연발단대변계관리실천제공료유익계시。
Enterprises are in a key position in innovation system. R＆D team has become the ultimate carrier as companies increasingly rely on R＆D teams to enhance innovation capability. Team boundary spanning has been a hot topic in recent years in the field of innovation research, and there still have significant gaps in under- standing of the team boundary spanning phenomenon. It is through their own research and development team across border include cross-functional, cross-sectional and even across different technical fields to explore and access to resources, information and knowledge related to innovation that the organizations could rapidly and cost-ef- fectively develop new products and services. Based on the resource dependence theory, information processing theory, sense-making and sense-giving theory and attention capacity perspective, the authors created a theoretical model to investigate how boundary spanning activities influence the team innovation performance in R＆D team and attempted to reveal the key mediators and moderators in this relationship. This study aims to investigate the mechanism that team boundary spanning influence on team innovation performance, however, there was insufficient empirical research on this internal mechanism in depth. In response to the inadequate research, using data gathered through a survey of 111 valid samples for research and development team in 18 high-tech enterprises, we empirically test all the hypotheses. The results show that R＆D team boundary spanning activities has a direct, inverted U-shaped impact on team reflexivity and team innovation performance. Team reflexivity fully mediated the relationship between team boundary spanning activities and team innovation performance, and the mediating effect decreases with the team boundary spanning activities increases. Furthermore, vertical empowering leadership and shared empowering leadership negatively and positively, respectively, moderate the inverted U-shaped relation- ship between team boundary spanning and team reflexivity. These findings may help to deepen the knowledge that team boundary spanning activity is a double-edged sword, which also provide useful references for boundary management practices in R＆D teams.