ISSN 0439-755X
CN 11-1911/B


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  1. 1. 上海财经大学
    2. 上海财经大学国际工商管理学院
  • 收稿日期:2021-02-03 修回日期:2021-06-16 出版日期:2021-08-15 发布日期:2021-08-15
  • 通讯作者: 蔡亚华
  • 基金资助:

Rules can Maintain Harmony? The Influence of Team Pro-social Rule Breaking Climate on Team Performance from the Perspective of Harmony Management

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  • Received:2021-02-03 Revised:2021-06-16 Online:2021-08-15 Published:2021-08-15

摘要: 当前关于亲社会违规行为的研究主要集中于个体层面,但实践和理论都表明我们有探究团队亲社会违规氛围的必要性。为此,本研究聚焦于团队亲社会违规氛围这一概念,以和谐管理理论为基础,分别引入团队和谐作为中介变量和团队互依性作为调节变量,探讨团队亲社会违规氛围对团队绩效的影响机制和作用边界。本文以74个团队和334名团队成员为研究对象,通过对三阶段所获取的数据进行分析,结果显示:(1) 团队互依性对团队亲社会违规氛围与团队和谐的关系具有调节作用:当团队互依性高时,团队亲社会违规氛围对团队和谐的负向影响更强;(2) 团队和谐对团队绩效具有显著的正向影响;(3) 团队互依性调节了团队亲社会违规氛围通过团队和谐对团队绩效的间接效应:当团队互依性水平较高时,团队亲社会违规氛围通过团队和谐对团队绩效的负向效应会被增强。本研究证实了团队亲社会违规氛围对团队绩效的的作用机制与边界条件,拓宽了亲社会违规行为和团队和谐的相关研究。

关键词: 团队亲社会违规氛围, 团队和谐, 团队互依性, 团队绩效

Abstract: In Chinese work teams, it is common that team members deviate from an accepted rule of behavior in order to help others or promote work efficiency in the working situation. As a common workplace phenomenon, it has gradually become a frontier theme in the organizational behavior field. Whereas scholars have studied the antecedents and outcomes of pro-social rule breaking (PSRB) at the individual level, there is no relevant research that has explored the mechanism of team PSRB climate on team outcomes. Grounded on harmony management theory, our study proposes a mediated moderation model to explore the underlying mechanism of when and how team PSRB climate influence team performance. To test our hypothesis, we conducted a multi-source and multi-wave field study on three companies in China. These companies are major players in the construction industries. We first contacted the CEO to introduce our study and discuss how to distribute surveys. We decided to collect the data on-site by conducting three-rounds of surveys. At each time point, three research assistants visited the companies and distributed the questionnaires to the leaders and employees. Participants completed the measures independently and placed them in envelopes provided by the researchers. The sealed surveys were then collected. At each time point, the participants received a small gift in exchange for their participation. Our initial data composed of 85 team leaders and 394 subordinates, and finally we obtained 74 team leaders’ and their 334 subordinates’ valid responses. Empirical results provided support for the proposed model and revealed that (1) the interaction between team PSRB climate and task interdependence is significantly related to team harmony, such that the negative relationship between team PSRB climate and team harmony was stronger when task interdependence is high; (2) team harmony is significantly positively related to team performance; (3) team harmony mediates the interactive effect of team PSRB climate and task interdependence on team performance, such that the indirect effect is negative when task interdependence is high. In summary, our study makes three contributions. First, we extend PSRB research by conceptualizing it at the group level, and describing the theoretical foundation for the emergence of team PSRB climate. Specifically, we argue that a team PSRB climate emerges through processes of social interaction as team members observes, communicates and shares PSRB experiences. Second, we propose a theoretical framework for understanding the mechanisms by which team PSRB climate influences team performance. We draw on harmony management theory to develop a moderation mediation model that links team PSRB climate to team performance through team harmony. Third, the moderating effect suggests a complex picture in which task interdependence significantly influences on the relationship between team PSRB climate and team harmony. The moderating effect of task interdependence promotes a better understanding of whether team will experience more or less disharmony owing to team PSRB climate.

Key words: team PSRB climate, team harmony, task interdependence, team performance