ISSN 1671-3710
CN 11-4766/R

心理科学进展 ›› 2023, Vol. 31 ›› Issue (3): 361-370.doi: 10.3724/SP.J.1042.2023.00361

• 研究构想 • 上一篇    下一篇


杨朦晰1,2, 林钰莹3, 陈万思4(), 陈璇4, 鲍红莹5, 李欣宇4   

  1. 1中国科学院大学经济与管理学院, 北京 100190
    2中国科学院大学数字经济监测预测预警与政策仿真教育部哲学社会科学实验室(培育), 北京 100190
    3暨南大学管理学院, 广州 510632
    4华东理工大学商学院, 上海 200237
    5华东师范大学教育学部, 上海 200062
  • 收稿日期:2021-09-05 出版日期:2023-03-15 发布日期:2022-12-22
  • 通讯作者: 陈万思
  • 基金资助:

Double-edged sword effect of supervisor bottom-line mentality on team innovation

YANG Mengxi1,2, LIN Yuying3, CHEN Wansi4(), CHEN Xuan4, BAO Hongying5, LI Xinyu4   

  1. 1School of Economics and Management, University of Chinese Academy of Sciences, Beijing 100190, China
    2MOE Social Science Laboratory of Digital Economic Forecasts and Policy Simulation, University of Chinese Academy of Sciences, Beijing 100190, China
    3School of Management, Jinan University, Guangzhou 510632, China
    4School of Business, East China University of Science and Technology, Shanghai 200237, China
    5Faculty of Education, East China Normal University, Shanghai 200062, China
  • Received:2021-09-05 Online:2023-03-15 Published:2022-12-22
  • Contact: CHEN Wansi


底线心智是一种以获取底线利润结果为中心, 而忽略其他一切竞争事项优先权(如企业社会责任、利益相关者权益、员工福利等)的单维思维模式。虽然底线心智可能导致管理者只注重绩效而忽视其他对企业有利的重要事项, 甚至采取不道德的手段来实现目标, 但研究也表明底线心智能够提高员工工作专注度进而提升绩效。为进一步推进底线心智双刃剑效应的研究, 本文构建了领导者底线心智对团队创新双刃剑效应的影响机制模型, 指出领导者底线心智一方面抑制了团队风险承担意愿, 进而相比于探索式创新更有益于利用式创新; 另一方面能够激发团队强迫激情, 从而相比于团队创意产生更有利于团队创意实施。本文为深化底线心智领域的研究提供了参考, 也为组织和领导者如何更好管理底线心智提供了重要建议。

关键词: 底线心智, 双刃剑, 探索式创新, 利用式创新, 创意产生, 创意实施


Bottom-line mentality is a one-dimensional mindset that focuses on obtaining bottom-line profit results to the exclusion of all other competing priorities (e.g., corporate social responsibility, employee welfare, stakeholder rights, etc.). While bottom-line mindset may lead managers to focus on performance at the expense of other important business benefits, or even to take unethical measures to achieve their goals, research has also shown that bottom-line mentality can improve employee focus and thus performance.
In contrast to revealing the positive or negative effects of bottom-line mentality in a single way, this study innovatively focuses on the double-edged sword role of bottom-line mentality and explores its mechanisms on exploratory innovation, exploitative innovation, idea generation and idea implementation, respectively, which strongly advances the progress of existing research. On the one hand, in the cross-sectional dimension for different components of innovation, the study takes a cognitive-motivational perspective and shows that the leader’s bottom-line mentality tends to make the team risk-averse and adopt exploitative innovation, which is less risky than exploratory innovation, by inducing a high priority on performance within the team. By clarifying the double-edged role of the leader’s bottom-line mentality on exploratory and exploitative innovations with the help of the team’s willingness to take risks, the boundary role of goal-oriented organization performance is clarified, thus enriching the theoretical research and application practice of bottom-line mentality, exploratory innovation and exploitative innovation. On the other hand, in the longitudinal dimension for different processes of innovation, the study takes an affective motivation perspective and points out that the leader’s bottom-line mentality puts employees in a state of compulsive passion and focuses on achieving performance goals by various means, which is more conducive to the implementation of ideas than idea generation. This study explores the mediating paths and boundaries of action with the help of team obsessive passion and leader-subordinate exchange relationship. It aims to comprehensively reveal the positive and negative influence paths of leader bottom-line mentality on team idea generation and idea implementation, which is conducive to deepening the theoretical research and application of the two stages of bottom-line mentality and innovation, and further expanding the research on the effect of bottom-line mentality on team-level innovation.
This study classifies innovation based on two dimensions of innovation content and process, constructs a theoretical model of the different mechanisms of the leader’s bottom-line mentality on four important sub-concepts of innovation (exploratory innovation, exploitative innovation, idea generation, and idea implementation). It will deeply analyze the consequences of the leader’s bottom-line mentality on the two types and two stages of team innovation, which deepens the theoretical research on the bottom-line mind and innovation. At the same time, it also helps teams to understand the two sides of bottom-line mentality from a practical perspective, and helps them to reasonably deploy resources to guide and control the formation and effect of bottom-line mentality, which is an important reference value for enterprises to formulate strategies and coordinate resources.

Key words: bottom-line mentality, double-edged sword effects, exploratory innovation, exploitative innovation, idea generation, idea implementation