%A LIU Yan, ZOU Xi, SHU Xin %T The process whereby organizational identification promotes and prohibits employees’ innovative behavior %0 Journal Article %D 2019 %J Advances in Psychological Science %R 10.3724/SP.J.1042.2019.01153 %P 1153-1166 %V 27 %N 7 %U {https://journal.psych.ac.cn/xlkxjz/CN/abstract/article_4721.shtml} %8 2019-07-15 %X

One of the key elements for firms to develop stably is a high level of employees’ identification with their organizations. Employees’ innovative behavior is the cornerstone of firms’ innovation. However, there are inconsistent research findings about the influence of organizational identification on employees’ innovative behavior. The normative conflict model provides a theoretical lens for deep understandings of their relationship. According to this model, organizational identification has a dual impact (i.e. promotive and prohibitive) on innovative behavior through two disparate paths (i.e. dissatisfaction of the status quo and conforming to the status quo); employees’ perceptions of normative conflict are crucial conditions to trigger their dissatisfaction of and conforming to the status quo; leaders’ expectations and support for employees’ innovative behavior play moderating roles in the process whereby organizational identification promotes and prohibits employees’ innovative behavior.