跨界行为对创造力影响的跨层次双刃剑效应

doi:10.3724/SP.J.1041.2020.01340

摘要/Abstract

摘要：

本文从资源的视角,在团队和个体两个层面探究了跨界行为分别对团队创造力和个体创造力的影响以及中介机制和边界条件。采用多阶段-多来源的方式收集数据。研究结果表明在团队层面上,团队跨界行为会提高团队创造力, 但在个体层面上,员工跨界行为通过增加员工的角色压力对个体创造力产生不利影响。角色宽度自我效能感调节了上述关系,相比于角色宽度自我效能感较高的员工,角色宽度自我效能感较低的员工实施了跨界行为后更容易产生角色压力, 对个体创造力的负向影响更强。

关键词: 跨界行为, 创造力, 角色压力, 角色宽度自我效能感

Abstract:

Boundary-spanning behavior has attracted considerable interest in recent years. Studies on this type of behavior have focused on its positive outcomes from the perspective of social networks. For decades, research has consistently demonstrated that the boundary-spanning behavior produces a wide array of positive results for teams and organizations. However, scholars have found that such behavior has negative outcomes for individuals. Using the conservation of resources theory (COR), we examined the double-edged-sword effect of boundary- spanning behavior on creativity at different levels, as well as its mediating mechanism and boundary conditions.
To test the proposed theoretical model, we applied multi-wave and multi-source research design. The data were collected from dyads of employees and supervisors in a company. At time 1, the boundary-spanning behavior, role stress, and role breadth self-efficacy were measured. These variables were rated by the employees. Approximately a month later, we asked the supervisors to rate the employees' creativity. These variables were assessed by mature scales. A total of 536 employees (90.32%) and 111 leaders (82.22%) responded to our survey. Confirmatory factor analyses and average variance extracted were conducted to assess the discriminant validity and convergence validity of the key variables. Multilevel structural equation modeling was used to validate the hypothesis and Monte Carlo simulation procedures using open-source software R were conducted to test mediation effects.
Results showed that at the team level, boundary-spanning behavior had a significantly positive effect on team creativity (β = 0.18, p < 0.05). However, at the individual level, boundary-spanning behavior had a significantly negative effect on employees' creativity (β = -0.02, p < 0.05). At the individual level, boundary- spanning behavior had a significantly positive effect on role stress (β = 0.05, p < 0.01) and role stress had a significantly negative effect on creativity (β = -0.34, p < 0.001). The mediation effect of role stress was significant (β = -0.02, p < 0.05, Monte Carlo = 20000, 95% CI = -0.03, -0.006). This evidence would indicate that the boundary-spanning behavior had a negative effect on individual creativity via role stress. Results also showed that the product term between the boundary-spanning behavior and role-breadth self-efficacy was significant (β = -0.08, p < 0.01). The role-breadth self-efficacy moderated the relationship so that the mediating effect of role stress was stronger for employees with low role-breadth self-efficacy.
The study illustrated the double-edged-sword effect of boundary-spanning behavior on creativity at different levels as well as the mediating mechanism and boundary conditions regarding the negative effect of boundary- spanning behavior on individual creativity, thereby enriching the literature on boundary-spanning behavior. Furthermore, this study identified the boundary conditions of COR, which broadens the scope of research on this theory.

Key words: boundary spanning behavior, creativity, role stress, role-breadth self-efficacy

中图分类号:

B849:C93

朱金强, 徐世勇, 周金毅, 张柏楠, 许昉昉, 宗博强. (2020). 跨界行为对创造力影响的跨层次双刃剑效应. 心理学报, 52(11), 1340-1351.

ZHU Jinqiang, XU Shiyong, ZHOU Jinyi, ZHANG Bainan, XU Fangfang, ZONG Boqiang. (2020). The cross-level double-edged-sword effect of boundary-spanning behavior on creativity. Acta Psychologica Sinica, 52(11), 1340-1351.

图/表 5

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模型	χ²	df	χ²/df	RMSEA	CFI	TLI	Δχ²	Δdf
七因子模型	369.05	122	3.03	0.06	0.96	0.95
六因子模型1	1310.83	126	10.40	0.13	0.80	0.76	941.78***	4
六因子模型2	905.27	126	7.18	0.11	0.87	0.84	536.22***	4
六因子模型3	897.31	126	7.12	0.11	0.87	0.84	528.26***	4
六因子模型4	1651.73	126	13.11	0.15	0.75	0.69	1282.68***	4
六因子模型5	661.23	123	5.38	0.09	0.91	0.89	292.18***	1
五因子模型1	1835.17	129	14.23	0.16	0.72	0.67	1466.12***	7
五因子模型2	1602.10	127	12.61	0.15	0.76	0.70	1233.05***	5
四因子模型1	3078.33	131	23.50	0.21	0.51	0.41	2709.28***	9
四因子模型2	2487.72	131	18.99	0.18	0.61	0.53	2118.67***	9
三因子模型	3721.34	132	28.19	0.23	0.41	0.29	3352.29***	10
两因子模型	4013.51	133	30.18	0.23	0.36	0.24	3644.46***	11

模型	χ²	df	χ²/df	RMSEA	CFI	TLI	Δχ²	Δdf
七因子模型	369.05	122	3.03	0.06	0.96	0.95
六因子模型1	1310.83	126	10.40	0.13	0.80	0.76	941.78***	4
六因子模型2	905.27	126	7.18	0.11	0.87	0.84	536.22***	4
六因子模型3	897.31	126	7.12	0.11	0.87	0.84	528.26***	4
六因子模型4	1651.73	126	13.11	0.15	0.75	0.69	1282.68***	4
六因子模型5	661.23	123	5.38	0.09	0.91	0.89	292.18***	1
五因子模型1	1835.17	129	14.23	0.16	0.72	0.67	1466.12***	7
五因子模型2	1602.10	127	12.61	0.15	0.76	0.70	1233.05***	5
四因子模型1	3078.33	131	23.50	0.21	0.51	0.41	2709.28***	9
四因子模型2	2487.72	131	18.99	0.18	0.61	0.53	2118.67***	9
三因子模型	3721.34	132	28.19	0.23	0.41	0.29	3352.29***	10
两因子模型	4013.51	133	30.18	0.23	0.36	0.24	3644.46***	11

变量	M	SD	1	2	3	4	5	6	7	8	9	10
个体层面
1.性别-员工	1.48	0.50
2.年龄-员工	29.97	4.49	0.02
3.教育水平-员工	3.68	0.76	0.07	0.01
4.婚姻-员工	1.53	0.50	-0.01	0.58***	-0.07
5.工龄-员工	3.66	3.84	0.02	0.56***	-0.20***	0.37***
6.悖论思维	3.57	0.61	-0.01	0.02	0.04	0.04	0.18***	(0.64)
7.员工跨界行为	4.78	1.15	-0.10	0.10*	0.05	0.06	0.13**	0.20***	(0.59)
8.角色压力	2.60	0.43	0.01	0.02	0.03	0.02	0.11**	0.08	0.15***	(0.64)
9.角色宽度自我效能感	3.81	0.52	-0.06	0.11*	0.12**	0.11**	0.19***	0.56***	0.19***	-0.01	(0.47)
10.个体创造力	3.54	0.71	0.02	0.05	0.00	0.04	0.16***	0.27***	-0.02	-0.15***	0.33***	(0.87)
团队层面
1.性别-领导	1.55	0.50
2.年龄-领导	34.05	4.68	0.08
3.教育水平-领导	3.97	0.63	0.09	0.12
4.婚姻-领导	1.81	0.39	0.44***	0.34***	0.05
5.工龄-领导	5.81	3.97	0.07	0.30**	-0.07	0.31**
6.团队规模	32.57	92.33	-0.07	0.08	-0.28**	0.12	0.28*
7.团队跨界行为	4.63	0.68	0.05	-0.02	0.16	0.13	0.20*	-0.04	(0.62)
8.团队创造力	3.54	0.72	0.04	-0.15	0.03	-0.08	0.21*	0.07	0.33**	(0.93)

变量	M	SD	1	2	3	4	5	6	7	8	9	10
个体层面
1.性别-员工	1.48	0.50
2.年龄-员工	29.97	4.49	0.02
3.教育水平-员工	3.68	0.76	0.07	0.01
4.婚姻-员工	1.53	0.50	-0.01	0.58***	-0.07
5.工龄-员工	3.66	3.84	0.02	0.56***	-0.20***	0.37***
6.悖论思维	3.57	0.61	-0.01	0.02	0.04	0.04	0.18***	(0.64)
7.员工跨界行为	4.78	1.15	-0.10	0.10*	0.05	0.06	0.13**	0.20***	(0.59)
8.角色压力	2.60	0.43	0.01	0.02	0.03	0.02	0.11**	0.08	0.15***	(0.64)
9.角色宽度自我效能感	3.81	0.52	-0.06	0.11*	0.12**	0.11**	0.19***	0.56***	0.19***	-0.01	(0.47)
10.个体创造力	3.54	0.71	0.02	0.05	0.00	0.04	0.16***	0.27***	-0.02	-0.15***	0.33***	(0.87)
团队层面
1.性别-领导	1.55	0.50
2.年龄-领导	34.05	4.68	0.08
3.教育水平-领导	3.97	0.63	0.09	0.12
4.婚姻-领导	1.81	0.39	0.44***	0.34***	0.05
5.工龄-领导	5.81	3.97	0.07	0.30**	-0.07	0.31**
6.团队规模	32.57	92.33	-0.07	0.08	-0.28**	0.12	0.28*
7.团队跨界行为	4.63	0.68	0.05	-0.02	0.16	0.13	0.20*	-0.04	(0.62)
8.团队创造力	3.54	0.72	0.04	-0.15	0.03	-0.08	0.21*	0.07	0.33**	(0.93)

分组统计	员工跨界行为(X)→角色压力(M)→个体创造力(Y)
分组统计	第一阶段(P_MX)	第二阶段(P_YM)	间接效应 (P_MX×P_YM)	间接效应95%的置信区间
高角色宽度自我效能感	0.02	-0.35**	-0.01	[-0.02, 0.01]
低角色宽度自我效能感	0.10***	-0.35**	-0.03**	[-0.06, -0.01]
组间差异	-0.08**	0	0.02*	[0.01, 0.05]