本文選題：領(lǐng)導(dǎo)-成員交換 + 內(nèi)部人身份認(rèn)知　； 參考：《蘭州財(cái)經(jīng)大學(xué)》2017年碩士論文

【摘要】：經(jīng)濟(jì)全球化的不斷深入、創(chuàng)新型國(guó)家目標(biāo)的逐漸明晰,使得員工創(chuàng)新行為已經(jīng)成為企業(yè)獲得競(jìng)爭(zhēng)優(yōu)勢(shì)的重要來(lái)源。在中國(guó),隨著組織內(nèi)外部環(huán)境的不斷變化和人才競(jìng)爭(zhēng)的日趨激烈,越來(lái)越多的企業(yè)領(lǐng)導(dǎo)通過(guò)與員工的關(guān)系交換獲得創(chuàng)新行為產(chǎn)出,于是學(xué)者開(kāi)始從組織的角度研究領(lǐng)導(dǎo)-成員交換行為。西方學(xué)者在該領(lǐng)域已得出不少有益的成果,而在中國(guó)文化背景下關(guān)于領(lǐng)導(dǎo)-成員交換對(duì)員工創(chuàng)新行為影響的研究還相對(duì)匱乏。本研究以此為切入點(diǎn),圍繞四個(gè)方面展開(kāi)研究,分別探討了領(lǐng)導(dǎo)-成員交換對(duì)員工創(chuàng)新行為的影響以及內(nèi)部人身份認(rèn)知和組織犬儒主義分別在其中起到的中介作用和調(diào)節(jié)作用,為企業(yè)制定人力資源政策提供了理論依據(jù)。本研究首先在研究背景和意義的基礎(chǔ)上,回顧了領(lǐng)導(dǎo)-成員交換、內(nèi)部人身份認(rèn)知、組織犬儒主義以及員工創(chuàng)新行為的相關(guān)理論,結(jié)合中國(guó)文化情境及國(guó)內(nèi)外研究現(xiàn)狀,提出了模型架構(gòu)及研究假設(shè)。其次,根據(jù)國(guó)內(nèi)外關(guān)于變量的權(quán)威量表設(shè)計(jì)了本研究的調(diào)查問(wèn)卷,通過(guò)書(shū)面紙質(zhì)版和網(wǎng)絡(luò)平臺(tái)版兩種數(shù)據(jù)收集方式得到有效問(wèn)卷368份,使用SPSS17.0對(duì)樣本進(jìn)行信度和效度分析以及相關(guān)性分析。最后,使用層級(jí)回歸的統(tǒng)計(jì)方法對(duì)回收數(shù)據(jù)進(jìn)行分析,結(jié)果表明:(1)領(lǐng)導(dǎo)-成員交換對(duì)員工創(chuàng)新行為具有正向影響作用;(2)內(nèi)部人身份認(rèn)知在領(lǐng)導(dǎo)-成員交換與員工創(chuàng)新行為之間起中介作用;(3)組織犬儒主義在領(lǐng)導(dǎo)-成員交換與員工創(chuàng)新行為之間起到負(fù)向調(diào)節(jié)作用,在內(nèi)部人身份認(rèn)知與員工創(chuàng)新行為之間起到正向調(diào)節(jié)作用。基于此,針對(duì)研究結(jié)果,從企業(yè)實(shí)踐和可操作性角度提出關(guān)于強(qiáng)化員工創(chuàng)新行為三個(gè)方面的管理啟示:一是構(gòu)建有序的領(lǐng)導(dǎo)-成員交換;二是加強(qiáng)員工內(nèi)部人身份認(rèn)知;三是維護(hù)和諧公正的組織氛圍。
[Abstract]:With the deepening of economic globalization and the gradual clarity of the goal of innovative country, employee innovation behavior has become an important source of competitive advantage for enterprises. In China, with the continuous changes in the internal and external environment of the organization and the increasingly fierce competition for talents, more and more business leaders obtain innovative behavior output through the exchange of relations with their employees. Therefore, scholars began to study leadership-member exchange behavior from the perspective of organization. Western scholars have made a lot of useful achievements in this field, but under the background of Chinese culture, the research on the influence of leader-member exchange on employees' innovation behavior is relatively scarce. This research focuses on four aspects: the influence of leader-member exchange on employee innovation behavior and the intermediary and regulatory roles of identity cognition and organizational cynicism. It provides a theoretical basis for enterprises to formulate human resource policies. Based on the background and significance of the research, this study reviews the theories of leader-member exchange, insider identity cognition, organizational cynicism and employee innovation behavior, combined with the Chinese cultural context and the current research situation at home and abroad. The model structure and research hypothesis are proposed. Secondly, according to the authoritative scale of variables at home and abroad, the questionnaire is designed, and 368 valid questionnaires are obtained by two kinds of data collection methods: written paper version and network platform version. SPSS17.0 was used to analyze the reliability, validity and correlation of the samples. Finally, the statistical method of hierarchical regression is used to analyze the recovered data. The results show that: (1) Leader-member exchange has a positive effect on employees' innovation behavior. (2) Insider identity cognition plays an intermediary role between leader-member exchange and employee innovation behavior.) Organization cynicism plays an intermediary role in leader-member behavior. Exchange and employee innovation behavior play a negative role in regulation, It plays a positive regulating role between the identity cognition of the insiders and the innovation behavior of the employees. Based on the research results, this paper puts forward three aspects of management enlightenment on strengthening employees' innovative behavior from the point of view of enterprise practice and maneuverability: one is to construct orderly leader-member exchange, the other is to strengthen the identity cognition of employees' insiders. Third, to maintain a harmonious and just organizational atmosphere.
【學(xué)位授予單位】：蘭州財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F272.92

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