【摘要】：十八大會(huì)議中,在中國(guó)未來(lái)的道路方式上,指出應(yīng)走具有創(chuàng)新特色的道路,即具有自主方式的創(chuàng)新型道路。李克強(qiáng)總理在2014年提出了“大眾創(chuàng)業(yè),萬(wàn)眾創(chuàng)新”的號(hào)召。信息技術(shù)時(shí)代,信息的快速傳遞性、更替性以及共享性在為企業(yè)帶來(lái)便利的同時(shí),也促使動(dòng)態(tài)環(huán)境下的企業(yè)面臨著前所未有的挑戰(zhàn)。企業(yè)作為國(guó)民經(jīng)濟(jì)持續(xù)、快速、穩(wěn)健發(fā)展的驅(qū)動(dòng)力量,積極響應(yīng)國(guó)家政策,推動(dòng)技術(shù)創(chuàng)新和人員創(chuàng)新(尤其是具有高新技術(shù)職能的知識(shí)型員工)已成為信息化背景下企業(yè)立足發(fā)展的必選戰(zhàn)略。創(chuàng)新時(shí)代的企業(yè)不僅需要完全服從于組織的員工,更希望員工能夠充分發(fā)揮自身的獨(dú)創(chuàng)性,運(yùn)用自身的獨(dú)特的創(chuàng)造力為企業(yè)帶來(lái)突破性的創(chuàng)新發(fā)展。因此,知識(shí)員工的創(chuàng)新行為如何激發(fā)和鼓舞則持續(xù)被眾多相關(guān)領(lǐng)域的研究者關(guān)注。領(lǐng)導(dǎo)作為企業(yè)財(cái)富的管理者,員工作為企業(yè)財(cái)富的創(chuàng)造者,如何將領(lǐng)導(dǎo)風(fēng)格和員工行為有效結(jié)合實(shí)施創(chuàng)新發(fā)展戰(zhàn)略尤為重要。變革型領(lǐng)導(dǎo)自身獨(dú)特的創(chuàng)造性與魅力特質(zhì)在相關(guān)學(xué)者結(jié)合心里授權(quán)視角、員工滿意度視角下均被證實(shí)可推進(jìn)員工的創(chuàng)新行為,但從情感視角對(duì)于兩者關(guān)系的研究尚且涉及較少。本文忠于情感立場(chǎng),以組織承諾作為研究?jī)烧哌B接橋梁的傳遞因子,進(jìn)一步組建模型架構(gòu),運(yùn)用數(shù)據(jù)調(diào)研充分加以證實(shí)�；趯�(duì)本研究所涉及概念的文獻(xiàn)梳理,在理論論證的基礎(chǔ)上建立本研究模型結(jié)構(gòu)同時(shí)提出假設(shè),通過(guò)對(duì)調(diào)研數(shù)據(jù)進(jìn)行相關(guān)回歸分析處理,進(jìn)一步驗(yàn)證所提假設(shè),得出本研究結(jié)論,主要有以下幾點(diǎn):變革型領(lǐng)導(dǎo)中除德行垂范因子外,其余三個(gè)因子均積極顯著影響知識(shí)員工創(chuàng)新行為;組織承諾在變革型領(lǐng)導(dǎo)及其除德行垂范因子外的其他三個(gè)因子作用于知識(shí)員工創(chuàng)新行為的過(guò)程中均起到了中介效應(yīng)。相較之前探究則不同之處為,應(yīng)用情感因子考核變革型領(lǐng)導(dǎo)對(duì)知識(shí)員工創(chuàng)新行為的效應(yīng),從而對(duì)兩者的相關(guān)的研究加以補(bǔ)充。同時(shí)結(jié)合本研究結(jié)果,對(duì)于企業(yè)如何實(shí)施創(chuàng)新發(fā)展戰(zhàn)略給予相對(duì)的指導(dǎo)。
[Abstract]:In the Congress of the 18th National Congress of China, it is pointed out that we should take the road with innovative characteristics, that is, the innovative road with independent ways. Prime Minister Li Keqiang called for mass entrepreneurship and innovation in 2014. In the age of information technology, the rapid transmission, replacement and sharing of information not only bring convenience to enterprises, but also promote the enterprises in dynamic environment to face unprecedented challenges. As a driving force for the sustained, rapid and steady development of the national economy, enterprises actively respond to national policies, Promoting technological innovation and personnel innovation (especially knowledge workers with high and new technology functions) has become a necessary strategy for enterprises to base themselves on development under the background of information technology. In the era of innovation, enterprises not only need to give full service to the employees of the organization, but also hope that the employees can give full play to their own originality and make use of their unique creativity to bring breakthrough innovation and development to the enterprises. Therefore, how to stimulate and inspire the innovation behavior of knowledge workers has been concerned by researchers in many related fields. As the manager of enterprise wealth and the creator of enterprise wealth, it is very important for leaders to combine leadership style and employee behavior effectively to implement innovative development strategy. The unique creativity and charisma of transformational leadership have been proved to promote employees' innovation behavior from the perspective of psychological empowerment and employee satisfaction, but there is little research on the relationship between them from the perspective of emotion. This paper takes organizational commitment as the transfer factor to study the bridge between the two, and further establishes the model structure, which is fully verified by data research. Based on the literature review of the concepts involved in this study, the structure of the research model is established on the basis of theoretical argumentation, and the hypothesis is put forward at the same time, and the hypothesis is further verified by the correlation regression analysis of the investigation data. The main conclusions of this study are as follows: in transformational leadership, except the moral factor, the other three factors have a positive and significant impact on the innovation behavior of knowledge workers; Organizational commitment plays an intermediary role in the process of transformational leadership and its other three factors acting on the innovation behavior of knowledge workers. The difference is that using emotion factor to assess the effect of transformational leadership on the innovation behavior of knowledge workers, so as to supplement the related research. At the same time, combined with the results of this study, it provides relative guidance on how to implement innovative development strategy.
【學(xué)位授予單位】：甘肅政法學(xué)院
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92

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