發(fā)布時(shí)間：2018-10-23 20:20

【摘要】：由于信息科技的蓬勃發(fā)展和我國(guó)“互聯(lián)網(wǎng)+”的戰(zhàn)略性政策扶持,近年來(lái)我國(guó)互聯(lián)網(wǎng)企業(yè)取得了長(zhǎng)足的發(fā)展,具有良好專業(yè)素養(yǎng)和技能的知識(shí)型人才大量涌入互聯(lián)網(wǎng)企業(yè)。由于工作任務(wù)相對(duì)繁重,壓力較大,越來(lái)越多的互聯(lián)網(wǎng)企業(yè)采用團(tuán)隊(duì)形式開(kāi)展工作。團(tuán)隊(duì)中成員的差異化在一定程度上會(huì)阻礙整個(gè)團(tuán)隊(duì)的績(jī)效,但是,利用好這個(gè)差異也可以提高績(jī)效值。共享領(lǐng)導(dǎo)是一種群體內(nèi)部互動(dòng)影響的過(guò)程,需要成員建立良好的期望值,積極學(xué)習(xí),相互合作,共擔(dān)領(lǐng)導(dǎo)責(zé)任,把提升團(tuán)隊(duì)績(jī)效作為共同目標(biāo)。本文以共享領(lǐng)導(dǎo)為中介變量,通過(guò)實(shí)證分析探究了團(tuán)隊(duì)異質(zhì)性對(duì)互聯(lián)網(wǎng)企業(yè)團(tuán)隊(duì)績(jī)效及其內(nèi)部因素的影響,為互聯(lián)網(wǎng)企業(yè)團(tuán)隊(duì)的管理提出有效建議。以京津冀、上海等地的互聯(lián)網(wǎng)企業(yè)知識(shí)型團(tuán)隊(duì)為樣本,在相關(guān)研究假設(shè)的基礎(chǔ)上構(gòu)建異質(zhì)性、共享領(lǐng)導(dǎo)和團(tuán)隊(duì)績(jī)效理論模型進(jìn)行實(shí)證分析。從團(tuán)隊(duì)異質(zhì)性、共享領(lǐng)導(dǎo)、團(tuán)隊(duì)績(jī)效三個(gè)方面選取了8個(gè)指標(biāo),通過(guò)SPSS20.0軟件開(kāi)展因子分析、相關(guān)分析以及回歸分析,驗(yàn)證研究假設(shè)。結(jié)果表明:第一,社會(huì)分類異質(zhì)性和價(jià)值觀異質(zhì)性對(duì)團(tuán)隊(duì)績(jī)效產(chǎn)生顯著的負(fù)向作用,但是信息異質(zhì)性對(duì)團(tuán)隊(duì)績(jī)效存在顯著正向影響。第二,共享領(lǐng)導(dǎo)對(duì)團(tuán)隊(duì)績(jī)效起正向作用。第三,信息異質(zhì)性和價(jià)值觀異質(zhì)性對(duì)共享領(lǐng)導(dǎo)影響顯著,而社會(huì)分類異質(zhì)性對(duì)共享領(lǐng)導(dǎo)的作用則并不顯著。第四,共享領(lǐng)導(dǎo)中介作用部分成立。細(xì)化來(lái)看,共享領(lǐng)導(dǎo)在社會(huì)信息異質(zhì)性、價(jià)值觀異質(zhì)性與團(tuán)隊(duì)績(jī)效間起到部分中介作用,但其在社會(huì)分類異質(zhì)性和團(tuán)隊(duì)績(jī)效間的中介作用未得到驗(yàn)證。針對(duì)實(shí)證分析結(jié)果,提出如下建議:第一,招聘人才時(shí)要考慮團(tuán)隊(duì)異質(zhì)性因素,適度減少屬性差異增加信息差異,全面考察應(yīng)聘者對(duì)工作和生活的認(rèn)知,吸納個(gè)人價(jià)值觀與本企業(yè)團(tuán)隊(duì)文化相符合的人員;第二,設(shè)置開(kāi)放式的辦公環(huán)境,提升工作坦誠(chéng)度透明度,增強(qiáng)工作互動(dòng)的有效性;第三,為團(tuán)隊(duì)成員提供適當(dāng)?shù)膶W(xué)習(xí)機(jī)會(huì),加強(qiáng)共享領(lǐng)導(dǎo)培訓(xùn),滿足員工對(duì)工作和個(gè)人成長(zhǎng)的需求;第四,建立良好的共享領(lǐng)導(dǎo)氛圍,適時(shí)開(kāi)展員工內(nèi)部活動(dòng),提升成員在團(tuán)隊(duì)中物質(zhì)和精神方面的歸屬感。
[Abstract]:Due to the vigorous development of information technology and the strategic policy support of "Internet" in China, Chinese Internet enterprises have made great progress in recent years, and a large number of knowledgeable talents with good professional qualities and skills have poured into Internet enterprises. Because the task is relatively heavy and the pressure is great, more and more Internet enterprises use team to carry out their work. The differentiation of the members in the team will hinder the performance of the whole team to some extent, but the use of this difference can also improve the performance value. Shared leadership is a process of inter-group interaction, which requires members to establish good expectations, learn actively, cooperate with each other, share leadership responsibilities, and take the promotion of team performance as the common goal. Taking shared leadership as the intermediary variable, this paper explores the influence of team heterogeneity on team performance and its internal factors through empirical analysis, and puts forward effective suggestions for the management of Internet enterprise team. Taking the knowledge teams of Internet enterprises in Beijing, Tianjin, Hebei, Shanghai and other places as samples, the heterogeneity, shared leadership and team performance theoretical models are constructed on the basis of relevant research hypotheses to carry out empirical analysis. Eight indicators are selected from three aspects of team heterogeneity, shared leadership and team performance. The research hypotheses are verified by factor analysis, correlation analysis and regression analysis with SPSS20.0 software. The results show that: first, social classification heterogeneity and value heterogeneity have a significant negative effect on team performance, but information heterogeneity has a significant positive impact on team performance. Second, shared leadership plays a positive role in team performance. Thirdly, information heterogeneity and value heterogeneity have significant influence on shared leadership, while social classification heterogeneity has no significant effect on shared leadership. Fourth, sharing the role of leadership intermediary part established. In detail, shared leadership plays a part of intermediary role between social information heterogeneity, value heterogeneity and team performance, but its intermediary role between social classification heterogeneity and team performance has not been verified. According to the results of empirical analysis, the following suggestions are put forward: first, when recruiting talents, we should consider the factors of team heterogeneity, appropriately reduce the attribute differences and increase information differences, and comprehensively investigate the cognition of job and life. The second is to set up an open office environment, to enhance the transparency of work, to enhance the effectiveness of work interaction; third, to provide appropriate learning opportunities for team members. Strengthen the training of shared leadership to meet the needs of employees for work and personal growth; fourth, establish a good shared leadership atmosphere, timely conduct activities within the staff, enhance the members of the team in the material and spiritual sense of belonging.
【學(xué)位授予單位】：中國(guó)地質(zhì)大學(xué)(北京)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F49

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