组织任期与员工创新:基于地位属性和文化差异的元分析

Organizational Tenure and Innovative Behavior: A Meta-analysis Based on Status Attributes and Culture Differences

本文运用元分析技术对组织任期与员工创新行为间关系展开深入探讨,来源于76项实证研究的79个独立样本满足了元分析的标准(N=21659)。元分析结果发现,整体上员工组织任期对创新行为呈微弱正向影响(r=0.0 4);地位等级、职位任期、文化差异和测量工具等因素调节二者间关系,尤其是地位等级、职位任期与组织任期三项交互影响员工创新行为。具体而言,地位等级低且职位任期短的员工,其组织任期对创新行为呈正向影响;而在员工职位任期长的情况下,无论其地位等级高或低,组织任期对创新行为都呈负向影响。研究结果对于如何正确看待员工职业生涯不同发展阶段的创新行为提供了理论依据。

Meta-analysis method was used to aggregate results from studies examining the relationship between organizational tenure and innovative behavior. One dimension of job performance typically perceived as being outside the bounds of core task performance is innovative behavior, the extent to which employees generate new ideas, disseminate their and others＇ new ideas, and implement those ideas themselves or help others to do so. This study focused on innovative behavior issues in the workplace. The study purpose was to assess quantitatively the impact of individual organizational tenure on workplace innovative behavior. Seventy-six empirical studies, which included a total of 79 independent samples and 21659 participants, met the criteria for inclusion in the meta-analysis. This overall sample was also separated into subgroups for moderator analysis. Data was analyzed utilizing the Comprehensive Meta-analysis（CMA） program. The results show that organizational tenure, as a valuable construct, can effectively predict innovative behavior. Organizational tenure has a weak influence on employees＇ innovative behavior on the whole （r=0.04）, and the relationship between organizational tenure and innovative behavior is affected by a number of different factors. The factors of status hierarchy, position tenure, culture differences and innovative behavior measures all moderated the positive relationship between organizational tenure and innovative behavior. In addition, a three-way interaction among status hierarchy, position tenure and organizational tenure is found affected employee innovative behavior. Specifically, As predicted, for those employees with low status hierarchy and short position tenure, their organizational tenure may be related to their innovative behavior positively; On the other hand, when employees＇ position tenure was long, their organizational tenure may affect their innovative behavior negatively no matter their status hierarchies are high or low. The findings provide an accurate estimate of the relationship between organizational tenure and innovative behavior. The study is helpful in providing theoretical foundation and practical skills to such issues regarding how to trigger innovative behavior at different career stages correctly, and can guide the future innovative behavior research.