摘要
基于反馈干预理论和归因理论,通过两阶段405份配对样本数据,探讨领导者负面反馈对员工创新的积极作用。结果发现:高水平积极归因的员工在面对领导者的负面反馈时,更容易进行工作重塑;工作重塑对员工创新行为具有正向影响;高水平积极归因的员工在面对领导者的负面反馈时,会显著提升工作重塑水平,进而对其创新行为产生正向影响。
Based on the feedback intervention theory and attribution theory,this study discusses the positive effect of leaders'negative feedback on employee innovation by 405 paired sample data from two-time points.The results show that employee with high level positive attribution may contribute to job crafting;Job crafting has a significant positive effect on employee innovative behavior;employee with high level positive attribution may contribute to promote employee innovative behavior after experiencing leaders'negative feedback through improving job crafting.
作者
马璐
谢鹏
韦依依
乔小涛
Ma Lu;Xie Peng;Wei Yiyi;Qiao Xiaotao(School of Management, Guangxi University for Nationalities, Nanning 530006, China;School of Economics and Management, Guangxi University of Science and Technology, Liuzhou 545006, Guangxi, China;Warwick Business School,University of Warwick,Coventry CV47AL,UK;Alliance PKU Management Consultants Ltd, Beijing 100871, China)
出处
《科技进步与对策》
CSSCI
北大核心
2021年第12期144-150,共7页
Science & Technology Progress and Policy
基金
国家社会科学基金项目(20XGL014)。
关键词
负面反馈
积极归因
工作重塑
员工创新行为
Negative Feedback
Positive Attribution
Job Crafting
Employee Innovative Behavior
