助推器还是绊脚石:职场友谊对研发人员创新绩效的影响研究——一个有调节的中介作用模型

Booster or Obstacle:Research on Mechanism of Workplace Friendship on R&D Employees'Innovation Performance——A Moderated Mediation Model

基于角色理论视角,以企业创新的主力军——研发人员为研究对象,探究职场友谊对高新技术企业研发人员创新绩效的作用机制与边界条件。300份有效样本的实证分析发现:①职场友谊显著影响研发人员创新绩效;②角色冲突在职场友谊与研发人员创新绩效关系中具有完全中介作用;③组织支持感调节职场友谊对角色冲突的正向影响,即组织支持感越高,职场友谊对角色冲突的正向影响越弱,反之越强;④组织支持感调节职场友谊经由角色冲突对研发人员创新绩效的负向间接作用,即组织支持感越高,其负向间接作用越弱,反之越强。以期为提升研发人员创新绩效的组织管理实践提供理论依据与决策参考。

Repeated global epidemics,intensified regional conflicts,increasingly diverse needs and rapid changes in science and technology have led to increasingly volatile,uncertain,complex and ambiguous external environment.As a result,greater demands are put forward for enterprise innovation.R&D employees are the key subject and important source of enterprise innovation.In the context of Chinese relational society,workplace friendship determines their creativity generation,technology selection,innovation implementation and realization.On the one hand,workplace friendship will promote positive identity development and mutual cooperation,so as to improve the innovation performance.On the other hand,workplace friendship needs a lot of time,energy and other resources to maintain,so as to reduce the innovation performance.There is no consensus on whether workplace friendship is a"booster"or a"stumbling block".Based on above,according to the role theory,the research aims to explore the mechanism and boundary conditions of workplace friendship on the innovation performance of R&D employee in high-tech enterprises.The empirical analysis of 300 valid samples through questionnaire surveys indicates the follow conclusions through literature research,questionnaire survey,common method deviation test,descriptive statistics,correlation analysis,multiple regression,Bootstrapping test,and so on.Firstly,workplace friendship significantly influences innovation performance of R&D employee.Secondly,role conflict has a fully mediating role in the relationship between workplace friendship and innovation performance of R&D employee.Thirdly,perceived organizational support moderates the positive effect of workplace friendship on the role conflict,that is,when perceived organizational support is higher,the positive effect of workplace friendship on the role conflict is weaker,vice versa.Finally,perceived organizational support moderates the negative indirect effect of workplace friendship on the innovation performance of R&D employee through the role conflict,that is,when perceived organizational support is higher,the negative indirect effect of workplace friendship on innovation performance through role conflict is weaker,vice versa.Therefore,it can provide theoretical basis and decision-making reference for the organizational management practice of R&D employees'innovation performance improvement.The theoretical contributions of this study are as follows.Firstly,it explores the negative impact of workplace friendship on R&D employees'innovation performance in the Chinese context,and supplements the negative research perspective of the impact of workplace friendship on the R&D employees'innovation performance.Secondly,it clarifies the mediating mechanism of role conflict and opens the black box mechanism of workplace friendship’s negatively affecting on the innovation performance.Thirdly,it examines the moderating effect of perceived organizational support and expands the boundary conditions for the role mechanism of workplace friendship of R&D employees.Finally,it expands the application field of role theory and enriches the theoretical perspective of workplace friendship influence research.The implications of this research conclusions are as follows.Firstly,enterprises should formulate management strategies to manage the workplace friendship of R&D employees to alleviate inherent tensions and resulting role conflicts.Secondly,R&D employees can draw personal network relationship diagram,manage friendship needs and work difficulties,and prevent becoming the friendship network center in the workplace,so as to reduce the emotional dependence and resource consumption of friends.Finally,managers can create an organizational supportive atmosphere and improve the responsibility orientation and subsequent internal-external role performance of R&D employees.