企业管理创新“高—中—基”三层传递机制研究——TMT承诺、中层管理者支持与基层员工参与

“High-Middle-Base” Transmitting Mechanism of Enterprise Management Innovation——TMT Commitment, Middle Manager Support and Employee Participation

基于意义建构与意义给赋理论逻辑,本文探究了企业管理创新“TMT承诺—中层管理者支持—基层员工参与”的传递机制;同时,依据组织学习理论,引入组织沟通开放性和外部涉入作为调节变量。利用华南地区530份二阶段跟踪调查企业问卷数据进行实证检验,得到以下结论。TMT规范/情感承诺通过“基层员工直接模仿”(自下而上)与“中层管理者间接传导”(自上而下)的双重机制影响基层员工参与,而TMT持续承诺对基层员工参与的双重影响均不显著;与情感承诺相比,TMT规范承诺通过中层促进基层员工参与的间接效应更强。组织沟通开放性、外部涉入分别正向二阶调节TMT规范/情感承诺与中层管理者支持之间的关系,且两者也正向三阶调节TMT规范/持续承诺与中层管理者支持之间的关系,但是两者对中层管理者支持与基层员工参与之间关系的二阶和三阶调节效应均不显著。研究发现进一步明确了组织内不同层级员工以及内外情境在管理创新实施过程中的重要作用,并为我国企业如何更好提升基层员工管理创新参与提供有益启示。

Based on the theoretical logic of sense-making and sense-giving, it explored the effects of bypass and trickle-down through the mechanism of “TMT commitment-middle manager support-employee participation” for enterprises’ management innovation(MI). And according to the organizational learning theory, moderation of organizational communication openness(OCO) and external involvement(EI) were introduced as the moderation variables. Taking 530 manufacturing firms in the South China area as survey samples, it made empirical tests on the longitudinal data(1-year time lag). The results are as following. TMT normative/affective commitments affect employee participation through the dual way of “direct imitate ion effect” by employee and “indirect transmission effect” by the middle manager, but such effects are not significant between TMT continuance commitment and employee participation;the indirect transmission effect by the middle manager is stronger on TMT normative commitment than affective commitment. OCO/EI moderates the relationship with two-way interaction between TMT normative/affective commitment and middle manager support respectively, and they also have three-way moderating effect in the relationship between TMT normative/continuance commitment and middle manager support. However, the relationship between middle manager support and employee participation is not significantly affected by the two-way and three-way moderation by OCO and EI. The findings further clarify the roles played by different levels of employees and the important conditions in the implementation of management innovation, and provide useful practices for Chinese enterprises on enhancing the participation of first-line employees into management innovation.