若即,若离,还是可以兼顾?TMT社会互动对管理创新的影响

Close,Apart,or the Both:The Influence Mechanism of TMT Social Interaction on Management Innovation

在高管团队内部,CEO与高管成员开展怎样的社会互动才能更有效促进管理创新?源于西方情境的领导-员工交换理论和源于本土情境的上下级关系理论对此提出了不同的观点。其根源在于两种理论针对社会互动的场景、过程、内容和原则存在差异,导致出现理论与情境的不自洽。基于距离和感知为维度构建研究框架来分析高管团队内部的社会互动状态,可以看到两种理论分别从“若即”、“若离”两条路径解释了CEO与高管成员之间社会互动对管理创新的影响。结合实践,可以发现两种理论的解释存在互补性融合,进而增强对管理现象的认知,即CEO与高管成员之间通过实时调整和动态转换不同场景下的互动状态,能够同时采用“若即”和“若离”来实现彼此间从疏远到紧密的持续演进,从而更有效地提升管理创新。

What kind of social interaction should be formed between the CEO and senior management members within the Top Management Team(TMT)to promote management innovation more effectively?Although LeaderMember Exchange(LMX)and Supervisor-Subordinate Guanxi(SSG)analyze the social interaction between the CEO and executive members,there are differences in scenarios,processes,contents,and principles,leading to different viewpoints when explaining management practices,the result is mismatching between theory and context.To advance Chinese management research,it is crucial to achieve breakthroughs and innovations based on the perspective of theoretical fusion to enhance the interpretation of management practice.Building upon the connotations of both theories,a research framework is established,incorporating distance and perception as dimensions to explore different states of social interaction.It is evident that LMX theory and SSG theory can explain the social interaction between the CEO and executive members intendedly.There is complementarity in the mechanism of management innovation,where real-time adjustments and dynamic transitions in their interactive state promote the evolution from estrangement to closeness base on theoretical fusion.This mixed development approach,maintaining a certain distance while fostering closeness,facilitates the initiation and implementation of management innovation.