团队建言氛围结构及其形成机制

As challenging-promotive extra-role behavior, the seminal empirical study on employee voice behavior can be traced to Van Dyne & LePine (1998). Previous studies on employee voice behavior were mostly conducted at the individual level, which are incomprehensive when we consider the whole terrain of this behavioral phenomenon. In addition, the research findings derived from individual level analysis can not be generalized to team or group level. There is significant behavioral variance between teams or groups. Furthermore, employees' behavior would influence the organizational effectiveness more directly only when they were put in the team/group level or the organization level. Therefore, the study on employee voice from team or group level is of more ecological and practical significance. Actually, this idea has become a new trend in the whole academia on employee voice behavior. This project, after analysing and summing-up the past research, seeks to explore the construct and mechanism of group voice climate on the basis of the theory of emergence (Kozlowski & Klein, 2000) and social interaction (Schneider & Reichers,1983) from three aspects: (1) the construct of group voice climate in the Chinese context, and its nomological network relationship with related constructs, such as group safety climate, group initiative climate,etc. (2) the emergence of group voice climate, particularly the compilation of individual factors of group member, which include conscientiousness,extraversion, collectivism, power distance orientation and Zhongyong thinking style; (3)the mechanism of group voice climate, which is a social- interaction based team-level study. Study 3 consists of two kinds of independent variables, one is about team leadership, which includes paternalistic leadership and transformational leadership, the other is about team composition. Study 3 will also test the mediating process of leader-member exchange and team-member exchange in between the two kinds of independent variables and group voice climate. The project is expected to uncover a new direction for employee voice research. It is also hopeful that our research findings can shed light on the reseach of voice behavior and team creativity, and can provide the theoretical basis for team innovation and knowledge management in practice as well.

员工建言是一种具挑战性的主动角色外行为。过去的建言行为研究大都从个体层来探索，但个体层研究没有充分刻画该现象全景，且个体层行为规律并不能自动概化到团队层。团队之间存在着明显的行为差异。对组织而言，员工行为只有落脚到团队或组织层面才能更直接地影响其效能。因此，从团队层面来研究员工建言更具有生态和现实意义，该观点也已成为该领域学术界的新动向。经对以往研究的总结分析，以涌现理论(emergence)、社会交互理论（social interaction）等为基础，本项目拟从三个方面对团队建言氛围（group voice climate, GVC）及其形成机制进行系列探索，分别是：（1）团队建言氛围的结构探索和验证；（2）团队建言氛围的涌现：成员个体因素的合成研究；（3）团队建言氛围的形成：基于社会交互的团队研究。研究有望开启建言行为研究的新方向，所得结果还有望对团队创新和知识管理实践提供理论依据。

综合以往建言行为研究不难发现，前人研究大多都把建言行为放在个体层面来探讨，把其视作一种个体层现象来考察，而跨层次研究，尤其是在团队或群体层面来研究建言行为则较为少见，这有望成为下一阶段建言行为研究的一个新方向。以涌现理论(emergence; Kozlowski & Klein, 2000)、社会交互理论（social interaction; Schneider & Reichers,1983）等理论为基础，本项目从三个方面对团队建言氛围（group voice climate, GVC）进行了系列探索，分别是：.（1）团队建言氛围的结构探索和验证。我们探索了团队建言氛围的结构，发现它是一个由言路畅通氛围、领导纳言氛围、群策群力氛围和人际融洽氛围4个维度构成的多维构念。.（2）团队建言氛围的涌现：成员个体因素的合成研究。我们研究发现，团队责任心、外向性、主动性人格最小值能正向预测团队建言氛围（且作用强于最大值），团队建言行为起中介作用；团队权力距离倾向最大值对团队建言氛围有负向作用（且作用强于最小值），团队建言行为起中介作用；团队政治技能最小值能正向预测团队建言氛围（且作用强于最大值）。.（3）团队建言氛围的形成：基于社会交互的团队研究。我们研究得出，团队成员交换与任务交互性共同影响团队建言氛围的形成。此外，我们还发现，变革型领导对团队建言氛围有显著正向影响，同时团队创新氛围正向调节变革型领导与团队建言氛围之间的关系。. 我们还探索并证实了团队建言氛围与团队绩效以及团队决策效能等校标变量之间的正向关系，此外还证实了变革型领导通过皮格马列翁机制对建言行为的影响等，以及证实了威权领导对建言的负向作用等。