管理者纳谏行为研究：认可—实施的两阶段视角

Voice behavior is a hot topic in the field of management, many studies and projects focus on how to promote employees' voice behavior. Although it has been widely demonstrated that voice has positive impacts on both individual outcomes and organizational effectiveness, one can not deny that the potential benefits associated with voice behavior may not be activated unless it is endorsed and implemented by managers in the work context. Nevertheless, it is surprising that only a very few studies have focused on managerial responses to employee voice, not to mention the lack of attention to managerial implementation of the voiced ideas. To fill this gap, in this project, we focus on the issue of voice-taking, and define voice-endorsement and voice-implementation as two stages of voice-taking. Based on a comprehensive literature review for voice behavior and advice-taking, we propose a voice-taking behavior model. In this model, based on the theory of social persuasion, we will first explore the the effects of voicer and voice on endorsement, and test the moderating effects of managerial traditionality and status of team running. Subsequently, we plan to examine the mediating effects of affect and perceived risk for the relationship between voice behavior and voice-endorsement. In our theoretical model, voice-endorsement is not equal to voice-implementation. Based on the theory of planned behavior, we propose that supervisor's expectancy and managerial self-efficacy will play moderating roles for the relationship between voice-endorsement and voice-implementation. Furthermore, we will test the effects of voice-implementation on team performance. We propose that voice-implementation has positive effect on team innovation performance, whereas there is a reversed U relationship between voice-implementation and team task performance. Finally, based on the results of empirical studies, we will propose a comprehensive solution for voice behavior and voice-taking, and test the effectiveness of the solution in real organizational context.

员工的进谏行为能否真正发挥作用取决于是否被上级采纳。本课题聚焦于管理者的纳谏行为（voice-taking），将其区分为认可谏言和实施谏言两个阶段，并提出了"进谏行为-认可谏言-实施谏言-影响效果"的理论模型。在该模型中，基于社会说服理论提出谏言者以及谏言因素会影响管理者对谏言的认可，管理者的传统性和团队运行状态则可能起到调节作用。在此基础上，本课题进一步提出进谏行为通过管理者情感和风险感知的中介作用影响管理者对谏言的认可。管理者认可谏言不一定会付诸实施，本课题基于计划行为理论分析了管理者实施谏言的内在机制，提出上级期望以及管理者自我效能在认可谏言与实施谏言之间起调节作用。对于管理者实施谏言的效果，本课题聚焦于对团队绩效的影响，提出管理者实施谏言对团队创新绩效有积极影响，对团队任务绩效则可能存倒U形影响。最后，整合课题的研究发现，提出改进员工进谏与管理者纳谏的综合管理对策。

本课题以纳谏行为为中心，展开了八个方面的研究：（1）管理者权力对采纳建言的影响及其内在机制，研究发现管理者的权力对其采纳建言有积极影响，管理者自我效能在权力与采纳建言之间起中介作用，管理者的权力距离对于管理者自我效能与采纳建言之间的关系有调节作用。（2）建言者特征对管理者采纳建言的影响，基于中国差序格局背景下上级归类下属的亲、忠、才模型，并结合情感、认知信任二维视角，以及信任的不确定性简化理论，研究发现关系、忠诚、才能对主管采纳下属建言有积极影响，以及情感信任、认知信任的中介作用。（3）由于价值观和心理需求的不同，员工建言行为的动机存在差异。基于动机视角，提出了利己式、双赢式、利他式的三维建言行为模型，进而分析其形成机制。（4）建言本质上是上下级的互动问题，不可避免地涉及到上级对下属建言行为的影响。我们重点探讨了互动公平、主管可信度的影响及其内在机制。（5）团队氛围对建言行为的影响。探讨了两种类型的氛围——团队合作氛围与团队制裁氛围对员工建言行为的影响，以及个体心理资本在上述影响关系中的中介作用。（6）创新实施研究，在梳理创新实施研究脉络的基础上，将创新实施区分为组织创新实施、个体参与式创新实施、个体源发式创新实施，并分析了三种创新实施的前因、后果以及内在机制，综合形成了创新实施研究框架。（7）组织行为领域扩展研究，探讨了员工偏离行为、工作嵌入、工作疏离感、临时雇佣等热门议题。（8）应用研究，探讨了无效工作行为、工作压力，公平感等与管理实践紧密相关的主题。