团队建言结构与团队创新：一项基于网络结构视角的团队有效性研究

Given the rapid changes in business environments, team is widely used to make changes. By organizing people together for a common task, firms can effectively integrate the experties of their intellectual captial. Team innovation needs in-depth interaction among members to debate about different views. In their theory of conflicting demands in innovation, Bledow, Frese, Anderson, Erez and Farr (2009) suggest that interactions among members are liable to lead to divergent perspectives; consequently, the management of these differences will entail the regulation of such low-level conflicts and ultimately lead to innovative solutions. The richness of the interaction among team members depends largely on their openness to information exchange. However, research has shown that employees are often reluctant to speak up when they have potentially important information to share (Morrison, 2014). People often remain silence becaue they want to maintain group harmony and avoid interpersonal risks. Therefore, our research question is: How does a firm effectively motivate and manage members’ voice to each other, so to facilitate team innovation? ..In this proposal, we adopt a structural approach to address the above question. Our purpose is to examine team innovation by exploring the voice structure within teams. We define team voice structure as the interaction pattern within a team regrarding how team members make suggestions about work-related iss to each other. Different from the compositional approach to team performance which focuses on the attributes of a team’s members, structural theories focus on the patterns of interactions among them. According to this approach, interactions among members are inherently patterned and structured in nature, and are critical for the exchange of information and the coordination of tasks within teams (Crawford & Lepine, 2013). Researchers have adopted a similar perspective to examine employee creativity (Baer, 2010; Zhou, Shin, Brass, & Choi, 2009). However, it has not been fully utilized to understand team innovation. Therefore, we try to integrate the literature on employee voice and team innovation from a structural perspective. ..Three studies was proposed: First, we assume that different voice structures exist among teams. Some teams tend to have voice structures which are more favorable for team innovation than others. Thus, we propose to record participants’ interactions within teams following standard ethnographic practice. This dataset will be used for theorizing the dynamics of team voice structure. Second, we propose to examine the antecedences of team voice structure. Three antecedent variables are proposed to capture the leadership, task, and social attributes of a team. Two contingent variables are identified as well. Finally, we propose a moderated mediation model to theorize the influence of team voice structure on team innovainnovation. Key mediating and moderating varables are developed.

面对全球化的竞争压力和持续动荡的外部环境，企业应对的一个措施在于组建工作团队，以汇聚员工智慧对市场变化做出快速反应。团队创新需要每位成员敞开心扉，勇于讲出自己的观点和看法。但大多数的员工在工作中倾向于保持沉默而不是把自己的观点讲出来。针对这种困境，本项目提出了团队建言结构这一概念，以分析团队成员之间的建言互动为出发点，探讨团队成员间的建言互动对团队创新的影响。本项目共包括三部分：（1）通过定性研究并结合社会网络的分析方法，描述团队成员之间建言互动模式，完善团队建言结构的概念基础与理论内涵；（2）在概念发展的基础上，分析影响团队成员之间形成利于创新的建言结构的关键因素；（3）结合概念分析，进一步探讨团队建言结构如何通过促进了团队内部的学习行为和知识运用，最终提升团队创新水平。通过这三个研究，我们希望在构建理论贡献的同时，探讨企业如何进行有效的团队建言管理，提升团队创新水平。

团队创新需要有效地整合来自每一个成员的经验和智慧，但是研究显示大多数员工出于种种考虑并不愿意在工作中畅所欲言。针对这一矛盾情境，本项目的主要目的在于通过剖析团队成员之间的建言互动模式，探讨如何有效地将个体建言智慧整合、转换为团队创新成果，从而加深我们对团队创新机制的理解，进一步丰富和发展团队创新的理论研究。具体而言，本课题旨在以Crawford和LePine（2013）提出的关于团队有效性的结构性视角为理论出发点，通过分析团队成员之间的建言互动，将员工建言研究整合进入对团队创新的理解中，提出一个基于建言结构的团队创新模型。按照项目计划书的设想，课题组已经完成了以下三项重要的探索：第一、尝试论述了团队建言结构的概念，通过归纳法理清了团队建言结构的形成过程与理论内涵；第二、在对团队建言进行概念分析的基础上，课题组进一步研究了团队背景下的员工建言与团队创新关系，一定程度上理清了两者之间的作用机制和边界条件；最后，结合课题组在完成这一课题中的经验和教训，我们围绕中国情境下的组织行为特点进行了探讨和研究，以期将本项目执行中遇到的问题和经验进一步与同行共享。截止目前，课题负责人共有 7 篇文章被杂志接受和发表（分别是 Journal of Management, Journal of Organizational Behavior, Management and Organization Review, 心理学报, 管理学季刊, 中国人力资源开发），在主流管理学会议（如美国管理学会，AOM；中国管理国际学会，IACMR）报告文章 7 篇。目前在审文章 4 篇，其中英文文章 3 篇，中文文章 1 篇，均处于投稿或修改阶段。这些成果有望进一步推动对员工建言和团队创新的认识和理解。