管理者为什么纳言?——基于说服理论的研究  

The Reasons for Voice Endorsement:Research Based on Persuasion Theory

作　　者：张龙[1] 李想[1] 

机构地区：[1]河海大学商学院,江苏南京211100

出　　处：《外国经济与管理》2016年第9期80-92,共13页Foreign Economics & Management

基　　金：国家社会科学基金项目(15BGL094)

摘　　要：管理者是否纳言将对员工后续建言和组织变革产生影响。首先基于说服理论阐述左右管理者纳言的一个重要原因是建言是否具有说服力;其次,构建了一个管理者纳言的说服过程模型,认为建言的说服力主要体现在建言者、信息、情境和管理者四个方面;再者,阐述了与这四个方面密切相关的一些具体因素(建言者的内群体成员身份、专业性和可信赖性,建言性质、是否提供证据和解决方法,建言时机、组织规范、权力距离以及管理者的情绪和认知)对于管理者纳言的影响。本研究有助于深化理解员工建言的结果,而且对研究管理者纳言的发生机制有较大的参考意义。The voice endorsement from managers has impacts on subsequent employee voice behavior and organizational changes. Drawing on the persuasion theory, this paper firstly points out that voice persuasiveness is an important factor affecting voice endorsement. It then builds a persuasion process model of voice endorsement and argues that the voice persuasiveness is mainly embodied in four aspects, namely voice sources, information, context and managers. It next elaborates the effect of some specific factors closely related to these four aspects, i.e., employees＇ in-group membership, expertise ＆ trustworthiness, voice framing, evidence ＆ solution provided, voice timing, organizational norms ＆ power distance, and managers＇ affect ＆ cognition, on voice endorsement. It helps to deeply understand the consequences of employee voice, and provides reference significance for the research on the formation mechanism of voice endorsement.

关 键 词：员工建言 纳言 说服理论 过程模型 说服力 

分 类 号：F270[经济管理—企业管理]