员工建言如何影响团队有效性——基于微观动态性的分析视角  

Unpacking the Influence of Employee Voice on Team Effectiveness——A Micro-dynamic Perspective

作　　者：张丽美 梁建 Limei Zhang;Jian Liang(Antai College of Economics and Management,Shanghai Jiao Tong University;Advanced Institute of Business,Tongji University)

机构地区：[1]上海交通大学安泰经济与管理学院 [2]同济大学管理高等研究院

出　　处：《管理学季刊》2021年第3期42-60,183,184,共21页Quarterly Journal of Management

基　　金：国家自然科学基金项目“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”(71572111)和“团队内圈子关系、员工建言和团队创新绩效:基于团队微观动态性的观点”(71972147)。

摘　　要：随着建言行为研究的深入,这一领域的热点问题逐渐从个体研究向团队层面延伸和扩展。在团队建言研究中,研究者面临的一个关键挑战在于如何将个体建言行为延伸、整合为团队层面的建言行为,以揭示来自员工个体的建言行为如何影响了团队有效性。然而,目前还没有一个受到广泛认可的、针对团队建言的操作性定义。不一致的概念内涵和操作定义阻碍了研究者整合、理解关于团队建言不同的甚至相互矛盾的研究结果。针对这一缺陷,本文梳理了现有的研究进展,总结分析了现有的五种不同研究视角及其优缺点。在此基础上,我们尝试提出了微观动态性视角,通过分析团队成员之间的人际互动以及在此基础上形成的非正式圈子,阐述了员工建言影响团队有效性的可能途径和作用机制。最后,我们从微观动态性分析视角出发,提出了三个可能的研究方向以指导未来的团队建言研究。As the environment becomes uncertain and dynamic,organizations increasingly need a team-based structure to leverage team members’diverse expertise and realize the synergistic benefit of teamwork(Humphrey&Aime,2014;Kozlowski&Ilgen,2006;Van Knippenberg&Mell,2016).Voice behavior-the expression of work-related ideas and suggestions(Morrison,2011,2014)-is a key channel for transforming group members’expertise onto the team level(Detert et al.,2013;Sherf et al.,2018).Due to the importance of voice,scholars have paid ample attention to the employee voice(Morrison,2014;Chamberlin et al.,2017).Recently,this line of research has focused on analyzing how team member voice influences team effectiveness.A key challenge for researchers is how to operationalize voice behavior at the team level and unpack its effect on team outcomes.Unfortunately,various perspectives existed in the literature and resulted in inconsistent,even conflicting,research findings.Such a situation has prevented the development of voice research.To address this issue,we first reviewed previous research on the relationship between team member voice and team effectiveness.Based on this review,we summarized five different approaches to conceptualize and operationalize voice behavior at the team level,including a)Operationalizing team member voice as managerial reports,or manager-rated voice.This is the most direct and simple way to operationalize voice behavior at the team level;b)Operationalizing voice as the shared beliefs about speaking up behavior in groups.This operationalization requires a high level of consensus among group members about theirvoice behaviors;c)Operationalizing team member voice as the aggregation of individual voice behavior to the team level.This perspective does not require the consensus among group members,but largely ignores the interactions among group members;d)Measuring the structural attributes of employee voice within teams.This perspective takes into account the nonuniform voice patterns amongst team members.However,it i

关 键 词：员工建言 微观动态性视角 人际互动 团队有效性 

分 类 号：F272.92[经济管理—企业管理]