差异化组织变革情境下如何让员工更有创造力——基于创造力交互理论的组态分析  

How to Enhance Employee Creativity in the Context of Organizational Change: A Configuration Analysis Based on the Theory of Creativity Interaction

作　　者：朱苏丽[1] 原彤洁 龙立荣[3] Zhu Suli;Yuan Tongjie;Long Lirong(School of Management,Wuhan University of Technology;School of Entrepreneurship,Wuhan University of Technology,Wuhan 430070,China;School of Management,Huazhong University of Science and Technology,Wuhan 430074,China)

机构地区：[1]武汉理工大学管理学院 [2]武汉理工大学创业学院,湖北武汉430070 [3]华中科技大学管理学院,湖北武汉430074

出　　处：《科技进步与对策》2022年第24期141-150,共10页Science & Technology Progress and Policy

基　　金：国家社会科学基金项目(18BGL125)。

摘　　要：从创造力交互理论出发,以中国企业研发岗位员工为研究样本,运用fsQCA方法对企业中激发员工创造力的个体、领导、组织等多层面影响因素进行组态分析。探讨不同组织变革情境下组织多层面因素在员工高创造力产生过程中的差异机制,发现两种组织变革情境下3种激发员工创造力的路径模式,即激进性变革情境下的激情驱动模式和领导驱动模式,以及渐进性变革情境下的类亲情驱动模式。组织管理者可以根据不同的变革情境选择合适的管理方法,激发创新以推进变革进程。In the rapidly changing market environment, "organizational change" has become the necessity of survival and development for companies. There are two types of change in organizations: radical organizational change which is an intense adjustment and leap for organizational management;another is incremental organizational change which is a step-by-step approach to change over a longer period of time, resulting in a gradual and gentle revision and improvement of the organization. Both radical and incremental change involve changes in employees’ existing working patterns and potentially cause greater demands on their creativity. How can employees’ creativity be stimulated to make the change happen? What factors play more important roles in stimulating employee creativity in different types of organizational change? The answers to these questions are of great relevance to the search for ways to effectively stimulate employee creativity. However, existing research lacks an analysis of the interactive mechanism of multi-dimensional factors on employee creativity in organizational change situations, and does not distinguish different organizational change situations. There are differences in the impact of radical and incremental organizational change on the companies and the psychological perception of employees, and therefore there may be different paths for the stimulation of employee creativity between these two types of change. Woodman’s interaction theory of creativity suggests that individual creativity is influenced not only by individual factors, but also by the group and organizational context.According to the interaction theory of creativity, this paper explores the different configurations that stimulate high employee creativity in organizational change situations by incorporating organizational, leadership and individual multi-level factors from an integrative perspective. Specifically, it incorporates organizational change contexts, transformational leadership, Chinese family-like employee-organization

关 键 词：员工创造力 组织变革 类亲情交换 和谐激情 创造力交互理论 

分 类 号：F272.92[经济管理—企业管理]