“好公民”还是“坏苹果”?吹哨行为对团队关系冲突的双元影响机制  

“Good citizen”or“Bad apple”?The dual effects of whistleblowing on team relationship conflict

作　　者：于维娜 李冬冬 李敏 YU Weina;LI Dongdong;LI Min(School of Business,Shandong Normal University,Jinan 250358,China;School of Economics and management,University of Science and Technology Beijing,Beijing 100083,China)

机构地区：[1]山东师范大学商学院,山东济南250358 [2]北京科技大学经济管理学院,北京100083

出　　处：《管理工程学报》2025年第3期44-57,共14页Journal of Industrial Engineering and Engineering Management

基　　金：国家自然科学基金项目(71802118);国家社会科学基金项目(22FGLB096)。

摘　　要：吹哨看似是一种个人行为,但由于其匿名性和对不当行为事件的披露作用,如同向平静的湖面丢入一颗石子,所泛起的水波即产生的影响易引发团队成员的情绪反应,对成员间的关系合作产生影响。本文整合情绪认知评价理论和情绪调节策略,提出了吹哨行为对团队关系冲突的双元影响模型。基于对3个时间点收集到的84个团队样本的实证分析发现以下结论:(1)吹哨行为通过挑战型评估负向作用于团队关系冲突;吹哨行为通过阻碍型评估正向作用于团队关系冲突;(2)认知重评和表达抑制在以上路径中存在调节作用。具体地,当吹哨行为发生时,高认知重评的团队成员会更倾向于进行挑战型评估,进而减少团队关系冲突;高表达抑制的团队成员会更倾向于进行阻碍型评估,进而增加团队关系冲突。以上研究结论加深了对吹哨行为在团队层面的后效及后效机制的认知,同时为团队对吹哨行为的干预管理提供了必要的现实启示。Despite the seemingly trivial nature of misconducts,failure to rectify them adequately may result in organizational members passively accepting and disregarding the covert norms,or even actively engaging in them for personal advantage.As these minor issues accumulate and eventually necessitate public disclosure,the organization will face a crisis,thereby inflicting harm upon the lives and property of the general public.Organizations can effectively mitigate misconducts through top-down management control methods,such as cultural construction and moral training.However,the presence of hidden rules beyond the purview of explicit laws and regulations introduces ambiguity in the punishment of misconduct.Consequently,relying solely on traditional management controls becomes challenging in the endeavor to curb misconducts.Numerous empirical studies have demonstrated the efficacy of whistleblowing as an ethical management tool within organizations.Nevertheless,As of right now,there are relatively few researches regarding the effects of emotion regulation strategies on the emotional response of team members after witnessing or indirectly contacting whistleblowers.Drawing upon the cognitive appraisal theory of emotion,this study perceives whistleblowing as an environmental occurrence that elicits an emotional response among team members.Further,the theory of emotion regulation process emphasizes that emotions occur as a result of a process,in which individual emotion regulation strategies influence how emotions are experienced and expressed.The daily interaction among team members can intensify emotions,akin to the impact of a stone thrown into a tranquil lake,leading to a ripple effect that shapes the emotional atmosphere within the team,which influences the team′s cognitive evaluation and relationship dynamics.Therefore,the appraisal of whistleblowing as either a challenge or a hindrance by team members will yield distinct consequences for team dynamics and collaborative conduct.It is important to acknowledge that whi

关 键 词：吹哨行为 情绪认知评价理论 团队关系冲突 情绪调节策略 

分 类 号：F272.92[经济管理—企业管理]