The Employee Relationship Analysis on Innovation Behavior of New Ventures Under the Organizational Psychology and Culture

Du, Sijin; Wang, Jianjun

doi:10.3389/fpsyg.2022.804316

Cited by 5 publications

(6 citation statements)

References 27 publications

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“…In the final analysis, organizational innovation ability comes from the innovation ability of its employees ( Getz and Robinson, 2003 ). The construction of an organizational environment will promote the formation of positive attitudes and behaviors of employees and stimulate their autonomy ( Du and Wang, 2022 ), and then increase the possibility of employees producing innovation behavior and other extra-role behaviors. According to social exchange theory, this study believes that there is an exchange relationship between the organization and the employees.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Tough Love: Impact of High-Performance Work System on Employee Innovation Behavior

2022

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Based on the social exchange theory, this paper discusses the impact of high-performance work system (HPWS) on employee innovation behavior, constructs the mediating model of challenge stress and the moderated mediation model, and explores the influence mechanism of HPWS on employee innovation behavior under the management mode of combining strictness and love formed by “strictness” under the effect of challenge stress and “love” given by perceived organizational support. Through hierarchical regression analysis of 227 employees’ survey data, the results show that HPWS positively influences employee innovation behavior. Challenge stress partially mediates the above relationship, and perceived organizational support positively moderates the mediating effect of challenge stress between HPWS and employee innovation behavior.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Tough Love: Impact of High-Performance Work System on Employee Innovation Behavior

2022

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“…In addition, much of the existing research has been based on employee and organizational identity claims. In addition, most existing research is based on employee and leadership perspectives, and organizational identity generally has a positive effect on innovation performance ( Du and Wang, 2022 ). The higher the organizational identity, the higher the job satisfaction of the individual and the more inclined to defend the organizational interests ( Mesmer-Magnus et al, 2018 ).…”

Section: Literature Review and Research Hypothesismentioning

confidence: 99%

“…The regulating effect of organizational identity can compensate for the negative impact of disordered organizational climate, and the dynamic and adjustable nature of the circle phenomenon and disordered pattern is thus verified ( Vuori and Huy, 2022 ). The shape ability of organizational identity provides a feasible means for organizations to solve the problem of disorderly patterns ( Du and Wang, 2022 ). The negative effects of digital empowerment are not caused by the limitations of digital technology itself, but rather digital empowerment amplifies the problems in organizational management to a certain extent, and is a contradiction between digital technology and traditional management models.…”

Section: Conclusion and Recommendationsmentioning

confidence: 99%

“…. The shape ability of organizational identity provides a feasible means for organizations to solve the problem of disorderly patterns(Du and Wang, 2022). The negative effects of digital empowerment are not caused by the limitations of digital technology itself, but rather digital empowerment amplifies the problems in organizational management to a certain extent, and is a contradiction between digital technology and traditional management models.…”

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The impact of digital empowerment on open innovation performance of enterprises from the perspective of SOR

Lingling

Li²

2023

Front. Psychol.

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IntroductionAs China’s digital transformation index continues to climb and market openness increases, the active implementation of open innovation embedded in digital innovation eco-networks is key to implementing sustainable innovation-driven strategies. The widespread use of digital technologies has broken through the traditional closed boundaries of enterprises and enhanced technology exchange, information communication and R&D collaboration with other innovation agents.However, many enterprises’ digital empowerment efforts only stay at the level of digital technology, but do not rise to the level of corporate strategy. How to comprehensively promote the change of enterprise digital empowerment and help enterprises build a sustainable open innovation ecosystem needs further research.MethodsThis article uses the structure equation model and the necessary condition analysis methods to combine the stimulus-organization-reaction (SOR) theory to analyze the conduction mechanism of digital authorization to open innovation from a cognitive perspective.Results(1) In the era of digital economy, digital empowerment emphasizes the initiative and adaptability of enterprises, and explores a sustainable digital road suitable for enterprises themselves; (2) Organizational emotional ability and organizational disordered atmosphere play a mediating role between digital empowerment and open innovation, but organizational emotional ability has a positive impact on open innovation, while organizational disordered atmosphere is the opposite. (3) Organizational identity positively regulates the relationship between the disordered atmosphere and open innovation.DiscussionThe development of digital technology has adapted deviations with traditional management models. Organizing the investment in digital construction should also pay attention to the digital training and digital thinking of organizational members.Organizations should provide organizational support through various channels, enhance employees’ organizational commitments to create a relationship -shaped psychological contract, regularly carry out digital education and organizational culture, reduce the differential atmosphere between teams, enhance the team’s awareness of cooperation and trust in the teamAnd overall consciousness.

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“…Therefore, the leaders of the organization should show solicitude for the impact of this phenomenon on the organization, give subordinates a sense of procedural fairness, and face the emergence of biased behavior and the emergence of differential order patterns. On the other hand, formulating more reasonable promotion and elimination channels can also effectively restrain the negative effect of the leaders' bias tendency (Du and Wang, 2022).…”

Section: Practical Implicationsmentioning

confidence: 99%

How leaders' bias tendency affects employees' knowledge hiding behavior: The mediating role of workplace marginalization perception

Xie

Wang

2022

Front. Psychol.

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Employees' knowledge hiding behavior has an essential inhibitory impact on organizational innovation and employee knowledge sharing. Accordingly, studying the antecedents and influencing mechanisms of employees' knowledge hiding behavior is quite necessary. In the perspective of leader–member exchange theory and resource conservation theory, the leaders' bias tendency will lead to the workplace marginalization perception of some employees and promote the generation of employees' knowledge hiding behavior. Thus, this research is intended to discuss the influence of leaders' bias tendency toward employees' knowledge hiding behavior, and to analyze the mediating effects of employees' perception of workplace marginalization and the moderating role of emotional commitment to the organization. The sample of this study covered 500 Chinese full-time corporate employees. The conclusions of the research indicate that the following: (1) Leaders' bias tendency is vitally and absolutely correlated with employees' knowledge hiding behavior; (2) Workplace marginalization perception plays an intermediary role between leaders' bias tendency and employees' knowledge hiding behavior; (3) Emotional commitment to the organization plays a negative moderating role between leaders' bias tendency and employees' knowledge hiding behavior; (4) Emotional commitment to the organization plays a negative moderating role between workplace marginalization perception and employees' knowledge hiding behavior. These findings will help organizations and managers to recognize the harm of bias tendency, regulate their own behaviors, and effectively reduce the generation of employees' knowledge hiding behaviors, thereby promoting knowledge sharing and innovative behaviors in organizations.

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The Employee Relationship Analysis on Innovation Behavior of New Ventures Under the Organizational Psychology and Culture

Cited by 5 publications

References 27 publications

Tough Love: Impact of High-Performance Work System on Employee Innovation Behavior

Tough Love: Impact of High-Performance Work System on Employee Innovation Behavior

The impact of digital empowerment on open innovation performance of enterprises from the perspective of SOR

How leaders' bias tendency affects employees' knowledge hiding behavior: The mediating role of workplace marginalization perception

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