学术视界 | 幸福感与商业模式创新：组织信任的跨层次作用
幸福感与商业模式创新：组织信任的跨层次作用
王炳成1，冯月阳1，张士强1，2
(1.山东科技大学 经济管理学院，山东 青岛266590；
2.济南大学 商学院，山东 济南250022)
摘要：当前商业模式创新的研究主要集中于组织层面，关于商业模式创新主体的定量研究仍相对较少。论文基于商业模式创新过程观，构建了创新者幸福感、组织信任与商业模式创新三者之间的跨层次关系模型，并在50个商业模式创新团队的457份有效问卷基础上，应用跨层次分析的方法，层层递进应用零模型、随机系数模型、截距模型和斜率模型进行了实证检验。研究结果表明：（1）幸福感对商业模式创意和商业模式应用的影响均达到显著性水平；（2）同事信任和上级信任对商业模式创意和商业模式应用的影响均未达到显著性水平；（3）上级信任在幸福感与商业模式应用的关系中起到调节作用，但在幸福感与商业模式创意的关系中未起到调节作用；（4）同事信任在幸福感与商业模式创意和商业模式应用的关系中的调节作用均达到显著性水平。在此基础上，论文对研究结果进行了讨论分析，并给出了相应的建议。
关键词：幸福感；商业模式创新；组织信任；跨层次研究
主要研究结论：
（1）创新者幸福感对商业模式创意和应用均具有显著的正向影响
幸福感体现了团队成员在生活、工作和心理等方面的满意程度，是一种积极情感和心理体验。根据Fredrickson的拓展-建构理论，积极情感体验可拓展创新者的瞬时思维，而这种瞬时的“灵光一现”往往能够促进商业模式创意的产生。此外，邹琼、佐斌和代涛涛所发展的幸福感外溢-交叉动态模型指出，创新者的幸福感会外溢到创新团队中，使得团队中每个创新者的幸福感均得以提升，并间接影响其工作行为和创新绩效，论文的研究结果也表明了这一模型的合理性，拓展了其在商业模式创新领域的应用。
（2）同事信任和上级信任均未对商业模式创意和应用产生显著性影响
该结果与易加斌、谢冬梅和高金微等学者的研究结论一致，即组织信任并不会直接影响商业模式创新。苏涛等指出，信任更多是改善创新团队成员之间的关系，而非促进成员创造性思维和创新性想法的产生，也不会显著提升成员完成任务的能力。还有学者发现，过高的信任水平甚至会降低创新团队成员彼此间的监督，导致团队成员趋于寻求观念的一致性，降低成员的灵活性和创造力。未来研究可探讨组织信任是否可通过其他中介变量对商业模式创新产生影响。
（3）上级信任能够在幸福感与商业模式应用的关系中起到显著调节作用，且在高上级信任氛围中，幸福感对商业模式应用的影响作用更强，但上级信任未能在幸福感与商业模式创意的关系中起到显著调节作用
根据领导-成员交换理论（LMX），上级信任会形成一种内在的激励机制，促使下属主动完成上级的委托和安排，导致创新团队成员对工作更加投入，并愿意付出更多的资源和努力。因此，在上级信任氛围中，拥有幸福感的创新者会投入更多的资源和努力，以促进商业模式创意的应用。与此不同，商业模式创意的产生更多的时候需要的是发散性思维，需要的是瞬间的“灵光一现”，而非仅仅勤奋努力就可以产生的，这可能是导致上级信任在幸福感与商业模式创意的关系中未起到调节作用的原因。
（4）同事信任在幸福感与商业模式创意和商业模式应用的关系中的调节作用均达到了显著性水平，即在高同事信任氛围中，幸福感对商业模式创意和商业模式应用的促进作用更强
根据社会交换理论，同事信任能够促进创新团队成员之间的知识共享，促使拥有幸福感的创新者能够更好地发挥自身的创造性思维和创新能力。同时，在同事信任环境下，创意实施人员更容易得到同事各方面的援助和支持，从而克服在实施商业模式创意过程中遇到的困难，推动商业模式创新的实现。
Well-being and business model innovation: The cross-level moderating effect of organizational trust
Wang Bingcheng1, Feng Yueyang1, Zhang Shiqiang1,2
(1. College of Economic and Management, Shandong University of S&T, Qingdao 266590, Shandong, China;
2. Business School, University of Jinan, Jinan 250022, Shandong, China)
Abstract:Although current studies have made a lot of progress in the conceptual research, scope and novelty of business model innovation and its impact on organizational performance, there are relatively few studies on the subjects of business model innovation, especially quantitative researches relevant to business model innovation subjects.
This study intends to develop a model on the relationship among well-being, organizational trust and business model innovation, and empirically tests the model by collecting data through questionnaires. Considering the process perspective, business model innovation includes two stages, namely business model creativity and business model application, which belongs to the individual level as the same as innovator′s well-being, while the organizational trust of this study belongs to the group level. The three constructs may have nested relationships, so this study is conducted using a hierarchical linear model (HLM) that is suitable for cross-level analysis.
In this study, items regarding well-being are adapted from Yan Kaisheng (2011) questionnaire of subjective well-being, which consisted of 5 items. The questionnaire of business model innovation references the work by Kleysen & Street (2001), Scott & Bruce (1994) and Wang Bingcheng (2016), which designs 14 items. Organizational trust adopts the questionnaire of Xu Daoran and designs 14 items. All items are measured by the five-point Likert scale. This study collects data from the business model innovation team of enterprises. 60 sets of questionnaires were initially issued to teams, with 10 for each team. Questionnaires are sent in January 2018 and retrieved in March 2018. Finally, 457 valid questionnaires are obtained from 50 business model innovation teams.
As is tested, the rwg value of superior trust and colleagues trust have reached the standard. On the whole, the superior trust dimension and the colleagues trust dimension of 50 teams have within-group agreement, which meet the requirement for aggregation. ICC (1) and ICC (2) of superior trust and colleagues trust also meet the criteria given by James (1982), indicating that there is obvious between-group variation between superior trust and colleagues trust, that is, the level of superior trust and colleagues trust in different innovation teams are significantly different, and showing the rationality of cross-level analysis. Then, SPSS 18 is adopted for reliability test and AMOS 18 is used for validity test. With both reliability and validity meet the standard requirements, HLM 6.04 is used for cross-level analysis of the model. On this basis, according to the recommendations of Raudenbush & Bryk (2002) and Wang Yucong (2011), in the HLM analysis, we conducts test followed by the steps from simple to complex and low to high, and examined the empty model of business model creativity and business model application (testing whether the collected data has within-group consistency), the random coefficient regression model (testing direct effect of well-being), the intercepts as outcomes model (testing the direct effect of organizational trust), and the slopes as outcomes model (testing the moderating effect of organizational trust).
The study finds that: (1) Well-being has a significant positive impact on business model creativity and business model application. Well-being is the satisfaction of team members with life, work and psychology, stating a positive emotional and psychological experience. According to Fredrickson′s (2001) broaden-and-build theory, the positive emotional experience can expand the innovator′s instantaneous thinking, which can usually promote the creation of business model creativity. In addition, the dynamic spillover-cross model of well-being points out that well-being will spill over into the innovation team, which will enhance the well-being of each innovator in the team and indirectly affect their work behavior and innovation performance. The results of this study also illustrate the rationality of this model and expanded its application in the field of business model innovation.
(2) Colleague trust and superior trust have not exerted a significant impact on business model creativity and business model application. This is consistent with that of Yi Jiabin, Xie Dongmei and Gao Jinwei (2015), stating that organizational trust does not directly affect business model innovation. Su Tao et al (2018) pointed out that trust is more about improving the relationship between team members, rather than promoting their creative thinking and innovative ideas, and does not significantly improve their ability to complete the task. Some scholars have found that excessive trust levels can even reduce the supervision of innovation team members, leading team members to seek consistency of ideas and reducing members′ flexibility and creativity. Future research can explore whether organizational trust can influence business model innovation through other mediators.
(3) Superior trust can have a significant moderating effect on the relationship between well-being and business model application, and with a higher superior trust, well-being has a stronger influence on business model application. However, superior trust does not have a significant moderating role in the relationship between well-being and business model creativity. According to the leader-member exchange theory (LMX), superior trust will form an internal incentive mechanism, prompting the subordinates to actively complete the commission and arrangement of the superior, which leads the team members to be more engaged in the work and more willingly to insert more resources and efforts. Therefore, with a higher superior trust, innovators with well-being will invest more resources and efforts to promote the application of business model creativity. In contrast, the creation of business model creativity requires more divergent thinking and the instant inspiration, rather than diligence itself. This may possibly explain why superior trust does not have a significant moderating effect in the relationship between well-being and business model creativity.
(4) Colleague trust plays a significant moderating role on the well-being-business model creativity and well-being-business model application relationship. And with a higher trust among colleagues, well-being has a stronger role in promoting business model creativity and business model application. According to the social exchange theory, trust can facilitate knowledge sharing among the members of innovation team, enabling innovators with well-being to better develop their creative thinking and innovative ability. At the same time, creative implementers are more likely to obtain assistance and support in an atmosphere of colleagues trust, thus overcoming the difficulties encountered in the implementation of business model creativity and accelerating the realization of business model innovation.
Key words:well-being; business model innovation; organizational trust; cross-level study
引用本文：王炳成,冯月阳,张士强.幸福感与商业模式创新：组织信任的跨层次作用[J].科研管理,2021,42(7):137-146.
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