【前沿追踪】员工创造力顶刊文献分享

员工创造力顶刊文献分享

Employee Creativity

       大量证据表明，员工的创造力能够助力于组织的成长、发展，乃至生存（Damanpour & Schneider, 2006; Tellis et al., 2009）。员工新颖且有用的想法既能应用于组织内部，也能服务于市场需求（Oldham & Baer, 2012）。这些想法的实施可以提升组织适应市场变化的能力，强化组织把握机遇的敏捷度，并对组织的适应性、成长性和竞争力大有裨益（Gong et al., 2013; Nonaka, 1991）。立足于此，学术界和实践界一直致力于从不同的视角，探究提升员工创造力或创新绩效的方法和条件，并试图解释这些因素发生影响的机制。

       本次“顶刊追踪”选取了近年刊发于Academy of Management Journal和Journal of Applied Psychology两本顶级管理学、应用心理学期刊的5篇文章，这些文章分别从技术应用（如人工智能）、组织环境（如领导者特征、道德化、激励机制）和员工自身（动机类型）等方面探讨各类因素对员工创造力的影响机制和边界条件。这些文献的总结和呈现能为促进组织创新提供微观基础，也为后续研究提供多元化视角。

PART.1

When and How Artificial Intelligence Augments Employee Creativity

人工智能何时以及如何增强员工创造力

Keywords:

artificial intelligence; employee creativity; complementarity; substitution; field experiment; mixed methods

关键词：

人工智能；员工创造力；互补性；替代性；现场实验；混合方法

Abstract:

Can artificial intelligence (AI) assist human employees in increasing employee creativity? Drawing on research on AI-human collaboration, job design, and employee creativity, we examine AI assistance in the form of a sequential division of labor within organizations: in a task, AI handles the initial portion which is well-codified and repetitive, and employees focus on the subsequent portion involving higher-level problem-solving. First, we provide causal evidence from a field experiment conducted at a telemarketing company. We find that AI assistance in generating sales leads, on average, increases employees’ creativity in answering customers’ questions during subsequent sales persuasion. Enhanced creativity leads to increased sales. However, this effect is much more pronounced for higher-skilled employees. Next, we conducted a qualitative study using semi-structured interviews with the employees. We found that AI assistance changes job design by intensifying employees’ interactions with more serious customers. This change enables higher-skilled employees to generate innovative scripts and develop positive emotions at work, which are conducive to creativity. By contrast, with AI assistance, lower-skilled employees make limited improvements to scripts and experience negative emotions at work. We conclude that employees can achieve AI-augmented creativity, but this desirable outcome is skill-biased by favoring experts with greater job skills.

摘要：

人工智能（AI）能帮助人类员工提高创造力吗？基于对人工智能与人类协作、工作设计和员工创造力的研究基础，我们在组织内调查了人工智能协助下，不同分工顺序的影响：在一项任务中，人工智能处理那些经过良好编码和重复性高的初始部分，而员工则专注于涉及解决更高级别问题的后续部分。首先，我们通过在电话营销公司进行的现场实验检验了因果关系。我们发现，平均而言，在发掘销售机会的过程中应用人工智能能够增强员工在后续销售过程中回答客户问题的创造力，进而导致销售额的增加。然而，这种影响在高技能员工身上更为明显。接下来，我们通过对员工进行半结构化访谈完成了定性研究。我们发现，人工智能通过加强员工与更严肃的客户之间的互动来改变工作设计。这种变化使技能较高的员工能够产生创新的销售脚本，并在工作中产生积极的情绪，这有利于增强创造力。相比之下，在人工智能的协助下，技能较低的员工对销售脚本的改进有限，并在工作中体验到负面情绪。我们得出结论，员工可以实现基于人工智能增强的创造力，但这种理想的结果是有技能偏向的，它更容易出现于掌握更高工作技能的专家身上。

文献来源：

Jia, N., Luo, X., Fang, Z., & Liao, C. (2023). When and How Artificial Intelligence Augments Employee Creativity. Academy of Management Journal, in press.

PART.2

Leader Perfectionism—Friend or Foe of Employee Creativity? Locus of Control as a Key Contingency

领导者完美主义是员工创造力的朋友还是敌人？控制源作为一个关键权变因素

Keywords:

leader perfectionism toward employees; creativity; locus of control; engagement; emotional exhaustion

关键词：

领导者对员工的完美主义；创造力；控制点；敬业度；情绪耗竭

Abstract:

This research aims to explain whether leader perfectionism toward employees fosters or hinders employee creativity. From a self-regulation perspective, we theorize that depending on employees’ locus of control, leader perfectionism can influence two regulatory states of employees (i.e., engagement and emotional exhaustion) linearly or curvilinearly, which in turn affect their creativity in opposite directions. In a lab experiment and a multisource, multiwave field study, we found that for internals, leader perfectionism had a curvilinear effect on their engagement (but no effect on emotional exhaustion) and subsequent creativity such that the effect was positive but became weaker when leader perfectionism was extreme. By contrast, we found partial support across the two studies that for externals, leader perfectionism had a positive effect on their emotional exhaustion (but no effect on engagement), which undermined their creativity. We discuss the theoretical contributions of this research and its practical implications for organizations.

摘要：

本研究旨在解释领导者对员工的完美主义会促进还是阻碍员工的创造力。从自我调节的角度来看，我们推测，根据员工不同的控制源类型，领导的完美主义可以线性或曲线地影响员工的两种调节状态（即敬业和情绪耗竭），进而对其创造力产生相反的影响。基于实验室实验和多源多波实地研究，我们发现对于内部人员来说，领导者完美主义对他们的敬业度及随后的创造力有曲线效应（但对情绪耗竭没有影响）。即这种影响首先是积极的，但当领导者完美主义极高时，这种影响变得很弱。相反，在这两项研究中，我们发现，对于外部人员，领导者完美主义对员工的情绪衰竭有积极影响的假设得到部分支持（但对他们的敬业度没有影响），并会进一步削弱他们的创造力。我们讨论了本研究的理论贡献及其对组织的实际意义。

文献来源：

Xu, L., Liu, Z., Ji, M., Dong, Y. T., & Wu, C-H. (2022). Leader Perfectionism—Friend or Foe of Employee Creativity? Locus of Control as a Key Contingency. Academy of Management Journal, 65(6), in press.

PART.3

Am I Motivated to Share Knowledge for Better Innovative Performance?

An Approach and Avoidance Framework

我是否会为了更好的创新绩效而有动力去共享知识？一种趋近和回避框架

Keywords:

approach and avoidance motivation orientation, innovative performance, knowledge sharing, perceived organizational support, psychological contract breach

关键词：

趋近和回避动机导向，创新绩效，知识共享，组织支持感，心理契约违背

Abstract:

Past research has long emphasized the critical roles of approach and avoidance motivation orientations in people’s creative and innovative performance. However, it has generated mixed results and suggested the possibility of multiple pathways and mechanisms to explain these relationships. In this article, we first argue that employees’ approach and avoidance motivation orientations are likely to guide their knowledge-sharing (KS) behaviors, which, in turn, influence their innovative performance. We differentiate between explicit and implicit KS and posit that approach motivation orientation is positively associated with both types of KS. In addition, we argue that while avoidance motivation orientation is positively related to explicit KS, it is negatively related to implicit KS. From a support–threat perspective, we also propose that perceived organizational support and psychological contract breach moderate the effects of approach and avoidance motivation orientations, respectively. We tested these relationships in a survey of 331 employees and their supervisors in two organizations in China. The results supported all of the hypothesized relationships, except for the relationship between avoidance motivation orientation and explicit KS, which was only significant when psychological contract breach was lower. These findings have both theoretical and practical implications. 

摘要：

现有研究多强调趋近和回避动机导向对员工创造性和创新性绩效方面的关键作用。然而，已有研究呈现不一致的结果，这为从多种途径和机制去解释这些关系提供了可能性。在本文中，我们首先认为员工趋近和回避动机导向可能会引导他们的知识共享行为，进而影响他们的创新绩效。我们区分了显性和隐性的知识共享，并假设趋近动机取向与这两种类型的知识分享为正相关。另外，我们认为回避动机导向与显性知识共享呈正相关，与隐性知识共享呈负相关。从支持——威胁的角度来看，我们还提出组织支持感和心理契约违背会分别调节趋近和回避动机取向的影响。我们从两家中国组织中的331名员工及其主管处获取数据，并检验这些关系。实证结果支持所有假设，其中，值得指出的是，回避动机导向和显性知识分享之间的关系仅在心理契约违反程度较低时才会显著。这些发现具有理论和实践意义。

文献来源：

Lin, X., Lu, L., Ozer, M., & Tang, H. (2023). Am I motivated to share knowledge for better innovative performance? An approach and avoidance framework. Journal of Applied Psychology, 108(1), 138–151.

PART.4

The Benefits and Burdens of Work Moralization on Creativity

工作道德化对创造力的利与弊

Abstract:

Although morality has long been considered an important and integral element of organizational life for employees, current research suggests that moral considerations will reduce creativity. However, emerging evidence hints that morality may not always be a burden and instead could spark creativity. In this paper, I develop a model that investigates how work moralization—or the degree to which individuals integrate moral considerations into their work tasks—influences employee creativity. Drawing on regulatory focus theory, I argue that work moralization can lead to prevention-focused cognitions—namely moral rumination—which impair and redirect the cognitive resources needed for creativity. However, I also posit that work moralization can lead to promotion-focused cognitions—namely cognitive flexibility—leading employees to adopt cognitive approaches that increase creativity. Moreover, integrating research on value congruence, I suggest that work moralizers are the least likely to ruminate—and the most likely to become cognitively flexible—when they perceive that their values are aligned with those of their organization, which ultimately fosters higher levels of creativity. I test my theoretical model with two field studies and an immersive pre-registered experiment. This research challenges the consensus that moral considerations will generally have a negative impact on creativity and offers important contributions to research on organizational ethics and creativity.

摘要：

虽然道德一直被认为是员工组织生活的重要组成部分，但目前的研究表明，道德考量会降低创造力。然而，新出现的证据表明，道德准则可能并不总是一种负担，而是可以激发创造力。本文的模型旨在研究工作道德化——或个人将道德考量纳入工作任务的程度——如何影响员工的创造力。基于焦点调节理论，本文认为工作道德化可以引起预防导向的认知，即道德反刍——损害和重定向创造力所需的认知资源。然而，我也认为工作道德化可以引起促进导向的认知，即认知灵活性——导致员工采用增加创造力的认知方法。此外，参考价值一致性的研究，本文认为当工作道德主义者认为他们的价值观与组织一致时，他们最不可能反刍，并且最有可能变得认知灵活，这最终促进了更高水平的创造力。我通过两次实地调查和一个沉浸式预注册实验来测试我的理论模型。这项研究挑战了道德考量通常会对创造力产生负面影响的共识，并为组织伦理和创造力的研究提供了重要贡献。

文献来源：

Kundro, T. G. (2022). The Benefits and Burdens of Work Moralization on Creativity. Academy of Management Journal, in press.

PART.5

Enhancing Employee Creativity: Effects of Choice, Rewards and Personality

提高员工创造力：选择、奖励和个性的影响

Keywords:

field experiment, creativity, choice, reward and incentive systems, personality and individual differences

关键词：

实地试验，创造力，选择，奖励和激励机制，个性和个体差异

Abstract:

We conducted a quasi-experimental field study of an organization-wide suggestion program and a follow-up laboratory experiment to examine the effects of choice of rewards on employee creativity. As hypothesized, the results of both studies showed that choice had positive, significant effects on the number of creative ideas employees generated and the creativity level of those ideas. Results of the quasi-experiment also showed that creative self-efficacy (CSE) mediated the effects of reward choice. Two general categories of rewards were examined in our studies—those that directly benefited the idea generator (Self) and those that directly benefited charities (Other). We explored the effects of these reward categories on employee creativity and whether employee creative personality interacted with the reward categories to affect employee creativity. Results showed that the reward categories did not have a significant impact on employee creativity. However, both studies demonstrated that in the Other reward condition, employees with a creative personality produced ideas higher in creativity than those with a less creative personality. The quasi experiment also showed that CSE mediated the effects of the Reward × Creative Personality interaction. We discussed the implications of these results for the future research and practice.

摘要：

我们对一项在整个组织范围内推行的建议计划进行了准实验研究，并开展了后续的实验室实验，以检验奖励选择对员工创造力的影响。与假设一致，这两项研究的结果都表明选择对员工产生的创意想法的数量和这些想法的创造性水平有显著的积极影响。准实验结果也表明，员工创新自我效能感在奖励选择中起中介作用。我们的研究同时考察了两种奖励类型，即直接使想法产生者受益的奖励（自我）和直接使机构受益的奖励（他人）。我们探讨了这些奖励类型对员工创造力的影响，以及员工的创造性人格是否与奖励类型相互作用来影响员工的创造力。结果表明，奖励类型对员工创造力没有显著影响。然而，这两项研究表明，在其他奖励条件下，具有创造性人格的员工产生的想法比那些缺乏创造性人格的员工更具创造性。准实验还表明，创新自我效能感在奖励与创造性人格交互作用中起中介作用。我们讨论了这些结果对未来研究和实践的影响。

文献来源：

Zhou, J., Oldham, G. R., Chuang, A., & Hsu, R. S. (2022). Enhancing employee creativity: Effects of choice, rewards and personality. Journal of Applied Psychology, 107(3), 503-513.

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图文：周琦玮

编辑：李隆辉

审核：宁靓、姜忠辉