科研管理 ›› 2020, Vol. 41 ›› Issue (7): 201-209.

• 论文 • 上一篇    下一篇

团队成员权力感知对建言行为的影响研究

谢江佩,戴馨,黎常   

  1. 浙江工商大学工商管理学院,浙江 杭州310018
  • 收稿日期:2020-01-27 修回日期:2020-05-18 出版日期:2020-07-20 发布日期:2020-07-19
  • 通讯作者: 黎常
  • 基金资助:
    浙江省哲学社会科学重点研究基地课题成果(20JDZD016,2020.04-2022.12);浙江省自然科学基金(LQ20G020002,2020.01-2022.12);浙江省教育厅科研资助项目(Y201942607,2019.10-2021.12)。

A study of the impact of intragroup sense of power on voice behavior

 Xie Jiangpei, Dai Xin, Li Chang   

  1.  School of Business Administration, Zhejiang Gongshang University, Hangzhou 310018, Zhejiang, China
  • Received:2020-01-27 Revised:2020-05-18 Online:2020-07-20 Published:2020-07-19
  • Supported by:
     

摘要: 基于趋近-抑制理论,对权力感知与建言行为之间的内在心理认知机制进行深入分析。通过对3个时点69个团队311名团队成员的问卷调查,探讨了团队成员权力感知对建言行为的影响机制。结果表明:1)权力感知与建设性变革责任感存在正相关关系;2)建设性变革责任感中介了权力感知对建言行为的影响;3)团队权力合法性在权力感知与建设性变革责任感的关系中起调节作用;进一步,4)团队权力合法性调节了建设性变革责任感对权力感知?建言行为中介作用,表现为被调节的中介关系。最后,探讨了本文的理论意义及实践启示。

 

关键词: 权力感知, 团队权力合法性, 建设性变革责任感, 建言行为

Abstract: As a form of constructive, change-oriented communication, voice behavior contributes to the achievement of organizational goal. However, such behavior will bring potential risks to the speaker, resulting team members refuse to voice when they facing team problems. Thus, how to effectively motivate voice behavior of team members to promote team performance has become an important issue for both managers and researchers. Previous scholars have discussed the mechanism of voice behavior from three levels, among which individual psychological cognition has attracted a lot of attention. Sense of power, as a psychological state of individuals, significantly affects individual behavior. Previous studies about sense of power and voice behavior were mainly based on the situated focus theory, but barely explored from the perspective of internal self-cognition mechanism.    Therefore, based on approach-inhibition theory, our research aims to explore how and when sense of power influences voice behavior. Several hypotheses are proposed: (1) team members′ sense of power was positively related to constructive change of sense of responsibility; (2) constructive change of sense of responsibility mediated the relationship between sense of power and voice behavior; (3) team legitimacy moderated the relationship between sense of power and constructive change of sense of responsibility; (4) team legitimacy moderated the indirect effect of sense of power on voice behavior through constructive change of sense of responsibility.The participants of this study were 311 full-time employees from manufacturing enterprises in Zhejiang province. In order to reduce the common method bias, our research collected data in three waves with one-month interval, involving 69 teams. At time 1, we invited all 478 team members to rate sense of power, constructive change of sense of responsibility. At the same time, we collected related demographic information including gender, age, education, and team size. One months later, at time 2, we invited all 401 team members who had returned time-1 survey to rate legitimacy of team power. Another one months later, at time 3, we invited all 345 team members who had returned both time-1 and time-2 surveys to rate their own voice behavior. The final valid sample consisted of 311 employees (for a final response rate of 65.06%). Regression analysis, Monte Carlo analysis, and bootstrapping technique were used to test the mediation, moderation, and moderated-mediation relationships among the study variables. Consistent with our predictions, the results indicated that team members′ sense of power was positively related to constructive change of sense of responsibility. And the relationship between sense of power and voice behavior was mediated by constructive change of sense of responsibility. Moreover, team legitimacy negatively moderated the relationship between sense of power and constructive change of sense of responsibility, and also moderated the whole mediating mechanism.This study offers several theoretical contributions. Firstly, drawing upon approach-inhibition theory, this study revealed the mechanism that sense of power stimulated constructive change of sense of responsibility and then promoted the generation of voice behavior from the perspective of internal cognition mechanism. It not only expanded the research on the internal psychological cognitive mechanism of voice behavior, but also enriched the extension and application field of the approach-inhibition theory of power. Secondly, this study has further painted a more complete picture by exploring the contingent effect of team legitimacy, which to some extent extended previous studies to examine from across-level perspective. In general, there are still some limitations to be improved in the future. Firstly, in order to fully reveal the internal mechanism of voice behavior, formation path based on other theoretical perspective should be tested. Secondly, future research could try to explore other potential antecedents as there are many factors affecting team members′ voice behavior, some uncontrolled factors such as team culture and leadership style may influence the applicability of the research results. Therefore, more situational variables such as team power distance can be further taken into consideration in future studies. Thirdly, the research data of this study were from manufacturing enterprises, such that the universality of the conclusion remains to be tested. Future research should test different types of teams to further examine the generalizability of the conclusions of this study.

Key words: sense of power, team legitimacy, constructive change of sense of responsibility, voice behavior

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