科研管理

科研管理 ›› 2025, Vol. 46 ›› Issue (2): 149-157.DOI: 10.19571/j.cnki.1000-2995.2025.02.015

• 论文 • 上一篇    下一篇

从创新人员即兴倾向到团队创新变革的路径机制与边界条件

熊立1，年鹏翔2，余薇1,3，陆文珠4   

  1. 1.江西财经大学工商管理学院，江西 南昌330032；
    2.华南理工大学工商管理学院，广东 广州510640；
    3.江西科技师范大学经济管理与法学院，江西 南昌330038； 
    4.兰州大学管理学院，甘肃 兰州730000

  • 收稿日期:2023-03-13 修回日期:2024-12-03 出版日期:2025-02-20 发布日期:2025-02-11
  • 通讯作者: 年鹏翔
  • 基金资助:
    国家自然科学基金面上项目：“创客团队如何激发双元即兴行为？——基于团队动力视角的研究”（72172054, 2022.01—2025.12）。

The path mechanism and boundary conditions for transition from the improvisation proclivity of innovative personnel to the innovation and change of teams

Xiong Li1, Nian Pengxiang2, Yu Wei1,3, Lu Wenzhu4   

  1. 1. School of Business Administration, Jiangxi University of Finance and Economics, Nanchang 330032, Jiangxi, China; 
    2. School of Business Administration, South China University of Technology, Guangzhou 510640, Guangdong, China; 
    3. School of Economics, Management and Law, Jiangxi Science and Technology Normal University, Nanchang 330038, Jiangxi, China;
    4. School of Management, Lanzhou University, Lanzhou 730000, Gansu, China
  • Received:2023-03-13 Revised:2024-12-03 Online:2025-02-20 Published:2025-02-11

摘要：     面对复杂多变的市场环境，企业愈发依赖创新人员的即兴发现来实现自身的变革与发展。然而，从创新人员产生即兴想法到实际的团队创新变革的转化虽具有重要现实意义，但具体的转化机理尚不清晰。基于创造力和创新的要素模型，以机缘巧合为切入点探讨了从创新人员即兴倾向到团队创新变革的上行演化机制，以及资源可得性与团队反思在其中的调节作用。通过对231份两波次数据进行路径分析，结果表明：成员即兴倾向能显著促进机缘巧合；资源可得性在成员即兴倾向对机缘巧合的影响中起到正向调节作用；机缘巧合与团队反思的交互作用显著促进团队创新变革；团队反思在成员即兴倾向通过机缘巧合对团队创新变革的影响中（后半部分）起到正向调节作用。本研究打开了个体即兴倾向影响团队创新变革的黑箱，为理解个体即兴倾向引发团队创新变革的具体机制提供了独特的视角，为如何吸收和转化个体的即兴价值，激发“自下而上”的团队创新变革提供了理论和实践参考。

关键词: 成员即兴倾向, 机缘巧合, 资源可得性, 团队反思, 成员引发的团队创新变革

Abstract:      Nowadays, in the face of the complex and volatile market environment, companies increasingly rely on the improvisational discoveries of innovative personnel to achieve their own innovation and development. However, the process of translating improvisational ideas generated by innovative personnel into actual team innovation and transformation, though significant in practical terms, remains an unclear mechanism of transformation. Based on the model of creativity and innovation, and by taking serendipity as the entry point, this paper explored the upward transformation mechanism from the proclivity for improvisation of innovative personnel to team innovation and change, as well as the moderating effect of accessibility to resources and team reflection. By conducting the path analysis on 231 two-wave data, the results showed that: (1) the proclivity for improvisation of members can significantly promote serendipity; (2) resource availability plays a positive moderating role in the impact of members′ proclivity for improvisation on serendipity; (3) the interaction effect of serendipity and team reflection has a positive impact on member-initiated team innovation and change; and (4) team reflection plays a crucial moderating role in the indirect positive impact of member′s proclivity for improvisation through serendipity on member-initiated team innovation and change (the latter part). This study has opened the "black box" of how individual proclivity for improvisation affect team innovation and change, thus providing a unique perspective on understanding the specific mechanisms by which individual proclivity for improvisation trigger team innovation and change, and offering some theoretical and practical references on how to absorb and transform individual improvisational value to stimulate "bottom-up" team innovation and change.

Key words: team-member′s proclivity for improvisation, serendipity, resource availability, team reflection, member-initiated team innovation and change