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身份转型对前创业者员工创新行为的影响机制
The impact of identity transition on ex-entrepreneur employees’ innovation behavior
许多企业通过雇佣前创业者员工推动公司创新。本文基于身份理论并结合怀旧理论,将多重身份置于“张力—协同”双通道框架下,探讨前创业者员工在新旧身份转换过程中的身份冲突和身份增强对其创新行为的影响机制。本文以237名前创业者员工作为研究对象,进行三阶段数据收集,并通过路径分析和Bootstrap检验进行模型验证。研究发现:(1)身份冲突对前创业者员工创新行为具有显著负向影响,身份增强对前创业者员工创新行为具有显著正向影响;(2)内在动机在身份冲突、身份增强与前创业者员工创新行为之间发挥部分中介作用;(3)创业身份怀旧增强了身份冲突通过内在动机对前创业者员工创新行为的负向间接影响效应,但创业身份怀旧对身份增强通过内在动机影响员工创新行为的正向间接效应的削弱作用未得到支持。本文揭示了身份关系通过内在动机影响员工创新行为的过程性机制及其作用的边界条件,丰富了学术界对于多重身份研究的探讨,并拓展了前创业者再就业进入职场后的行为研究,为企业激活前创业者员工创新潜能以及前创业者员工职业选择提供了重要启示。
Many firms promote organizational innovation by hiring employees with prior entrepreneurial experience. Drawing on identity theory and nostalgia theory, this study places multiple identities within a dual-channel framework of tension and synergy to examine the mechanism through which identity conflict and identity enhancement, arising during the transition between former and current identities, influence the innovative behavior of ex-entrepreneur employees. Using a sample of 237 ex-entrepreneur employees, this study collected data in three waves and tested the hypotheses through path analysis and Bootstrap tests. The results show that:(1) identity conflict has a significant negative effect on the innovative behavior of ex-entrepreneur employees, whereas identity enhancement has a significant positive effect;(2) intrinsic motivation partially mediates the relationships of identity conflict and identity enhancement with the innovative behavior of ex-entrepreneur employees; and(3) entrepreneurial identity nostalgia strengthens the negative indirect effect of identity conflict on the innovative behavior of ex-entrepreneur employees through intrinsic motivation, whereas its hypothesized negative moderating effect on the positive indirect effect of identity enhancement on employees’ innovative behavior through intrinsic motivation is not supported. This study reveals the process mechanism and boundary conditions through which identity relations influence employees’ innovative behavior via intrinsic motivation, enriches research on multiple identities, and extends the literature on the workplace behavior of ex-entrepreneurs after reemployment. The findings also provide important implications for organizations seeking to activate the innovative potential of ex-entrepreneur employees and for ex-entrepreneurs’ career choices.
identity conflict / identity enhancement / employee innovative behavior / nostalgia for entrepreneurial identity
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Organizations tout the importance of innovation and entrepreneurship. Yet, when hiring it remains unclear how they evaluate entrepreneurial human capital—namely, job candidates with founder experience. How hiring firms evaluate this experience—and especially how this evaluation varies by entrepreneurial success and failure—reveals insights into the structures and processes within organizations. Organizations research points to two perspectives related to the evaluation of founder experience: Former founders may be advantaged, due to founder experience signaling high-quality capabilities and human capital, or disadvantaged, due to concerns related to fit and commitment. To identify the dominant class of mechanisms driving the evaluation of founder experience, it is important to consider how these evaluations differ, depending on whether the founder’s venture failed or succeeded. To isolate demand-side mechanisms and hold supply-side factors constant, we conducted a field experiment. We sent applications varying the candidate’s founder experience to 2,400 software engineering positions in the United States at random. We find that former founders received 43% fewer callbacks than nonfounders and that this difference is driven by older hiring firms. Further, this founder penalty is greatest for former successful founders, who received 33% fewer callbacks than former failed founders. Our results highlight that mechanisms related to concerns about fit and commitment, rather than information asymmetry about quality, are most influential when hiring firms evaluate former founders in our context.
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Our theories about people's transitions to new work roles generally assume that significant identity changes accompany role change. Offering a contrasting view, this article examines role change as an uncertainty-producing event that, like other such events, may trigger a range of appraisals, associated coping responses, and, consequently, outcomes for the self. I build a conceptual model encompassing both the established view of identity adaptation following role change and a new perspective of identity stability and "lingering identities," the expression I use to describe identities that are premised on former roles that persist significantly beyond role change. I show how identity adaptation-the cognitive restructuring we have long associated with role change and successful socialization-is not the default response to the ongoing uncertainty that many role changes engender. Rather, ongoing uncertainty triggers cognitive continuity responses that, when sustained, support identity lingering. I examine when lingering identities might inspire role crafting, neutral identification, or dis-identification in new roles and when these outcomes might be functional or maladaptive for individuals and organizations. Finally, I discuss the implications lingering identities have for research and for managing people as they move within, between, and beyond today's workplaces.
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Traditionally, nostalgia has been conceptualized as a medical disease and a psychiatric disorder. Instead, we argue that nostalgia is a predominantly positive, self-relevant, and social emotion serving key psychological functions. Nostalgic narratives reflect more positive than negative affect, feature the self as the protagonist, and are embedded in a social context. Nostalgia is triggered by dysphoric states such as negative mood and loneliness. Finally, nostalgia generates positive affect, increases self-esteem, fosters social connectedness, and alleviates existential threat.
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The authors propose that the effects of multiple identities on psychological well-being depend on the number of identities, importance of those identities, and relationship between them. Specifically, this model predicts that when identities are highly important, having many versus few identities leads to greater psychological well-being if the identities are in harmony with each other-providing resources and expecting similar behaviors-but leads to lower psychological well-being if the identities conflict with each other-depleting resources and expecting incompatible behaviors. However, when identities are less important, neither the number of identities nor identity harmony should affect well-being. The authors further propose that emotions corresponding to self-perceptions of actual/ought self-discrepancies mediate these effects. Results supported this model. The authors discuss implications of this model for well-being in the context of the increasing social complexity of modern life.
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This article describes how people adapt to new roles by experimenting with provisional selves that serve as trials for possible but not yet fully elaborated professional identities. Qualitative data collected from professionals in transition to more senior roles reveal that adaptation involves three basic tasks: (1) observing role models to identify potential identities, (2) experimenting with provisional selves, and (3) evaluating experiments against internal standards and external feedback. Choices within tasks are guided by an evolving repertory that includes images about the kind of professional one might become and the styles, skills, attitudes, and routines available to the person for constructing those identities. A conceptual framework is proposed in which individual and situational factors influence adaptation behaviors indirectly by shaping the repertory of possibilities that guides self-construction.
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Building from an established framework of self-efficacy development, this study provides a longitudinal examination of the development of creative self-efficacy in an ongoing work context. Results show that increases in employee creative role identity and perceived creative expectation from supervisors over a 6-month time period were associated with enhanced sense of employee capacity for creative work. Contrary to what was expected, employees who experienced increased requirements for creativity in their jobs actually reported a decreased sense of efficaciousness for creative work. Results show that increases in creative self-efficacy corresponded with increases in creative performance as well.PsycINFO Database Record (c) 2011 APA, all rights reserved.
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In two studies drawing from social identity theory and the creative-cognition approach, we found that higher levels of identity integration—perceived compatibility between two social identities—predict higher levels of creative performance in tasks that draw on both identity-relevant knowledge domains. Study 1 showed that Asian Americans with higher identity integration were more creative in developing new dishes using a given set of ingredients, but only when both Asian and American ingredients were available. Study 2 showed that female engineers with higher identity integration were more creative in designing a product, but only when the product was targeted to female users. These findings suggest that the psychological management of multiple social identities may be related to accessibility of multiple knowledge domains, which in turn influences creativity.
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Social identities are associated with normative standards for thought and action, profoundly influencing the behavioral choices of individual group members. These social norms provide frameworks for identifying the most appropriate actions in any situation. Given the increasing complexity of the social world, however, individuals are more and more likely to identify strongly with multiple social groups simultaneously. When these groups provide divergent behavioral norms, individuals can experience social identity conflict. The current manuscript examines the nature and consequences of this socially conflicted state, drawing upon advances in our understanding of the neuropsychology of conflict and uncertainty. Identity conflicts are proposed to involve activity in the Behavioral Inhibition System, which in turn produces high levels of anxiety and stress. Building upon this framework, four strategies for resolving identity conflict are reviewed.
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\n Employees’ daily routines (e.g., commutes, lunch breaks, conversations with coworkers or family members) are vital rituals that create order and meaning. However, employees frequently experience changes to how their work and nonwork lives operate, which can generate discontinuity and spark nostalgia—a sentimental longing for the past. In this study, we draw from theory on the dual nature of emotional ambivalence and the literature on emotion regulation to explore countervailing effects of daily nostalgia on employee performance. In a sample of employed adults recruited from a northeastern U.S. university’s alumni database and LinkedIn (\n n\n = 109), we used an experience sampling method to capture within-individual variation in nostalgia over 3 weeks. Results of multilevel path analysis showed, on one hand, nostalgia was positively associated with employees’ cognitive change strategies (e.g., reappraising one’s situation), which translated into heightened organizational citizenship behaviors; on the other hand, nostalgia was also positively associated with employees’ attentional deployment strategies (e.g., distraction), which reduced daily task performance and increased daily counterproductive work behaviors. Unexpectedly, results showed higher trait-level future temporal focus exacerbated the positive effect of nostalgia on attentional deployment. Our results suggest nostalgia embodies a complex mix of emotions that impact individuals’ response strategies and, ultimately, performance.\n
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Nostalgia is a mixed emotion. Recent empirical research, however, has highlighted positive effects of nostalgia, suggesting it is a predominantly positive emotion. When measured as an individual difference, nostalgia-prone individuals report greater meaning in life and approach temperament. When manipulated in an experimental paradigm, nostalgia increases meaning in life, self-esteem, optimism, and positive affect. These positive effects may result from the specific experimental procedures used and little is known about daily experiences that covary with nostalgia. To address this gap, we aimed to measure nostalgia in ecologically valid contexts. We created and validated the Personal Inventory of Nostalgic Experiences (PINE) scale (Studies 1a-1d) to assess both trait and state-based nostalgic experiences. When measured as an individual difference, the nomological net was generally negative (Study 2). When measured in daily life (Studies 3 and 4), nostalgia as a state variable was negatively related to well-being. Lagged analyses showed that state nostalgia had mixed effects on well-being at a later moment that day and negative effects on well-being on the following day. To reconcile the discrepancies between these studies and the positive effects of nostalgia from previous research, we showed that experimentally induced nostalgic recollections were rated more positively and less negatively than daily experiences of nostalgia (Study 5). These studies show that nostalgia is a mixed emotion; although it may be predominantly positive when nostalgic memories are generated on request, it seems predominantly negative when nostalgia is experienced in the course of everyday life. (PsycINFO Database Record (c) 2020 APA, all rights reserved).
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In this paper, we explain and examine how engaging in part-time entrepreneurship (creating and managing side businesses while remaining employed for wages in existing organizations) uniquely positions individuals to exhibit innovative behavior in employee roles. To study this phenomenon, we integrate the literatures on entrepreneurial learning, knowledge and learning transfer, and employee innovation. We hypothesize that part-time entrepreneurship provides an opportunity for individuals to acquire knowledge and skills conducive to enacting innovative behaviors as employees. Multilevel regression analysis of a sample of 1,221 employee responses across 137 organizational units provides evidence to support our positive transferal hypothesis. Further, we find that individual differences in goal orientations and work-unit climates for innovation strengthen these relationships.
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The ambidexterity theory of leadership for innovation proposes that leaders' opening and closing behaviors positively predict employees' exploration and exploitation behaviors, respectively. The interaction of exploration and exploitation behaviors, in turn, is assumed to influence employee innovative performance, such that innovative performance is highest when both exploration and exploitation behaviors are high. The goal of this study was to provide the first empirical test of these hypotheses at the individual employee level. Results based on self‐report data provided by 388 employees were consistent with ambidexterity theory, even after controlling for employee reports of their leaders' transformational and transactional leadership behaviors as well as employees' openness to experience, conscientiousness, and positive affect. The findings extend previous research on ambidexterity at the team and organizational levels and suggest a possible way for leaders to enhance employee self‐reported innovative performance.
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胡望斌, 周兰, 郁竹, 等. 上行何以下效?创业型领导对员工内创业行为的影响研究[J]. 南开管理评论, 2025, 28(5):185-196.
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赵富强, 高洪祥, 陈耘, 等. 上司创意拒绝对员工创新行为的影响研究[J]. 科研管理, 2024, 45(11):184-192.
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