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论文编号：	13627
作者编号：	1120180940
上传时间：	2022/12/5 11:58:09
中文题目：	员工内部创业行为的前因组态及其对员工幸福感的影响研究
英文题目：	The Research on the Antecedent Configuration of Employee Intrapreneurial Behavior and the Influence on Employee Well-being
指导老师：	胡望斌
中文关键字：	员工内部创业行为；MOA框架；员工幸福感；被嫉妒感知；定性比较分析
英文关键字：	employee intrapreneurial behavior; MOA framework; employee well-being; perceived being envied; qualitative comparative analysis
中文摘要：	员工内部创业是大变局时代企业应对人才流失、激发组织内部活力的有效手段，是员工实现个体价值、追求幸福感的重要途径。本研究以内部创业员工为研究对象，围绕员工内部创业行为这一核心概念，一方面，基于动机-机会-能力（Motivation-Opportunity-Ability，以下简称MOA）框架和社会认知理论的相关观点，构建出包含内部创业动机、内部创业自我效能感、管理层支持、创业型领导、工作自由度与行业环境感知六个条件的员工内部创业行为形成前因整合分析模型。基于102份领导与内部创业员工配对数据，采用模糊集定性比较分析方法探讨了形成高员工内部创业的影响因素。另一方面，结合社会比较理论，运用层次回归分析，通过对168份有效问卷的假设检验，探究了员工内部创业行为与员工幸福感之间的关系，以及被嫉妒感知的调节作用。主要得到如下发现与结论： 第一，员工内部创业行为的形成受到多因素组态效应的影响，个体要素与不同机会环境要素的适配非常重要。通过对前因条件的充分性分析，我们发现在高员工内部创业前因条件组态中，个体层次的动机和能力要素并不都会以核心条件出现，而会通过与机会环境层面的管理层支持、创业型领导以及工作自由度进行匹配出现。其中以创业型领导、内部创业动机与工作自由度为核心条件的前因组态，我们称之为领导-个体-工作适配型；以内部创业动机与创业型领导为核心条件的前因组态，我们称之为领导-个体适配型；以管理层支持为核心条件，内部创业动机与内部创业自我效能感为边缘条件的，我们称之为组织-个体适配型，另外还有一种以工作自由度为核心条件，内部创业动机可有可无，内部创业自我效能感核心缺失的组态，我们称之为组织引致型。在非高员工内部创业前因条件组态中，我们发现机会环境要素缺失的条件下，即使有些员工有内部创业动机，也不会引致员工内部创业行为。 第二，不同类型的员工内部创业行为对不同类型的员工幸福感的影响不同。基于行为观将员工内部创业行为分为战略更新行为（Strategic renewal behavior）与商业冒险行为(Venture behavior)。员工战略更新行为仅对员工心理幸福感有积极作用、对员工工作幸福感和社会幸福感的作用不显著。员工商业冒险行为对员工工作幸福感、心理幸福感和社会幸福感均有正向影响。从行为本身对个体三大基本心理需求（自主权、胜任力以及关系）满足及个人资源（乐观、韧性等）积累来看，相比战略更新行为，商业冒险行为会提供员工更多的自主权和与外界合作者建立关系的渠道，同时由于商业冒险行为需要面向全新的市场或开发全新的产品，因此员工会通过新颖的方式与环境互动进而提升其胜任力与个人资源，也就相对容易达到更高的幸福感。 第三，被嫉妒感知在员工内部创业行为与员工幸福感间发挥了负向调节效应。员工内部创业作为一种社会嵌入的行为，需要内部创业员工与其他组织成员进行互动，而其他人对内部创业的热情不同、对内部创业活动的理解也存在偏差，基于社会比较所产生的嫉妒会破坏内部创业员工的资源支持环境和情感支持环境，进而降低员工幸福感。 本研究的理论贡献和创新点主要包括以下五个方面。第一，通过组态视角下的匹配研究丰富和拓展了内部创业管理理论。在吸收先前研究成果的基础上，超越既有研究简化的单一因素分析思路，深化到动机、机会和能力的组态研究，并结合社会认知理论，细颗粒地讨论了个体因素与组织、领导、工作和外部环境的互动适配问题，深化了对员工内部创业行为复杂性的认知。第二，通过将员工内部创业的影响因素嵌入MOA框架，进而探讨其对员工内部创业行为的影响，拓展了MOA框架的应用情境，并提出一种以机会为先决条件的组合模型。第三，通过探讨员工内部创业行为与员工幸福感间关系丰富了“创业与幸福感”主题研究范畴，也拓展了积极心理学的应用情境。第四，通过对内部创业情境下嫉妒情感的关注，且将注意力从个体间（Intrapersonal）转向人际间（Interpersonal），拓展了创业情感（Entrepreneurial effect）的研究内容和研究情境。同时引入被嫉妒感知探讨员工内部创业行为的“黑暗面”弥补了以往强化导向研究过于强调员工内部创业行为的积极面，拓展了从旁观者视角研究员工内部创业行为结果效应的研究思路。第五，围绕“形成机制-作用结果”研究路径开展员工内部创业设计研究，响应并丰富了从整体视角探究员工内部创业的相关观点。员工内部创业的实施是一个系统工程，需要前期的驱动机制设计和后期的结果把控。
英文摘要：	Employee intrapreneurial behavior is an effective means for enterprises to cope with the brain drain and stimulate the internal vitality of the organization in the era of great changes. It is an important way for employees to realize their value and pursue well-being. The research object is intrapreneurial employees. Centering on the core concept of employee intrapreneurial behavior, on the one hand, based on the relevant views of the motivation-opportunity-ability framework and social cognitive theory, an integrated analysis model of the antecedents of the formation of employee intrapreneurial behavior is constructed, which includes six conditions: intrapreneurial motivation, intrapreneurial self-efficacy, management support, entrepreneurial leadership style, work discretion and perceived industrial environment. Based on 102 paired data of leaders and employees engaged in intrapreneurship, the fuzzy set qualitative comparative analysis method is used to probes into the influencing factors for the formation of high-level employee intrapreneurial behavior. On the other hand, combined with the social comparison theory, using hierarchical multiple regression, through the hypothesis test of 168 valid questionnaires, this dissertation explores the relationship between employee intrapreneurial behavior and employee well-being, as well as the moderating role of perceived being envied. The main findings and conclusions are as follows: Firstly, the formation of employee intrapreneurial behavior is affected by the multi-factor configuration effect, and the adaptation of individual factors to different opportunity environment factors is very important. Through the sufficiency analysis of antecedent conditions, in the configuration of antecedent conditions for high employee intrapreneurial behavior, the motivation and ability elements at the individual level do not all appear as core conditions, but will appear through matching with the management support, entrepreneurial leadership style and work discretion at the opportunity environment level. Among them, the antecedent configuration with entrepreneurial leadership style, intrapreneurial motivation and work discretion as the core conditions is called “leader-person-work fit”; The antecedent configuration with intrapreneurial motivation and entrepreneurial leadership style as the core conditions is “called leader-person fit”; With management support as the core condition, and intrapreneurial motivation and intrapreneurial self-efficacy as the marginal condition, we have an organization-person fit model. In addition, there is a configuration with work discretion as the core condition, intrapreneurial motivation is optional, and the core of intrapreneurial self-efficacy is missing. We call it organization induced. At the same time, in the configuration of low employee intrapreneurial behavior, we found that even if some employees have intrapreneurial motivation, they will not lead to employee intrapreneurial behavior under the condition of the absence of opportunity environment elements. Secondly, different types of employee intrapreneurial behaviors have different effects on different types of employee well-being. Based on the view of behavior, the strategic renewal and venture behavior will be analyzed. The strategic renewal behavior of employees only has a positive effect on employees’ psychological well-being but has no significant effect on employees’ job well-being and social well-being. Employees’ venture behavior has a positive impact on their job well-being, psychological well-being and social well-being. From the perspective of the satisfaction of the three basic psychological needs of individuals (autonomy, competence and relatedness) and the accumulation of personal resources (optimism, resilience, etc.), compared with the strategic renewal behavior, venture behavior will provide employees with more autonomy and channels to establish relationships with external partners. At the same time, because venture behavior needs to face new markets or develop new products, Therefore, employees will interact with the environment in a new way to improve their competency and personal resources, which is relatively easy to achieve higher well-being. Thirdly, the perception of being envied plays a negative moderating effect between employee intrapreneurial behavior and employee well-being. As a socially embedded behavior, intrapreneurship requires intrapreneurial employees to interact with other organizational members. However, other people have different enthusiasm for intrapreneurship and have a different understanding of intrapreneurial activities. Envy based on social comparison will damage the resource support environment and emotional support environment of intrapreneurial employees, thereby reducing employee well-being. The theoretical contributions and innovations of this dissertation mainly include the following five aspects. Firstly, it enriches and expands the theory of intrapreneurship management through matching research under the configuration perspective. Based on absorbing the previous research results, we went beyond the simplified single factor analysis approach of existing research to deepen the configuration research of motivation, opportunity and ability, and combined with social cognitive theory, discussed the interaction and adaptation of individual cognition and organization, leadership, work and external environment in detail, deepening the cognition of the complexity of employee intrapreneurial behavior. Secondly, by embedding the influencing factors of employee intrapreneurial into the MOA framework, and then exploring its impact on employee intrapreneurial behavior, we expand the application context of the MOA framework, and propose a portfolio model with opportunity as a prerequisite. Thirdly, by exploring the relationship between employee intrapreneurial behavior and employee well-being, the research scope of the theme of “entrepreneurship and well-being” is enriched, and the application situation of positive psychology is expanded. Fourthly, by focusing on the envy in the intrapreneurial context, and shifting attention from the individual to the interpersonal, the research content and research context of entrepreneurial effect are expanded. At the same time, the introduction of the “dark side” of perceived being envied to discuss employee intrapreneurial behavior makes up for the positive side of the previous intensive oriented research that overemphasized employee intrapreneurial behavior and expands the research idea of studying the results of employee intrapreneurial behavior from the perspective of bystanders. Lastly, the research on employee intrapreneurship design was carried out around the research path of “antecedent configuration-result”, which responded to and enriched the relevant views on exploring employee intrapreneurship from the overall perspective. The implementation of employee intrapreneurial behavior is a systematic project, which requires the design of the driving mechanism in the early stage and the control of the results in the later stage.
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