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论文编号：	7089
作者编号：	1120110790
上传时间：	2014/12/12 16:01:16
中文题目：	研发团队跨界活动对团队创新绩效的作用机制研究
英文题目：	Research on the Impact of Team Boundary-spanning Activity on Team Innovation Performance
指导老师：	袁庆宏
中文关键字：	研发团队 团队跨界活动 团队创新绩效 外部知识分享 边界角色
英文关键字：	R&D Team；Team Innovation Performance；Team Boundary Spanning Activities；External Knowledge Sharing ；Boundary Role
中文摘要：	随着我国经济进入新常态和产业结构持续升级，创新成为时代的重要主题之一。尤其在构建协同创新体系过程中，研发团队开展跨界活动十分必要。在理论层面，随着越来越多的研究开始采用开放系统视角来研究团队创新问题，团队跨界活动也受到了极大的关注。跨界现象在组织活动中广泛存在，团队跨界活动是团队为了实现绩效和任务目标，与其嵌入的外部环境中的相关单位建立联系并管理两者之间的互动过程的行为。相关研究显示，团队跨界活动比团队内部过程更能够提升团队创新绩效。本研究试图较为完整地回答“研发团队跨界活动如何影响研发团队创新绩效”这一核心问题，通过围绕该问题以深入研究团队外部知识分享在团队跨界活动与团队创新绩效之间的中介作用以及团队边界角色变动和团队边界角色弹性的调节作用，力求揭示团队跨界活动影响团队创新绩效的黑箱。为此，本研究逐次提出并解决以下三个问题：(1)外部导向活动对团队创新一定有利吗？或者说团队跨界活动是否一定能提升团队创新绩效？(2)团队跨界活动是如何影响团队创新绩效的？即团队外部知识分享是否在团队跨界活动与团队创新绩效之间起到中介作用？（3）在团队-环境界面上，团队跨界活动对团队创新绩效产生影响的边界条件是什么？即团队边界角色变动和团队边界角色弹性是否在其中发挥调节作用？基于上述问题，本研究在系统梳理相关领域的研究基础之上，构建了团队跨界活动对团队创新绩效的倒U型影响模型。采用实证研究方法，基于104个研发团队的样本数据，对提出的研究假设进行了验证。在对研究结果进行了充分的讨论之后，提出了本研究的理论贡献。本研究结论有助于在视角和理论上深化团队跨界活动研究领域研究成果，并且能够为研发团队边界管理实践提供管理启示。本文的创新性一方面在于验证了团队跨界活动对团队创新绩效的倒U型影响及发现了关键变量所起的中介作用，从而打开了过程机制“黑箱”；另一方面，在于对团队跨界活动影响团队创新绩效的边界条件进行了充分的挖掘，并验证了两个调节变量在不同阶段所起的调节作用。总体来看，本研究将团队研究的行为视角和结构视角在团队跨界活动研究领域进行了有效的整合，具有一定的创新性。
英文摘要：	With a new normal economy and continuous upgrading of industrial structure, innovation has become one of the important themes of the times. Meanwhile, in the construction of collaborative innovation system, it is particularly necessary for the research and development team to carry out boundary spanning activities. And at the theoretical level, as more and more studies began to use open systems perspective to study the issue of team innovation, boundary spanning activities has also attracted a great deal of attention. Boundary spanning activities is widespread in organizational activities, team boundary spanning activities can be defined as the activities that team keep contact with units embedded in the external environment and manage interaction actions to between them in order to achieve performance. Related studies have shown that the team boundary spanning activities can better improve innovation performance than the team internal process. This study attempts provide a more complete answer for the core problem that how R&D team boundary spanning activities affect team innovation performance. By surrounding the key issue, we did an in-depth research on the mediating role of external knowledge sharing and the moderating role of boundary role fluidity and boundary role flexibility in order to strive to reveal the black box between team boundary spanning activities and team innovation performance. Therefore, this study proposed and addressed the following three questions: (1) Are external oriented activities certainly beneficial for team innovation? Or whether the team boundary spanning activities will be able to enhance team innovation performance? (2) How team boundary spanning activities affects the team innovation performance? Whether team external knowledge sharing played a mediating role between team boundary spanning activities and team innovation performance? (3) What are the boundary conditions of influence that team boundary spanning activities on innovation performance in the team-environment interface? That is whether boundary role fluidity and boundary role flexibility play a moderating role or not. Based on the above issues and the related fields, this research built an inverted U-shaped model of team boundary spanning activities affect team innovation performance. Based on 104 R&D team sample data, this study uses empirical research method to verify all of the hypotheses. After the findings were fully discussed, this study proposed theoretical contribution. Those findings are help to deepen and enrich perspectives and theoretical research about team boundary spanning activities, and can provide inspiration for the development of the management team boundary management practices. On one hand, the first innovation of this study was verified the inverted U-shaped affect of team boundary spanning activities on team innovation performance and discovered the mediating role played by team external knowledge sharing, thereby opening the "black box"; on the other hand, the boundary conditions of team boundary spanning activities on team innovation performance were fully explored and the moderating role in the two stages were also verified. Overall, this study integrates the behavior perspective and the structure perspective into the area team boundary spanning activities, which also has a certain degree of innovation.
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