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论文编号：	8413
作者编号：	2120142527
上传时间：	2016/6/10 23:35:23
中文题目：	认知多样性与团队创新 ——基于认知－情感双机制的模型
英文题目：	The Relationship Between Cognitive Diversity and Team Innovation ——A Model Based on Dual Mechanism of Cognition and Emotion
指导老师：	崔勋
中文关键字：	认知多样性；团队创新；团队反思；团队冲突；创新氛围
英文关键字：	cognitive diversity; team innovation; team reflexivity; team conflict; innovation climate
中文摘要：	随着知识经济时代的不断深入，以及信息时代的逐渐成熟，知识和信息成为企业的核心竞争力。然而，个人难以掌握全面的信息和知识，因此独立工作的挑战性加大，可行性降低，从而以“团队”形式展开工作成为常态。团队是充分发挥三个以上团队成员的知识结构、信息来源，来合作完成团队任务的有效组织。作为团队主体，团队成员会存在某种属性的差异，并且这种差异会对团队过程和结果产生显著影响，因此，关于团队多样性对团队过程和团队结果影响的讨论备受关注。并且有研究指出表层的统计学特征多样性会通过影响深层多样性进而影响团队过程和结果。认知多样性是深层多样性的一种，主要指团队成员在思考方式、价值观念和态度等的差异。认知差异有利于知识重构、信息整合，进而激发对任务的多重视角，有利于产生创新性的工作方式或者解决方案，即与团队创新的关系符合逻辑推演。因此，本研究探寻认知多样性对团队创新的影响机制，这是本文的研究问题。 认知多样性是一把“双刃剑”，本研究从“认知”和“情感”的双重视角出发，探究认知多样性对团队创新的影响机制。一方面，从“认知”视角出发，基于信息决策理论，认知多样性会促进团队成员对任务进展情况以及团队互动关系的深入思考，并善于整合异质性知识和信息，有利于创新性想法的产生、推进以及实现；另一方面，从“情感”视角出发，基于社会分类理论，认知多样性会导致团队成员产生心理背离，将与自己差别较大的成员归类为“圈外人”，并对成员差别以待，进一步导致情绪摩擦和冲突，从而不利于团队创新过程的顺利开展。 本研究从整合的视角出发，构建“认知多样性－团队反思／团队冲突－团队创新”的双中介模型，分别探讨“认知多样性－团队反思－团队创新”的积极路径以及“认知多样性－团队冲突－团队创新”的消极路径，并且探究创新氛围（创新支持）对以上两种作用路径的调节作用。 通过对101个团队的问卷调查，以及10个员工的深度访谈的综合分析，在控制团队类型和团队规模的基础上进行统计检验，得到以下结论： （1）认知多样性与任务反思正相关，与社交反思无明显相关；认知多样性与关系冲突负相关，与任务冲突无明显相关。 （2）任务反思与团队创新（想法产生、想法促进、想法实现）正相关，社交反思与想法产生和想法实现无显著相关，与想法促进正相关；关系冲突与团队创新（想法产生、想法促进、想法实现）负相关，任务冲突与想法产生正相关，与想法实现负相关，与想法促进无显著相关。 （3）任务反思和关系冲突中介认知多样性与团队创新（想法产生、想法促进、想法实现）之间的关系，即认知多样性会通过影响任务反思和关系冲突，进而影响团队创新。 （4）创新氛围正向调节认知多样性与任务反思之间的关系；创新氛围负向调节认知多样性与关系冲突之间的关系。 通过对研究结论进行讨论和分析，给出本研究的实践意义。首先，团队应该辩证看待认知多样性，并谨防过犹不及；其次，团队应该善用认知益处，并避免情感疏离；然后，团队需要尝试控制任务冲突水平与任务进展阶段的匹配，从而为团队创益；最后，团队应该重视创新支持氛围的塑造。
英文摘要：	With the deepening of knowledge economy and the information age, knowledge and information become the core competitiveness of enterprises. However, it is difficult for individuals to grasp the comprehensive knowledge and information, making the individual work more challenging. So “team work” is becoming a normal working form. One team consists of more than two people and team members cooperate with each other to accomplish the team task. As team members have more differences in many attributes and these differences have a significant impact on team process and team outcome, more and more people show more attention on the relationship between team diversity, team process and team outcome. And it points out that the surface diversity (mostly demographic diversity) will affect the depth diversity, which can deeply influence team process and team outcome. Cognitive diversity, referring to the differences in the way of thinking, values and attitudes, is a typical kind of depth diversity. And cognitive diversity can benefit for the integration of knowledge and information, which has a strong relationship with team innovation. This paper demonstrates how cognitive diversity influences team innovation. Cognitive diversity is a “double-edges sword”. This paper explores how cognitive diversity can influence team innovation from double perspectives of “cognition” and “emotion”. On one hand, from the perspective of “cognition” and based on information decision-making perspective, team members with more differences in coginition will have more thinking on the task situation and interaction between group members, which has a positive relationship with idea generation, idea promotion and idea realization. On the other hand, from the perspective of “emotion” and based on social categorization perspective, if team members have more differences in cognition, they tend to be not friendly with others who have more differences with themselves, leading to more emotional conflict. This is not helpful to the process of team innovation. This paper builds the dual mediation model of “cognitive diversity－team reflexivity/ team conflict－team innovation”, and respectively explores the positive path of “cognitive diversity－team reflexivity－team innovation” and the negative path of “cognitive diversity－team conflict－team innovation”. Besides, how innovation climate affects these two paths is worth of attention. Through a questionnaire survey of 101 teams and the in-deep interview of 10 employees, this research gets the following conclusions: (1) Cognitive diversity has a positive relationship with task reflexivity and has no relationship with social reflexivity; Cognitive diversity has a positive relationship with relationship conflict and has no relationship with task conflict. (2) Task reflexicity has a positive relationship with team innovation (idea generation, idea promotion, idea realization), and social reflexivity has no relationship with idea generation/ idea realization but has a positive relationship with idea promotion; Relationship conflict has a negative relationship with team innovation (idea generation, idea promotion, idea realization), and task conflict has a positive relationship with idea generation, has a negative relationship with idea realization and has no relationship with idea promotion. (3) Task reflexivity and relationship conflict mediate the relationship between cognitive diversity and team innovation (idea generation, idea promotion, idea realization). (4) Innovation climate positively moderates the relationship between cognitive diversity and task reflexivity and innovation climate negatively moderates the relationship between cognitive diversity and relationship conflict. Through the discussion about conclusions, this research shows some practical meanings. Firstly, cognitive diversity should be treated dialectically; Secondly, team should make use of the cognitive benefit and avoid emotion alienation; Thirdly, task conflict needs to be controlled and matched with task developing stage. Fourthly, innovation climate should be attracted more attention.
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