正大管理学院

Panypiwat Institute of Management

工商管理哲学博士论文答辩公告 

Announcement of Ph.D. in Business Administration Dissertation Defense

姓名/Name：王天宜    MR. TianYi  Wang

学号/Student ID：5681104125

题目：人—组织匹配对员工创新行为的影响研究

Title:  STUDY ON THE RELATIONSHIP OF PERSON—ORGANIZATION FIT AND EMPLOYEE’S INNOVATIVE BEHAVIOR

摘要/Abstract：见第二页, See Pages 2-4

主导师/Chief Adviser:  吕海军  Dr. Haijun Lv

日期/Date: 2017年1月17号          时间/Time: 09:00

地点/Location：CP ALL Academy 4-1608   休息室/Waiting Room：CP ALL Academy 4-1607

答辩委员会成员/Dissertation Committee：

何晓明 教授（北京交通大学），答辩委员会主席  Prof. Dr.Xiaoming He (Beijing University), chair

吕海军 教授，主导师                                           Prof. Dr. Haijun Lv, chief adviser

揭筱纹 教授，委员                                               Prof. Dr. Xiaowen Jie, committee member

尚鸿雁 副教授，委员                                          Assoc. Prof. Dr. Hongyan Shang, committee member

陈奡   博士，委员                                               Dr. Ao Chen, committee member

备注/Note: 答辩现场对在读博士研究生和老师开放。Faculty, lecturer and doctoral students are welcome to observe.

摘要

企业发展的源泉是创新，创新是企业在竞争中获得优势的保障。我国学者对企业中的创新研究目前十分重视和认识广泛，研究的视角主要是从宏观的角度出发，以组织创新、技术创新的研究内容居多，但从行为学、心理学的方向来研究企业中个体的创新行为的成果较少。Amabile（1988）认为组织的创新基础，是员工，而每个员工的创造力是实现组织创新最根本的因素。Woodman，Sawyer和Griffin（1993）指出个体、群体和组织是创新的三个层次，而个体层次的创新是群体、组织层次创新的基础，是实现最终创新的出发点。由此可见，企业中员工个体创新能力决定企业的发展，企业的未来依赖于员工创新行为。因此，在如今以创新为主的知识经济时代，研究企业员工创新行为对企业的重要性是十分必要和关键的。

理论上看，人—组织匹配（简称为 P—O Fit）是从人—环境演变而来，它的概念表达的是“人与环境互动”的理念，可以理解为是研究在组织情境与员工工作行为和态度的重要思路（Kristof，1996）。人—组织匹配与员工创新行为间的研究一直是在各自的方向进行研究，对于两者相交叉的关系研究并不多见（Choi，2004；胡广勤、钱海东，2014），虽然国内外很多学者已经发现支持性的环境和挑战性的任务对于个体的创造性行为有显著影响（曹科岩，窦志铭，2015）；有部分学者通过研究证实了人—组织匹配对组织绩效、员工投入度等会产生积极的影响，也有学者研究证实了人—组织匹配对创新行为是有促进作用的，但对于不同形式的匹配层次与员工创新行为之间的关系，只有极少的学者从社会认知理论的角度出发，研究人—组织匹配对员工创新行为的影响作用。因此，有必要从不同的角度，对人—组织匹配与员工创新行为之间的关系进行深度的实证研究。

根据国内外大量的相关文献，以班杜拉的交互作用理论、和社会交换理论为基础，提出人—组织匹配、创造力自我效能感、同事支持和员工创新行为之间关系的理论模型。其中人—组织匹配包含了个体与组织三个方面的匹配，即价值观匹配、需求—供给匹配和要求—能力匹配（Kristof，1996）。创造力自我效能 (creative self—efficacy) 是与创造力紧密相关的个人因素，指的是员工对于自己有能力产生创造性结果的信念 (Tierney & Farmer，2002)。同事支持是组织中于同等地位水平的员工处人向他人提供帮助、支持和激励（戴春林，2011）。是一个缓解矛盾、互惠的过程。员工创新行为是指产生新奇和有用的想法，以及对这些想法的推动和实施（Woodman，1993；Amabile，1996）。人—组织匹配对员工创新行为怎样影响？其影响作用如何？对于此类问题，本研究将对上述存在的问题进行详细的研究。

国内外以往的学者对于员工创新行为的研究，研究的对象以在校学生、科研研发人员居多，本文将不局限于这个范围内，研究认为企业的创新是渐进式的创新方式，区别于突破式创新。企业内每一个小的创新，都是发展方式和改进效率的一大步。因此，本文研究的对象不仅包括企业的科研人员，也包括企业的管理人员、技术人员和销售人员等。 

ABSTRACT

The source of enterprise development is innovation, innovation is the enterprise in the competition to obtain the advantage of protection. China's scholars on innovation in the enterprise is now very much attention and extensive research perspective mainly from a macro perspective, the organizational innovation, technological innovation, the majority of the content, but behavior, psychology to study the direction of individual enterprises Of the innovative behavior of the results less. Amabile (1988) that the organization's innovation base, is the staff, and each employee's creativity is to achieve the most fundamental factor in organizational innovation. Woodman, Sawyer, and Griffin (1993) point out that individuals, groups, and organizations are the three levels of innovation, and that individual-level innovation is the basis for group and organization-level innovation and the starting point for ultimate innovation. Thus, the enterprise individual innovation ability of employees to determine the development of enterprises, enterprises rely on the future of employee innovation behavior. Therefore, in the era of knowledge-based innovation, it is necessary and essential to study the innovation behavior of employees.

Theoretically, human-organization matching (P-O Fit) evolved from the human-environment. Its concept expresses the concept of interaction between man and the environment. It can be understood as the study of the relationship between the organizational situation and the employees Work behavior and attitudes (Kristof, 1996). The research on the relationship between people-organization matching and employee's innovation behavior has been researched in their own direction. There are few studies on the relationship between the two. (Choi, 2004; Hu Guangqin, Qian Haidong, 2014), although many domestic and foreign Scholars have found that supportive environments and challenging tasks have a significant effect on the individual's creative behavior (Cao, Yan, Dou, 2015). Some researchers have confirmed that human-organization matching has positive effects on organizational performance and employee input, and some scholars have confirmed that human-organization matching can promote innovation behavior. However, for different levels of matching And the relationship between employee innovation behavior, only a very small number of scholars from the perspective of social cognitive theory, the study of people - the impact of organizational matching on employee innovation behavior. Therefore, it is necessary to conduct a deep empirical research on the relationship between people-organization matching and employee innovation behavior from different perspectives.

According to a large number of related literatures at home and abroad, this paper proposes a theoretical model of the relationship between human - organization matching, creativity self - efficacy, colleague support and employee innovation behavior based on Bandura 's interaction theory and social exchange theory. One of them is human-organization matching, which includes the matching of individual and organization, namely, value matching, demand-supply matching and demand-capability matching (Kristof, 1996). Creative self-efficacy is a personal factor that is closely related to creativity and refers to the belief that employees have the ability to produce creative results (Tierney & Farmer, 2002). Co-worker support is the provision of help, support, and motivation to others at the same level of the organization's employees (Dai Chunlin, 2011). Is a mitigation of contradictions, the process of reciprocity. Employee innovation behavior refers to the generation of novel and useful ideas, and the impetus and implementation of these ideas (Woodman, 1993; Amabile, 1996). How Does Person - Organization Matching Influence Employee Innovation Behavior? Its impact on how? For this kind of problem, this research will carry on the detailed research to the above-mentioned problems.

This paper will not be confined to this scope, the research thinks that the innovation of the enterprise is the incremental innovation way, which is different from the breakthrough type. Innovation. Every small innovation within the enterprise is a big step in the way of development and improvement of efficiency. Therefore, the object of this study includes not only the scientific research personnel of the enterprise, but also the managerial personnel, technicians and salespersons.