工商管理学院知识库

随着环境复杂性提高和不确定性凸显，企业不得不通过“顺势而变”来获得竞争优势，持续变革愈来愈成为企业生存与发展的关键。组织变革不仅需要宏观层面的战略变革，更依赖于微观层面发起的变革行为，员工作为组织变革的微观主体，其是否积极、主动参与变革能够对组织变革成败产生重要影响。以往研究主要探讨了员工主动变革行为与其影响因素间的单向线性关系，为员工何以主动产生变革行为提供了必要的理论依据。而根据系统科学的观点，导致结果产生的前因是“多重并发”的，这意味着自变量不能独自作用于因变量，而是以组合的方式共同影响结果，但尚未有学者基于此考察主动变革行为形成的因果复杂性问题。本文以此为切入点，探究了组织差错管理氛围、双元领导和员工工作调节焦点对员工主动变革行为的多重并发影响效应和因果非对称性，为员工何以产生主变革行为提供了进一步的理论依据。

本文主要开展了以下工作：首先，利用文献研究法以及科学知识图谱的技术和方法系统回顾了员工主动变革行为的发文情况、测量、影响因素和作用后果等方面的研究现状；其次，基于相关理论与已有文献，构建了组态视角下组织差错管理氛围、双元领导和员工工作调节焦点对员工主动变革行为产生组态影响的研究框架；最后，通过发放调查问卷的形式收集研究数据，采用统计分析法和模糊集定性比较分析法实证分析了组织差错管理氛围、双元领导和员工工作调节焦点对员工主动变革行为的复杂影响机理。

本文得出如下结论：（1）员工主动变革行为受组织差错管理氛围（开放导向、责备导向）、双元领导（关系导向、任务导向）和员工工作调节焦点（促进焦点、防御焦点）的共同影响，不同影响因素产生了多重并发影响效应。（2）产生高员工主动变革行为的条件组态有六种，单项条件高促进型工作调节焦点的作用最为关键；导致低主动变革行为的条件组态有四种，单项条件高防御型工作调节焦点的影响最为明显，表明员工主动变革行为与其前因构型间具有因果非对称性。本文基于研究内容系统总结了三点理论贡献，并围绕“非对称性”研究结论提出了具体的管理建议。

The improvement of environmental complexity and the prominence of uncertainty require enterprises to gain competitive advantage by "taking advantage of the trend", so taking charge has increasingly become the core element of the survival and development of enterprises. Organizational change not only needs the strategic change at the macro level, but also depends on the change behavior initiated by the micro-subjects. As the micro-subjects of organizational change, whether employees actively participate in the change can have an important impact on the success or failure of organizational change. Existing researches mainly discuss the one-way linear relationship between employees' taking charge behavior and its influencing factors, which provides necessary theoretical basis for employees' taking charge behavior. However, according to the viewpoint of system science, the antecedent of the result is "multiple concurrency", which means that the independent variable cannot act on the dependent variable alone, but influences the result together in a combined way, but no scholars have investigated the causal complexity of the taking charge behavior. Taking this as a breakthrough point, this paper explores the multiple concurrent effects and causal asymmetry of organizational error management climate, dual leadership and adjustment focus on employees' taking charge behavior, in order to provide a further theoretical basis for employees to produce taking charge behavior.

The following work is mainly carried out in this paper: firstly, the paper reviews the status quo of the research on the issue, measurement, influencing factors and effect of employees' taking charge behavior by using the literature research method and the technology and method of scientific knowledge map; secondly, Based on relevant theories and existing literature, this paper constructs a research framework of the influence of error management climate, dual leadership and regulatory focus on employees' taking charge behavior from the perspective of configuration; finally, the paper collects the research data by issuing questionnaire, and empirically analyzes the complex influence mechanism of error management climate, dual leadership and adjustment focus on the behavior of employee's main change by statistical analysis and fuzzy set qualitative comparative analysis.

This paper draws the following conclusions: (1) Employees' taking charge behavior is influenced by organizational error management climate (open orientation, blame orientation), dual leadership (relationship orientation, task orientation) and adjustment focus (promotion focus, defense focus), and different influencing factors have multiple concurrent effects. (2) There are six kinds of condition configurations that produce high employees' taking charge behavior, and the role of high single condition in promoting focus is the most critical; there are four conditional configurations that lead to low  taking charge behavior, and the single conditional high defense focus has the most obvious influence, which indicates that there is causal asymmetry between employees' taking charge behavior and its antecedent configuration. Based on the research content, this paper systematically summarizes three theoretical contributions, and puts forward specific management suggestions around the research conclusion of "asymmetry".