| 整合共享型人力资源实践与团队创新绩效——团队跨界行为与包容型领导的作用 |
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| 引用本文： | 陈耘,赵富强,陈凯佳.整合共享型人力资源实践与团队创新绩效——团队跨界行为与包容型领导的作用[J].科研管理,2022,43(12):154-162. |
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| 作者姓名： | 陈耘 赵富强 陈凯佳 |
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| 作者单位： | 武汉理工大学管理学院，湖北 武汉430070 |
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| 基金项目： | 国家社会科学基金项目：“两化融合情境下双元性人力资源实践对创新绩效影响的跨层纵向研究”（16BGL107，2016.07—2019.12）；武汉理工大学自主创新专项：“破除藩篱，成人达己：中国情境下整合共享型人力资源实践内涵结构与作用机制研究”（2020GYZX024，2020.09—2021.05）。 |
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| 摘 要： | 面对日益VUCA的竞争环境，创新成为组织生存发展的现实选择，而团队是组织正常运作的基本单元，团队创新是组织目标实现与竞争优势维系的重中之重，而跨界整合的移动互联时代，团队仅靠自身资源难以应对，因而如何获取外部资源、开发内部资源与整合内外资源成为团队创新的关键，而跨界行为是团队资源外部获取、内部开发与内外整合的可行选择，因而如何通过跨界行为提升团队创新已然成为业界实践与学界研究亟待解决的问题。基于此，本研究以资源依赖理论为基础，旨在探究团队实施的整合共享型人力资源实践（IS-HRP）对团队创新绩效的影响机制与边界条件。基于312份团队领导样本纵向追踪的实证研究发现：（1）IS-HRP与团队创新绩效显著正相关；（2）团队跨界行为在IS-HRP与团队创新绩效影响间有中介作用；（3）包容型领导正向调节IS-HRP与团队创新绩效间关系以及团队跨界行为与团队创新绩效间关系；（4）包容型领导调节IS-HRP通过跨界行为对团队创新绩效的间接作用，包容型领导水平越高，其间接作用越强。从而为团队创新绩效提升的管理实践、领导风格与团队行为提供了理论依据与决策借鉴。
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| 关 键 词： | 整合共享型人力资源实践（IS-HRP） 团队跨界行为 包容型领导 团队创新绩效 |
| 收稿时间： | 2020-05-11 |
| 修稿时间： | 2020-10-08 |
Integrating-sharing human resource practice and team innovation performance——The effect of team boundary-spanning behavior and inclusive leadership |
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| Chen Yun,Zhao Fuqiang,Chen Kaijia.Integrating-sharing human resource practice and team innovation performance——The effect of team boundary-spanning behavior and inclusive leadership[J].Science Research Management,2022,43(12):154-162. |
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| Authors: | Chen Yun Zhao Fuqiang Chen Kaijia |
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| Institution: | School of Management, Wuhan University of Technology, Wuhan 430070, Hubei, China |
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| Abstract: | With the rapid development of science and technology, the industry boundary is increasingly blurred, the frequent occurrence of trade sanctions and the spread of global epidemics, the competitive environment becomes more and more volatile, uncertain, complex and ambiguous, that is VUCA in abbreviation. Enterprises must timely seize fleeting opportunities to ensure their survival and development. However, when the situation is difficult to predict, the change is difficult to grasp, the impact is difficult to recognize and the mode is lack of reference, the organizational innovation based on external resource acquisition, internal resource development and integration of internal and external resource has become a realistic choice for enterprises. However, the team is the basic unit for the normal operation of organization. Thus, team innovation is the top priority for the realization of organizational goals and the maintenance of its competitive advantage. Under the era of cross-border integration of mobile Internet, it is difficult for a team to cope with the environment only with its own resources, so it becomes key important for team innovation how to obtain external resources, develop internal resources and integrate internal and external resources. As we all know, team boundary-spanning behavior is a feasible choice for external acquisition, internal development and integration between internal and external team resources. Therefore, how to enhance team innovation through team boundary-spanning behavior has become an urgent problem in the field of practice and academic research. In the mobile Internet era of VUCA, knowledge is the core and key of organizational resources, while employees are the carrier of knowledge resources and the subject of integration and utilization of other resources. Human resource practice is the framework of organizational rules for ability promotion, motivation stimulation and opportunity provision. Therefore, it has become the focus of the industry and academia how to make full use of the role of human resource practice, enhance the cross-border ability of members, stimulate cross-border motivation and provide cross-border opportunities to realize team innovation. IS-HRP, came into being. However, most of the existing researches focus on specific human resource modules or some aspects of the modules, and have not yet formed a systematic human resource practice.The research shows that team boundary-spanning behavior is an important way for external acquisition, internal development and internal and external integration of team resources. It may be the intermediary bridge between IS-HRP and team innovation performance. Therefore, how to improve team innovation through boundary-spanning behavior now has become an urgent problem to be solved in industry practice and academic research. However, there are few researches on team boundary-spanning behavior to improve the external resource acquisition of team innovation, and the key antecedent of team boundary-spanning behavior management practice is even less.As we all know, the role of management practice depends on the influence of situational factors. Among various possible situational factors that affect team innovation performance, team leaders play an extremely important role. Inclusive leadership can accommodate and integrate different views, ideas, information and knowledge brought by team cross-border, so as to promote the relationship between team boundary-spanning behavior and team innovation performance. Most of the existing researches on inclusive leadership focus on its antecedent variables, but less on its moderating variables. Based on the above analysis, and according to the theory of resource dependence, this study aims to explore the impact mechanism and boundary conditions of IS-HRP on team innovation performance. Based on 312 samples of team leaders all over China and stepwise regression analysis, the empirical research founds the following. Firstly, IS-HRP is positively correlated with team innovation performance. Secondly, team boundary-spanning behavior mediates the impact of IS-HRP on team innovation performance. Thirdly, inclusive leadership positively regulates the relationship between IS-HRP and team innovation performance and that between team boundary-spanning behavior and team innovation performance. Finally, inclusive leadership regulates the indirect effect of IS-HRP on team innovation performance through team boundary-spanning behavior. The higher the level of inclusive leadership, the stronger its indirect effect. Thus, it provides the theoretical basis and decision-making reference for the management practice, leadership style and team behavior to improve team innovation performance. |
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| Keywords: | integrating-sharing human resource practice (IS-HRP) team boundary-spanning behavior inclusive leadership team innovation performance |
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