【作者】 王玲；

【导师】 韵江；

【作者基本信息】 东北财经大学 ， 企业管理， 2016， 硕士

【摘要】 随着经济全球化迅速发展以及外部环境复杂多变,组织创新对企业面对动态环境维持竞争优势至关重要。如何提高组织的创新能力和提高组织的创新绩效成为学者重点关注的焦点,而高层管理团队(TMT)作为推进组织创新的主导力量需要什么样的特质成为学术界不断研究的深入议题。TMT行为整合(TMT Behavior Integration)这个概念比以往从领导、合作、沟通等几个方面单独考察TMT运作过程更加全面和具体。现有研究对TMT行为整合和组织创新的关系进行了探讨,表明二者之间存在复杂的过程机制。研究发现,组织创新能力的源泉来自于组织内外部相关知识的积累,TMT行为整合通过不同的知识管理机制可能会对组织创新产生不同的影响。在知识信息技术迅速传播的情境下,知识共享越来越受到企业界的重视,成为企业提升绩效的重要因素(Connelly,2012).尽管组织努力营造良好的氛围鼓励员工进行知识分享,受组织情景的限制及员工自身利益的考虑,知识隐藏行为的发生依旧的无处不在。因此,探究TMT行为整合通过知识共享和知识隐藏两种不同的机制对创新产生的不同影响具有重要意义。基于此,在概念明晰的基础上提出了知识共享和知识隐藏作为中介变量来研究TMT行为整合对组织创新的影响模型并进行验证,结论如下：(1)TMT行为整合水平越高,组织创新的能力就越强,技术创新与管理创新显著相关。TMT行为整合水平越高,团队之间交流与合作就愈益充分,就愈能整合团队知识和洞察力,行为整合程度高的团队创新能力也就越强。(2)TMT行为整合水平越高,组织内成员分享知识的意愿就越强烈,知识共享程度就越高,组织内发生知识隐藏行为的几率就越小。Simsek(2006)指出行为整合程度高的团队,能够更有效的利用组织显性知识,有更多的机会进行知识、信息的交流和分享,组织对外部环境的感知程度也越高。(3)知识共享对组织创新有积极影响,而知识隐藏则阻碍了组织创新实施与发生。知识共享突破了知识所有者的界限,利于加强知识的沟通与交流,有利于降低成本提高产品竞争力,促进了一个知识更新与创新能力的提升。相应的,知识隐藏阻碍了对组织创新至关重要因素知识的流动,不利于组织创新的发生。(4)知识共享、知识隐藏在TMT行为整合和组织创新中起部分中介作用。TMT行为整合通过不同的知识处理机制对组织创新产生不同的影响。更多还原

【Abstract】 Along with the rapid development of economic globalization and the complicated external environment, the organization innovation is very important to maintain a competitive advantage. How to improve the organization’s innovation ability and level has always been the focus attention of scholars. TMT Behavior Integration fully grasp the concept of process variation, than ever from leadership, cooperation, communication and so on several aspects separately. TMT Behavior Integration investigate TMT operation process is more comprehensive and specific, have important influence to organizational innovation. Existing research indicated that there is not a simple linear relationship between the two but complex process mechanisms.It is found that the source of the organization innovation ability comes from the accumulation of the knowledge. The integration of TMT behavior through different knowledge management mechanisms may have different effects on organizational innovation. As an indispensable part of Knowledge management, Knowledge Sharing has aroused the attention of scholars in the knowledge economy era. More and more scholars begin to realize the important value of knowledge sharing in organization knowledge management, and regard it as the key to enterprise innovation and obtain competitive advantage (Connelly,2012). Despite the organization’s efforts to create a good atmosphere to encourage employees to share knowledge, the occurrence of knowledge hiding behavior is still everywhere. Based on this, this study firstly makes a clear definition of the concept, and then puts forward the knowledge sharing and knowledge hidden as intermediary variable to study the effect of TMT behavior integration to organizational innovation model and research hypotheses are put forward. The main conclusions are as follows:(1)The higher integration level, the stronger the ability of organization innovation, and technological innovation has a significant effect on the management innovation.TMT behavioral integration level is higher, the exchanges and cooperation between team is increasingly full, the more integration team knowledge and insight, and innovation ability is stronger.(2) The TMT behavior integration level is higher, the higher the degree of knowledge sharing in organization, the less chance of knowledge hidden behavior within organizations. Simsek (2006) pointed out that the high degree of behavior of the team, more effective use of the organization’s explicit knowledge, more opportunities for communication and sharing of knowledge, information, and the ability of percept external environment is also higher.(3) The knowledge sharing can promote the implementation of the organizational innovation, while knowledge hiding can hinder it. Knowledge sharing is beneficial to break the barriers of knowledge owner, to realize the free flow of knowledge within a certain range, to promote knowledge updating and innovation, to reduce development costs, to accelerate the development of new products and increase competitiveness. Accordingly, knowledge hiding has hindered the flow of the important knowledge, which has the inhibitory effect on the organization innovation.(4) Knowledge sharing and knowledge hiding play an intermediary role between the integration of TMT behavior and organizational innovation. The integration of TMT behavior through different knowledge processing mechanisms to produce different effects on organizational innovation. TMT behavior integration through knowledge sharing to promote organizational innovation, and through knowledge hiding has an obstacle to organizational innovation.更多还原