组织行为研究中的双刃剑效应：典型模式与策略建议

摘要/Abstract

摘要： 当前主流的组织行为研究中,研究者倾向于仅仅关注自变量对因变量的积极或消极影响。然而，这种仅考察单方面效应的研究思路与复杂的管理现象不符，也不利于研究间的对话和整合。由此，同时考虑积极与消极结果的双刃剑效应研究开始出现并愈加受到关注。不过，在快速增加的双刃剑效应研究中，仍旧存在着内涵不清、机制模糊、应用不当等问题。为此，通过系统评述137篇组织行为领域中双刃剑效应的中英文文献，本研究明确厘定了双刃剑效应的内涵，梳理了双刃剑效应研究的动因，将双刃剑效应的研究模式概括为三个主要类型（直接效应、间接效应和调节效应）和六个具体类型，总结了探讨双刃剑效应时可采用的理论基础。在文献述评的基础上，本研究提出了一组针对未来双刃剑效应研究的策略建议。本研究将有助于学者们明确双刃剑效应的潜在贡献和前沿趋势，启发学者们在未来更为合理地开展更具理论价值的双刃剑效应研究。

关键词: 双刃剑效应, 研究述评, 策略建议

Abstract: Mainstream organizational scholars tend to look at either the positive or negative influence of independent variables on dependent variables. However, this simple approach contrasts with the complicated phenomena in management practices. It is also less conducive to the meaningful integration of different studies. As a result, research on the double-edged sword effect has emerged in recent years. Though there are increasing studies examining the double-edged sword effect, it is worth noting that the interpretation of the effect remains unclear, the underlying mechanism is ambiguous, and the corresponding research pattern is often inappropriately used. By systematically analyzing 137 organizational behavior studies demonstrating the double-edged sword effect in both Chinese and English, this study clarifies the nature of the double-edged sword effect, identifies two major motives for conducting research on the topic, and classifies the existing research pattern into three main types (direct effect, indirect effect and moderating effect) and six sub-types. This study also offers five explanations of the potential theoretical basis for research on the double-edged sword effect. Finally, we offer practical suggestions for future researches. The present study is expected to demonstrate the potential contribution of researches on the double-edged sword effect, and to inspire more valuable future studies.

Key words: double-edged sword effect, research commentary, strategic suggestions

张娇娇, 罗文豪. 组织行为研究中的双刃剑效应：典型模式与策略建议[J]. 管理评论, 2022, 34(9): 195-207.

Zhang Jiaojiao, Luo Wenhao. The Double-edged Sword Effect in Organizational Behavior Research: Typical Patterns and Strategy Suggestions[J]. Management Review, 2022, 34(9): 195-207.

参考文献

[1] Kim J. K., LePine J. A., Chun J. U. Stuck between a Rock and a Hard Place: Contrasting Upward and Downward Effects of Leaders’ Ingratiation[J]. Personnel Psychology, 2018,71(4):495-518
[2] Amundsen S., Martinsen Ø. L. Empowering Leadership: Construct Clarification, Conceptualization, and Validation of a New Scale[J]. The Leadership Quarterly, 2014,25(3):487-511
[3] Hao P., Wei H., Long L. R. Why and When Empowering Leadership Has Different Effects on Employee Work Performance: The Pivotal Roles of Passion for Work and Role Breadth Self-Efficacy[J]. Journal of Leadership & Organizational Studies, 2018,25(1):85-100
[4] 庞书一,郑兴山,唐宁玉. 授权型领导行为对员工绩效非线性影响机制研究[J]. 西南民族大学学报(自然科学版), 2013,39(1):103-108
[5] 彭坚,王震. 做上司的“意中人”:负担还是赋能？追随原型—特质匹配的双刃剑效应[J]. 心理学报, 2018,50(2):216-225
[6] van de Brake H. J., Walter F., Rink F. A., et al. Multiple Team Membership and Job Performance: The Role of Employees’ Information-Sharing Networks[J]. Journal of Occupational and Organizational Psychology, 2020,93(4):967-987
[7] Wang L., Law K. S., Zhang M. J., et al. It ’s Mine! Psychological Ownership of One’s Job Explains Positive and Negative Workplace Outcomes of Job Engagement[J]. Journal of Applied Psychology, 2019,104(2):229-246
[8] Mitchell M. S., Greenbaum R. L., Vogel R. M., et al. Can You Handle the Pressure? The Effect of Performance Pressure on Stress Appraisals, Self-Regulation, and Behavior[J]. Academy of Management Journal, 2019,62(2):531-552
[9] Diebig M., Bormann K. C., Rowold J. A Double-Edged Sword: Relationship between Full-Range Leadership Behaviors and Followers’ Hair Cortisol Level[J]. The Leadership Quarterly, 2016,27(4):684-696
[10] Casper A., Sonnentag S. Feeling Exhausted or Vigorous in Anticipation of High Workload? The Role of Worry and Planning during the Evening[J]. Journal of Occupational and Organizational Psychology, 2020,93(1):215-242
[11] Bunderson J. S., Thompson J. A. The Call of the Wild: Zookeepers, Callings, and the Double-Edged Sword of Deeply Meaningful Work[J]. Administrative Science Quarterly, 2009,54(1):32-57
[12] Chen X., Yuan Y., Liu J., et al. Social Bonding or Depleting? A Team-Level Investigation of Leader Self- Sacrifice on Team and Leader Work Engagement[J]. Journal of Occupational and Organizational Psychology, 2020,93(4):912-941
[13] Huang L., Gino F., Galinsky A. D. The Highest Form of Intelligence: Sarcasm Increases Creativity for Both Expressers and Recipients[J]. Organizational Behavior and Human Decision Processes, 2015,131:162-177
[14] Kim Y. J., Toh S. M. Stuck in the Past? The Influence of a Leader’s Past Cultural Experience on Group Culture and Positive and Negative Group Deviance[J]. Academy of Management Journal, 2019,62(3):944-969
[15] 古银华,卿涛,杨付,等. 包容型领导对下属创造力的双刃剑效应[J]. 管理科学, 2017,30(1):119-130
[16] 魏巍,彭纪生,华斌. 资源保存视角下高绩效人力资源系统对员工突破式创造力的双刃剑效应[J]. 管理评论, 2020,32(8):215-227
[17] 张捷,聂琦,王震. 领导高绩效要求对员工绩效的“双刃剑”效应:压力认知评价理论视角[J]. 华南师范大学学报(社会科学版), 2020,(6):142-157
[18] 邢璐,孙健敏,尹奎,等. “过犹不及”效应及其作用机制[J]. 心理科学进展, 2018,26(4):719-730
[19] van Kleef G. A. Understanding the Positive and Negative Effects of Emotional Expressions in Organizations: EASI Does It[J]. Human Relations, 2014,67(9):1145-1164
[20] Wang Z., Xing L., Xu H., et al. Not All Followers Socially Learn from Ethical Leaders: The Roles of Followers’ Moral Identity and Leader Identification in the Ethical Leadership Process[J]. Journal of Business Ethics, 2021,170(3):449-469
[21] Ko Y. J., Choi J. N. Overtime Work as the Antecedent of Employee Satisfaction, Firm Productivity, and Innovation[J]. Journal of Organizational Behavior, 2019,40(3):282-295
[22] Lanaj K., Gabriel A. S., Chawla N. The Self-Sacrificial Nature of Leader Identity: Understanding the Costs and Benefits at Work and Home[J]. Journal of Applied Psychology, 2021,106(3):345-363
[23] Bhave D. P., Halldórsson F., Kim E., et al. The Differential Impact of Interactions Outside the Organization on Employee Well-Being[J]. Journal of Occupational and Organizational Psychology, 2019,92(1):1-29
[24] Deng H., Leung K. Contingent Punishment as a Double-Edged Sword: A Dual-Pathway Model from a Sense-Making Perspective[J]. Personnel Psychology, 2014,67(4):951-980
[25] Bolino M. C., Turnley W. H., Gilstrap J. B., et al. Citizenship under Pressure: What’s a “Good Soldier” to Do?[J]. Journal of Organizational Behavior, 2010,31(6):835-855
[26] Zipay K., Mitchell M. S., Baer M. D., et al. Lenient Reactions to Misconduct: Examining the Self-Conscious Process of Being Lenient to Others at Work[J]. Academic of Management Journal, 2021,64(2):351-377
[27] 宋锟泰,张正堂,赵李晶. 时间压力对员工双元创新行为的影响机制[J]. 经济管理, 2019,41(5):72-87
[28] 刘智强,卫利华,周空,等. 地位冲突的“双面”特性与团队创新[J]. 南开管理评论, 2019,22(4):176-186
[29] 王朝晖. 大材小用的员工如何发挥创造力?——愤怒、创造自我效能和调节定向的作用[J]. 研究与发展管理, 2018,30(5):92-103
[30] Cangiano F., Parker S. K., Yeo G. B. Does Daily Proactivity Affect Well-Being? The Moderating Role of Punitive Supervision[J]. Journal of Organizational Behavior, 2019,40(1):59-72
[31] Hsiung H. H., Lin C. W., Lin C. S. Nourishing or Suppressing? The Contradictory Influences of Perception of Organizational Politics on Organizational Citizenship Behaviour[J]. Journal of Occupational and Organizational Psychology, 2012,85(2):258-276
[32] 古银华,李海东,苏勇. 主管信任真会促进员工任务绩效吗?——认知依赖和权力距离的作用[J]. 商业经济与管理, 2017,(1):34-43
[33] Li Y., Li N., Li C., et al. The Boon and Bane of Creative “Stars”: A Social Network Exploration of How and When Team Creativity Is (and Is Not) Driven by a Star Teammate[J]. Academy of Management Journal, 2020,63(2):613-635
[34] Harris K. J., Kacmar K. M., Zivnuska S., et al. The Impact of Political Skill on Impression Management Effectiveness[J]. Journal of Applied Psychology, 2007,92(1):278-285
[35] Ates N. Y., Tarakci M., Porck J. P., et al. The Dark Side of Visionary Leadership in Strategy Implementation: Strategic Alignment, Strategic Consensus, and Commitment[J]. Journal of Management, 2020,46(5):637-665
[36] Hobfoll S. E. Conservation of Resources: A New Attempt at Conceptualizing Stress[J]. American Psychologist, 1989,44(3):513-524
[37] Hobfoll S. E., Halbesleben J., Neveu J. P., et al. Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences[J]. Annual Review of Organizational Psychology and Organizational Behavior , 2018,5:103-128
[38] 梁潇杰,于桂兰,付博. 与上级关系好的员工一定会建言吗? 基于资源保存理论的双中介模型[J]. 管理评论, 2019,31(4):128-137
[39] 宋萌,胡鹤颜,王震,等. 领导跨界行为对下属绩效的积极与消极效应研究[J]. 管理学报, 2020,17(5):671-679
[40] 康勇军,彭坚. 累并快乐着: 服务型领导的收益与代价——基于工作—家庭资源模型视角[J]. 心理学报, 2019,51(2):227-237
[41] Bakker A. B., Oerlemans W. G. M. Daily Job Crafting and Momentary Work Engagement: A Self-Determination and Self-Regulation Perspective[J]. Journal of Vocational Behavior, 2019,112:417-430
[42] Salancik G. R., Pfeffer J. A Social Information Processing Approach to Job Attitudes and Task Design[J]. Administrative Science Quarterly, 1978,23(2):224-253
[43] Babalola M. T., Greenbaum R. L., Amarnani R. K., et al. A Business Frame Perspective on Why Perceptions of Top Management’s Bottom-Line Mentality Result in Employees’ Good and Bad Behaviors[J]. Personnel Psychology, 2020,73(1):19-41
[44] Lazarus R. S., Folkman S. Stress, Appraisal, and Coping[M]. New York: Springer, 1984
[45] Lee K., Duffy M. K., Scott K. L., et al. The Experience of Being Envied at Work: How Being Envied Shapes Employee Feelings and Motivation[J]. Personnel Psychology, 2018,71(2):181-200
[46] Tajfel H., Turner J. C. The Social Identity Theory of Intergroup Behaviour[A]. In Worchel S., Austin W. G. Psychology of Intergroup Relations[C]. Chicago: Nelson-Hall, 1986
[47] 梁永奕,严鸣,储小平. 多团队情境下领导团队代表性的“双刃剑”效应[J]. 心理学报, 2018,50(1):58-68
[48] 马学谦,王虹,熊冠星,等. 领导的消极情绪对员工绩效的积极作用[J]. 心理科学进展, 2015,23(11):1991-2000
[49] Deci E. L., Ryan R. M. The “What” and “Why” of Goal Pursuits: Human Needs and the Self-Determination of Behavior[J]. Psychological Inquiry, 2000,11(4):227-268
[50] Kuykendall L., Craig L., Tay L. Work-Contingent Self-Esteem: A Boon or Bane for Worker Well-Being?[J]. Journal of Organizational Behavior, 2020,41(1):1-16
[51] 张剑,宋亚辉,刘肖. 削弱效应是否存在:工作场所中内外动机的关系[J]. 心理学报, 2016,48(1):73-83
[52] Lewis M. W. Exploring Paradox: Toward a More Comprehensive Guide[J]. Academy of Management Review, 2000,25(4):760-776
[53] Schad J., Lewis M. W., Raisch S., et al. Paradox Research in Management Science: Looking Back to Move Forward[J]. Academy of Management Annals, 2016,10(1):5-64