管理评论

管理评论 ›› 2026, Vol. 38 ›› Issue (7): 166-178.

• 组织行为与人力资源管理 • 上一篇    

始料未及的溢出效应？创业者模糊容忍对中层主管焦虑的诱发机制、后果及边界条件

熊立1, 尧越1, 贾建锋2, 方佳星1, 年鹏翔3   

  1. 1. 江西财经大学工商管理学院, 南昌 330032;
    2. 东北大学工商管理学院, 沈阳 110819;
    3. 华南理工大学工商管理学院, 广州 510641
  • 收稿日期:2023-07-03 发布日期:2026-07-29
  • 作者简介:熊立（通讯作者），江西财经大学工商管理学院教授，博士生导师，博士；尧越，江西财经大学工商管理学院硕士研究生；贾建锋，东北大学工商管理学院教授，博士生导师，博士；方佳星，江西财经大学工商管理学院博士研究生；年鹏翔，华南理工大学工商管理学院博士研究生。
  • 基金资助:
    国家自然科学基金面上项目（72172054）；国家自然科学基金项目（72172032）；江西省社会科学规划项目（25GL10）；国家社会科学基金重大项目（24&ZD069）；国家社会科学基金重点项目（23AZD085）。

Unexpected Spillover Effects? The Inducing Mechanism, Consequences and Boundary Condition of Entrepreneur’s Tolerance of Ambiguity on Middle Managers’ Anxiety

Xiong Li1, Yao Yue1, Jia Jianfeng2, Fang Jiaxing1, Nian Pengxiang3   

  1. 1. School of Business Administration, Jiangxi University of Finance and Economics, Nanchang 330032;
    2. School of Business Administration, Northeastern University, Shenyang 110819;
    3. School of Business Administration, South China University of Technology, Guangzhou 510641
  • Received:2023-07-03 Published:2026-07-29

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摘要： VUCA时代，创业者模糊容忍度常常被视为影响创业企业存活和发展的重要特质。然而，目前鲜有研究关注创业者在运用这种特质帮助创业成功时，是否会产生始料未及的负面溢出效应，以至于衍生新的问题。本研究结合压力理论和工作要求-资源模型，构建了一个创业者模糊容忍度通过自身风险决策和对下角色模糊性指示诱发中层主管焦虑及后续消极行为的有调节的链式中介模型，并考察角色宽度自我效能感的边界效用。两项不同渠道样本的实地问卷调研从总体上支持了各研究假设。对总共425份创业者-中层主管配对数据和560份基层员工数据分析发现，创业者模糊容忍度通过风险决策行为和角色模糊性指示正向影响中层主管焦虑情绪，继而使其产生抵触反对行为；中层主管焦虑还会导致其减少对基层员工的支持；中层主管的角色宽度自我效能感调节了从创业者模糊容忍到下级消极行为的链式中介过程，如角色模糊性指示路径；这种溢出效应对低效能感的中层主管影响尤为显著，反之则不显著。本研究从上下级关系视角揭示了创业者模糊容忍的阴暗面，包括它何时会诱发下属消极情绪，以及抑制这种效应的关键机制，使模糊容忍度研究更加辩证和完整，也对创业活动中如何趋利避害地发挥模糊容忍的作用具有一定的指导意义。

关键词: 创业者模糊容忍度, 中层主管焦虑, 工作要求-资源, 角色宽度自我效能感, 链式中介模型

Abstract: In the VUCA era, entrepreneurs’ tolerance of ambiguity is often seen as an important trait that affects the survival and growth of startups. However, few studies have focused on whether there are unanticipated negative spillover effects that generate new problems when entrepreneurs use this trait to help their startups succeed. This study combines stress theory and the job demands-resources (JD-R) model to construct a moderated chain mediation model of entrepreneurial ambiguity tolerance inducing middle-level supervisor anxiety and subsequent negative behavior through their own risky decisions and role ambiguity instructions to their subordinates, and examines the boundary utility of role-breadth self-efficacy. Two field questionnaire studies with different samples support the research hypotheses in general. A total of 425 entrepreneur-middle manager paired data and 560 front-line employee data analyses reveal that entrepreneurs’ tolerance of ambiguity positively influences mid-level supervisor anxiety through risky decision-making behavior and role ambiguity instructions, which in turn leads to resistance and opposition behavior; middle-level supervisor anxiety also leads to reduced support for subordinates; the role-breadth self-efficacy of middle-level supervisors moderates the serial mediating process from entrepreneurs’ ambiguity tolerance to the negative behavior of the lower level, such as the path of role ambiguity instructions, and this spillover effect is particularly significant for low-efficacy middle-level supervisors, and vice versa. By revealing the unknown aspects of entrepreneurs’ ambiguity tolerance (e.g. when will it induce subordinates’ negative emotions and what is the key mechanism in mitigating this effect) from the perspective of the relationship between superiors and subordinates, this paper makes the study of ambiguity tolerance more dialectical and complete, and also has certain guiding significance on how to give play to ambiguity tolerance in entrepreneurial activities.

Key words: entrepreneur’s tolerance of ambiguity, middle manager anxiety, job demands-resources, role breadth self-efficacy, serial mediation model