Informal Status, Error Management Culture and Employees' Innovative Behavior Choice

Abstract

Abstract:

The relationship between status and employees' innovative behavior has been a hot topic; however, the conclusions of different studies are incongruent. This study is trying to draw a better understanding of the status-innovation behavior relationship by distinguishing the innovative behavior into two different phases: thoughts (expressing ideas) and application (diffusing/realizing ideas). The results show that informal status has a positive and significant effect on individual diffusing/realizing ideas; with organizational error management culture has a moderating effect on the positive path. For example, higher informal status employees diffuse/realize more ideas, while lower informal status employees diffuse/realize fewer ideas. In the context of high error management culture, lower informal status employees expressing and diffusing/realizing ideas increase more than the higher status. However, in low error management culture, both high and low informal status employees' behaviors of expressing and diffusing/realizing ideas decrease, only that the lower informal status decline more than the higher informal status. Overall, within the context of error management culture, the low informal status individual has a greater change in the innovation behavior choice comparing with the high informal status. The result of this study is an effective support to the hypothesis that there is innovative behavior choice within employees.

Key words: informal status, innovative behavior, error management culture

Deng Chuanjun, Liu Zhiqiang, Wang Fengjuan. Informal Status, Error Management Culture and Employees' Innovative Behavior Choice[J]. , 2017, 29(4): 154-162,195.

References

[1] Bunderson J. S., Reagans R. E. Power, Status, and Learning in Organizations[J]. Organization Science, 2011,22(5):1182-1194
[2] Ibarra H., Andrews S. B. Power, Social Influence, and Sense Making: Effects of Network Centrality and Proximity on Employee Perceptions[J]. Administrative Science Quarterly, 1993,38(2):277-303
[3] Magee J. C., Galinsky A. D. Social Hierarchy: The Self-Reinforcing Nature of Power and Status[J]. The Academy of Management Annals, 2008,2(1):351-398
[4] Sucharski I. L. Influencing Employees' Generalization of Support and Commitment from Supervisor to Organization[D]. University of Delaware, 2007
[5] Perrett F., Negro G. Filling the Empty Seat: How Status and Organizational Hierarchies Affect Exploration Versus Exploitation in Team Design[J]. Academy of Management Journal, 2006,49(4):759-777
[6] Janssen O. The Joint Impact of Perceived Influence and Supervisor Supportiveness on Employee Innovative Behavior[J]. Journal of Occupational and Organizational Psychology, 2005,78(4):573-579
[7] Cattani G., Ferriani S. A. Core/Periphery Perspective on Individual Creative Performance: Social Networks and Cinematic Achievements in the Hollywood Film Industry[J]. Organization Science, 2008,19(6):824-844
[8] 刘智强,邓传军,廖建桥,等. 地位竞争动机, 地位赋予标准与员工创新行为选择[J]. 中国工业经济, 2013,(10):83-95
[9] 尹润锋,朱颖俊. 绩效考核目标取向与员工创新行为: 差错管理文化的中介作用[J]. 科学学与科学技术管理, 2013,(2):174-180
[10] Van Dyck C., Frese M., Baer M., et al. Organizational Error Management Culture and Its Impact on Performance: A Two-study Replication[J]. Journal of Applied Psychology, 2005,90(6):1228-1240
[11] Iatridis T., Fousiani K. Effects of Status and Outcome on Attributions and Just-World Beliefs: How the Social Distribution of Success and Failure May be Rationalized[J]. Journal of Experimental Social Psychology, 2009,45(2):415-420
[12] Polman E., Pettit N. C., Wiesenfeld B. M. Effects of Wrongdoer Status on Moral Licensing[J]. Journal of Experimental Social Psychology, 2013,49(4):614-623
[13] Keith N., Frese M. Effectiveness of Error Management Training: A Meta-Analysis[J]. Journal of Applied Psychology, 2008,93(1):59-69
[14] Gronewold U., Gold A., Salterio S. E. Reporting Self-Made Errors: The Impact of Organizational Error-Management Climate and Error Type[J]. Journal of Business Ethics, 2013,117(1):189-208
[15] 陈文沛. 差错管理气氛对员工创新行为的影响跨层次模型分析[J]. 现代财经: 天津财经学院学报, 2013,(10):121-129
[16] Bingham J. B., Oldroyd J. B., Thompson J. A., et al. Status and the True Believer: The Impact of Psychological Contracts on Social Status Attributions of Friendship and Influence[J]. Organization Science, 2013,25(1):73-92
[17] Blau H. Dynamics of Bureaucracy: A Study of Interpersonal Relations in Two Government Agency[M]. Chicago: University of Chicago Press, 1963
[18] Becker M. H. Sociometric Location and Innovativeness: Reformulation and Extension of the Diffusion Model[J]. American Sociological Review, 1970,35(2):267-282
[19] Kim H. S., Drolet A. Choice and Self-Expression: A Cultural Analysis of Variety-Seeking[J]. Journal of Personality and Social Psychology, 2003,85(2),373-382
[20] Aronson E., Wilson T. D., Akert R. M. Social Psychology (5th)[M]. Upper Saddle River, NJ: Prentice Hall, 2005
[21] 张敏. 时间压力下个体无法忍受不确定特征与创新行为关系的实验研究[J]. 管理评论, 2014, 26(11):66-75
[22] Scheepers D., Ellemers N. When the Pressure Is Up: The Assessment of Social Identity Threat in Low and High Status Groups[J]. Journal of Experimental Social Psychology, 2005,41(2):192-200
[23] Anderson C., Willer R., Kilduff G. J., et al. The Origins of Deference: When Do People Prefer Lower Status[J]. Journal of Personality and Social Psychology, 2012,102(5):1077-1088
[24] 曲如杰,康海琴. 领导行为对员工创新的权变影响研究[J]. 管理评论, 2014,26(1):88-98
[25] Homsma G. J., Van Dyck C., De Gilder D., et al. Learning From Error: The Influence of Error Incident Characteristics[J]. Journal of Business Research, 2009,62(1):115-122
[26] Deichmann D., Ende J. V. D. Rising from Failure and Learning from Success: The Role of Past Experience in Radical Initiative Taking[J]. Organization Science, 2013,25(3):670-690
[27] Metiu A. Owning the Code: Status Closure in Distributed Groups[J]. Organization Science, 2006,17(4):418-435
[28] Anderson C., Ames D. R., Gosling S. D. Punishing Hubris: The Perils of Overestimating One 's Status in a Group[J]. Personality and Social Psychology Bulletin, 2008,34(1):90-101
[29] Spataro S. E. Not All Differences Are the Same: The Role of Informal Status in Predicting Reactions to Demographic Diversity in Organizations[J]. Journal of Business Diversity, 2012,12(3):67-80
[30] Spreitzer G. M. Psychological Empowerment in the Workplace: Dimensions, Measurement, and Validation[J]. Academy of Management Journal, 1995,38(5):1442-1465
[31] Janssen O. Job Demands, Perceptions of Effort-Reward Fairness and Innovative Work Behavior[J].Journal of Occupational and Organizational Psychology, 2000,73(3):287-302
[32] Lamertz K., Aquino K. Social Power, Social Status and Perceptual Similarity of Workplace Victimization: A Social Network Analysis of Stratification[J]. Human Relations, 2004,57(7):795-822
[33] Aquino K., Grover S. L., Brandfield M., et al. The Effects of Negative Affectivity, Hierarchical Status, and Self-determination on Workplace Victimization[J]. Academy of Management Journal, 1999,42(3):260-272
[34] Stamper C. L., Masterson S. S. Insider or Outsider? How Employee Perceptions of Insider Status Affect Their Work Behavior[J]. Journal of Organizational Behavior, 2002,23(8):875-894
[35] Pearce J. L. (Ed.). Status in Management and Organizations[M]. London: Cambridge University Press, 2011
[36] Chen Y., Peterson R. S., Phillips D. J., et al. Introduction to the Special Issue: Bringing Status to the Table Attaining, Maintaining, and Experiencing Status in Organizations and Markets[J]. Organization Science, 2012,23(2):299-307
[37] 刘智强,李超,廖建桥,等. 组织中地位, 地位赋予方式与员工创造性产出—来自国有企事业单位的实证研究[J]. 管理世界, 2015,(3):86-101