| In order to promote China’s economic structure adjustment and to build a new engine of economic development. How to drive enterprise innovation, stimulate innovation behavior, promote innovation efficiency become academia and business concerns.But in the face of the complicated factors, innovation is mostly still a conceptual model. Enterprise tend to pay close attention to the innovation output performance, but innovation output performance is the result of R&D innovation behavior. Due to the difference of individual characteristics, team innovation atmosphere, the organization of dynamic capabilities, the innovation desire and behavior of each R&D person is different. Therefore, paying attention to how to trigger employee innovative behavior is the key precondition of enterprises’ input based on innovation output performance.This study constructs a hierarchical model of individuals, teams and organizations, and explore how to trigger the innovation behavior of R&D staff, which can provide a reference model on the innovation driven development road of our country.Based on the research purpose and the background in this paper, this study discusses the main factors that affect organizational dynamic capability, team innovation atmosphere, staff’s knowledge sharing and the innovation behavior through the review of related research at home and abroad. Combining previous research and the specificity of research object, we divide organize dynamic capabilities into three dimension: the chance perception, the chance fetching and the resources to reconstruct by combining previous research results. The team innovation atmosphere is divided into three dimension: the safety to take part in, the innovation support and the task orientation. The knowledge sharing could be divided into the willingness to share and the sharing behaviors. We divide the employee innovation behaviors into three stages which are the idea generation, the idea promotion and the idea accomplishment. We build the three layers of linear theory model of this study based on the review of related research and the theory of behavioral integration theory and multi-level theory. Put forward the research hypothesis, select R&D staff of high and new technology enterprises as the research object, use empirical analysis testing the theory model and hypothesis through the questionnaire survey and HLM software.The key content of this study was mainly divided into three parts:(1) Without considering the influence from other levels, analysis which influence factor plays a leading role on affecting employee innovative behavior at a single level by using the HLM. Analysis the leading dimensionality influence employee innovative behavior under the separate level. The results showed: for individual level, knowledge sharing behavior has a significantly positive effect on employee innovative behavior, while willingness of knowledge sharing has no significantly effect on employee innovative behavior; for team level, participative safety and support for innovation has a significantly positive effect on employee innovative behavior, task orientation has a significantly negative effect on employee innovative behavior, among them, support for Innovation dimension dominant; for organization level, the opportunity perception has a significantly negative influence on employee innovative behavior, the opportunity grasp has significantly positive effect on employee innovative behavior, resource reconfiguration has no significantly impact on employee innovative behavior, among them the opportunity grasp dimension dominate.(2) The interaction effect of dimensions from each two layers’ factors impacted on employee innovative behavior when considering each two layers’ interaction effect. Using Hierarchical Linear Model(HLM) to analysis interaction effect, analysis the differences of R&D innovation behavior of the same individual in different project teams, the same individual in different enterprises, the same project team in different enterprises. The results showed: 1) for the interaction effect of team level and individual level, interaction effect of participative safety and willingness of knowledge sharing has a significantly negative effect on employee innovative behavior, so as task orientation and willingness of knowledge sharing; the interaction effect of support for innovation and willingness of knowledge sharing on employee innovative behavior has a positive influence; participative safety and knowledge sharing behavior interaction effect has a significantly negative effect on employee innovative behavior, so as support for innovation and knowledge sharing behavior; the interaction effect of task orientation and knowledge sharing behavior has a significantly positive effect on employee innovative behavior; 2) for the interaction effect of organization level and the individual level, interaction effect of opportunity perception and willingness of knowledge sharing has a significantly positive effect on employee innovative behavior, so as opportunity grasp and willingness of knowledge sharing; the interaction effect of resource reconstruction and willingness of knowledge sharing has a significantly negative effect on employee innovative behavior; the interaction effect of opportunity perception and knowledge sharing behavior has no significantly impact on employee innovative behavior, the interaction effect of opportunity grasp and knowledge sharing behavior has a significant negative effect on employee innovative behavior, the interaction effect of Resource reconfiguration and knowledge sharing behavior has a significant positive effect on employee innovative behavior; 3) in the interaction effect of organization and team layer, the interaction effect of opportunity perception and participative safety has a significant negative effect on employee innovative behavior, so as opportunity grasp and participative safety; the interaction effect of resource reconfiguration and participative safety on employee innovative behavior was not significant; the interaction effect of opportunity perception and support for innovation was not significant, so as resource reconfiguration and support for innovation; the interaction effect of opportunity grasp and support for innovation has a significant negative effect on employee innovative behavior; the interaction effect of opportunity perception and task orientation has a significant positive effect on employee innovative behavior, so as opportunity grasp and task orientation; the interaction effect of resource reconfiguration and task orientation was not significant.(3) Under the consideration of the three conjunct stratums, the whole impacts on the innovative behaviors for the employees, which is the hierarchical effect. Using HLM analysis the hierarchical effect, analysis the differences of R&D innovation behavior of different individual, team and organization. The result shows that, on the organization stratum, the opportunity perception have the remarkable negative effect on the employees’ innovative behaviors, opportunity grasp can make remarkable positive effect, and the resource reconfiguration influence the employees’ innovative behaviors with the jointly insignificant. On the team stratum, the participative safety and innovated support has positive influence on the innovative behaviors, the task orientation has the negative impacts. On the individual stratum, the willingness of knowledge sharing has inconspicuous impact on the innovative behaviors, and the knowledge sharing behavior has the remarkable positive impact.Overall, this paper use the HLM model to empirically analyze the effect of high and new technology enterprise R&D staff innovation behavior respectively from the single level, two layers of interaction and three layers of the coupling according to the logical thinking of the motivation, behavior, and outcome,and based on the nested relationship between individual, team and organization. This theoretical model to a certain extent opened the black box of triggering employee innovative behavior.The research conclusions provide the political suggestions and decisional references for the convert progress of ushering in the innovation-driven road.
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