The Mechanism Of Organizational Support, Organizational Motivation, Employee Behaviors And R&D Team Innovation Performance

In the environment filled with fierce competition and high uncertainty, more and more organizations choose team work to accomplish the established targets and carry out business activities by combining members'knowledge, ideas and skills as well as clear division of labor and cooperation among team members, so that innovative activities can be smoothly launched and the core competitiveness can be enhanced.Following the logic that "perceived organizational support and organizational motivation influence individual-level behaviors, and then, team-level behaviors influencing team innovation performance" and based on social exchange theory, leadership substitutes theory, the compatibility principle and the multi-level theory, this paper integrates perceived organizational support, organizational motivation, employees'behaviors and team innovation performance into an analytical framework, and discusses the effects of perceived organizational support and organizational motivation on individual behaviors, and the impacts of team behaviors emerging from individual behaviors on team innovation performance through two sub-studies separately.The specific research processes and conclusions are as follows:First of all, according to the literatures about the sources, contents of support and leadership style etc., this paper proposes and identifies that perceived organizational support is composed of perceived organizational institution support, perceived supervisor task-oriented support, perceived supervisor relationship-oriented support and perceived peer support. Combining with contents, sources, directions of motivations etc., this paper proposes and identifies that organizational motivation is divided into positive material motivation, negative material motivation, supervisor positive spiritual motivation, supervisor negative spiritual motivation, hidden-rule positive spiritual motivation and hidden-rule negative spiritual motivation. Moreover, based on Chinese cultural background, employee behaviors are divided into rule-following behaviors, rule-breaking behaviors which are directed to the organization and helping behaviors directed to the individuals from the perspective of behavioral target. Furthermore, combining with Renqing factor and normative relationships, helping behaviors are subdivided into the one with favor at little cost and the other with extra efforts.Secondly, based on the conclusions above, the first sub-study investigates the direct effects of perceived organizational support and organizational motivation on team members'rule-following, rule-breaking and helping behaviors, as well as the moderating effects of Zijiren perception on their relationships on the individual level.Firstly, the first sub-study discovers that there is compatibility principle in the relationship between perceived organizational support, organizational motivation and employee behaviors, in other words, when the sources of perceived organizational support and organizational motivation are consistent with the object of behaviors, significant correlations exist between variables, for example, team member's rule-following behaviors are positively influenced by perceived supervisor task-oriented support; team member's negative rule-breaking behaviors are negatively influenced by perceived superisor task-oriented support; two types of team member's helping behaviors are both positively influenced by perceived peer support; team member's rule-following behaviors are positively influenced by supervisor negative spiritual motivation. Secondly, the first sub-study also discovers that the effects of perceived organizational support and organizational motivation on team member's behaviors reflect the characteristics of reciprocity norm quid pro quo. Team members who have received favorable treatment will return good for good, while, the ones who have received unfavorable treatment will repay evil for evil. For example, perceived supervisor relationship-oriented support helps to promote positive rule-breaking behaviors, while supervisor negative spiritual motivation and hidden-rule negative motivation leads to the increase of negative rule-breaking behaviors. Thirdly, the first sub-study tests the moderating effects for Zijiren perception. Zijiren perception generally plays an interference role in the relationship between organizational motivation and team members'behaviors. Lastly, based on team-level analysis, the second sub-study explores the effects of team-level behaviors emerged from different operationalizations on team innovation performance in R&D teams. Considering the characteristics of R&D employees' behavior and team task, the second sub-study puts forward the hypothese for shared emergence of team rule-following behaviors and the configural emergence of team positive rule-breaking behaviors, negative rule-breaking behaviors, helping behaviors with favor at little cost, helping behaviors with extra efforts on team innovation performance. Using four operationalizations for team-level constructs, specific effects are found for team-level behaviors. The maximum of rule-following behaviors, positive rule-breaking behaviors, helping behaviors with extra efforts and the minimum of negative rule-breaking behaviors will enhance team innovation performance, while the maximum of helping behaviors with favor at little cost and negative rule-breaking behaviors will hamper team innovation performance. The mean of helping behaviors with favors at little cost has a positive influence on team innovation performance. The variance of negative rule-breaking behaviors and helping behaviors with extra efforts will significantly influence team innovation performance positively and negatively respectively.In general, this paper involves sub-studies on two different levels. The effects of perceived organizational support and organizational motivation on individual-level behaviors and the moderating effects of Zijiren perception are analyzed on the individual level. Through the emergence of individual-level behaviors, the effects of team-level behaviors on team innovation performance are investigated. This paper enriches the contents and theories of organizational support, organizational motivation and team innovation, provides theoretical and practical guidance for promoting R & D team innovation effectiveness in high-tech enterprises.