An Empirical Study Of How Psychological Contract Impact On R&D Team Innovation Performance Of High/Tech Enterprises

Under cross-integration of knowledge and an increasingly competitive globalmarket situation, emphasizing the collective wisdom of the R&D team has become animportant organization form of thriving creative work, is the backbone of enterprisetechnology innovation system, and make a series of outstanding contributions for thegrowth and development of enterprises, even in scientific and technological progressand economic development. Psychological contract is the staff′s subjectiveunderstanding of both team and individual obligations in relation to the work exchangeof each other. After seeing, hearing and understanding the various conditions andcommitments of the team, the team member will accordingly adjust their attitudes andbehavior to make their own responsibility and the team responsibility match. As acognitive framework, it is the psychological basis of an interaction of team-members,and it can be used to understand a variety of team communication and interactiveactivities occurring in the creative process. Many factors in the content of thepsychological contract can affect team innovation performance. Based on the contentand structures of psychological contract, summarize and classify the important factorsto be considered. So we can understand the factors that are concerned most bymembers and provide a theoretical basis for integrating the factors affecting the teaminnovation performance.This paper selects the R&D team of high-tech enterprise for the study, explore therelationship between psychological contract and team innovation performance, andthen propose the theoretical model how psychological contract make an effect on R&D team innovation performance. A questionnaire is used in the study and both SPSSand LISREL statistical software are used to analysis and test the model andhypothesis.，show that both the part of team responsibility and member responsibilityof psychological contract are divided into three types, in part, that transaction,relational, and team-player; In the part of team responsibility, transactionalpsychological contract has a negative impact on R&D member individual creativity,relational and team-player types have a positive influence; In the part of memberresponsibility, transactional and team-player types have a positive impact on R&Dmember individual creativity; In the part of team responsibility, team-player type has apositive impact on R&D team creativity; In the part of member responsibility, transactional and team-player types have a positive influence; individual creativity hasplayed part of the intermediary role. Finally, give some advices to build and manage R&D team of the high-tech enterprise according the conclusions.