A Study On The Error Management Climate And Employee Innovation Behavior

Innovation is the soul of a nation, but also the inexhaustible power to promote the country to continue moving forward. Innovation has become an important driving force and a breakthrough of our economic and social development. Whether from the national level or private enterprise, innovation is highly anticipated. As early as1994, foreign scholars such as Scott&Bruce had already sounded the alarm for the enterprise, they pointed out that almost all businesses will be faced with shorter product life cycles, rapid technological change and global competition, if companies want to survive, grow, and continue to move forward, then companies need more innovation than before(Scott&Bruce,1994). Chinese scholars Liu yun and Shi Jintao also clear that companies must have a number of employees who pro-active、not afraid of risk as well as have courage to innovate, Enterprises can take victory in the fierce competition (Liu yun&Shi Jintao,2010).Any organization is made up of independent individuals, who complete specific work in the organization. Therefore, everyone may make mistake for one or another. Therefore, any organization will encounter errors (Van Dyck,et al,2005). There is no doubt that mistakes will certainly lead to some adverse effects, but mistakes have a positive and active role that errors can also bring innovation (Frese&Van Dyck,1996;Van Dyck,et al,2005).Moreover, innovation is not accomplished at one stroke. Looking back to any time of innovation and creativity in the long river of history, it was not an exploration of scratch but a road to success built on the countless times in the trial-and-error, such as the invention of the bulbs.Organization is the carrier for the staff, and also the workplace of the employees.Therefore, behavior of employees must be affected by organizational factors, including the organization’s attitude and behavior toward employee’s error. The effective error management climate of the organization can improve the staff’s attitude towards error, and also can encourage employees to take effective approach to deal with it. Employees’ error orientation will be affected by their creative self-efficacy, creative self-efficacy belongs to a domain-specific self-efficacy. Therefore, creative self-efficacy whether by influencing employees’ error orientation to promote the occurrence of employee innovation behavior or not? At present, the academic study on error management climate, error orientation, creative self-efficacy and employee innovation behavior is still relatively rare. Therefore, based on this theory, logic and the possible entry point, this study selected error orientation and creative self-efficacy perspective, conducted a study on error management climate and employee innovation behavior.The study used a literature study and empirical research on the mechanisms of error management climate and employee innovation behavior. Firstly, the study based on literature research to find the deficiencies and gaps in current research, and according to the existing theories constructed a theoretical model and proposed related research hypotheses, followed by the sample data obtained through questionnaires, and the use of statistical software for data SPSS20.0empirical analysis to arrive at conclusions. In this study, enriched and expanded the research on the effects of the error management climate employee innovation behavior. And we put forward corresponding countermeasures and suggestions from both corporate and individual level.The main contents and conclusions of this study are as follows:(1) By reading the literature constructed a theoretical model of this study, and conducted a literature review, and selected related measurement scale. Thereafter, we conducted a small sample test about the questionnaire, on the basis of pre-investigation, the questionnaire was appropriately was modified. Subsequently, a formal questionnaire distributed and collected.(2) The impact of control variables on error orientation and employee innovation behavior. In the seven control variables such as gender, age, education, in the current organization of working time, job level, job nature and the corporate nature, only gender have impact on employee innovation behavior and creative self-efficacy.(3) The results of this study showed that a positive error management climate has a positive impact on employees’ error orientation. That is, if employees feel the error management climate of the organization is positive, their attitudes and behavior will also be positive. We also found that all the four dimensions of error management climate have a positive impact on the employees’ error orientation.(4) Through the research, we found that employees’ error orientation has a positive influence on employee innovation behavior of employees. Secondly, we further study the impact of various dimensions belonging to error orientation on employee innovation behavior. The study found that both learning from error and error risk taking have a significant positive effect on employee innovation behavior; but error communication and error competent orientation were no significant positive effect on employee innovation behavior.(5) Research also shows that a positive error management climate has a significant positive effect on employee innovation behavior. And we also found that each dimension of error management climate such as error communication, error thinking, learning from error and error competence have significant positive effect on employee innovation behavior.(6) Through empirical research and hypothesis testing, we found that error orientation do have a partial mediating effect between error management and employee innovation behavior.In addition, we also found that errors orientation have a partial mediating effect between error thinking as well as error communication and employee innovation behavior. But during learning from errors and employee innovation behavior, or between error competence and employee innovation behavior, error orientation have a fully mediated effects.(7) By testing, we found that creative self-efficacy positively affect employee innovation behavior. And creative self-efficacy has a positive moderating effect on error orientation and employee innovation behavior, but the moderating effect was not significant.