A Research On The Cross-Level Model Based On The Effect Of Error Management Climate On Employees’ Creativity

With the advent of globalization and the increasing extent of the knowledge economy, the market environment changing rapidly and the competition among enterprises has become particularly intense. Especially at this stage, China is in a crucial period of social and economic transformation, how to improve the innovative capacity and innovation performance enable enterprises to continuously enhance its value and get stronger competitive advantage has become an important research topic in theory and business managers. In this context, a growing number of researchers have pointed out the key of improve the innovative capacity and innovation performance in the organization is to improve the ability to innovate. This is because the innovation capacity of individual employees is the foundation to promote the organizational innovation.However, innovation is a complex and dynamic process, members of the organization will inevitably encounter various difficulties and challenges in achieving innovation process. As a common organizational behavior in, any workplace, errors are inevitable, and it is a direct antecedent events resulting in negative and positive events.In the study of how to effectively stimulate the creativity of employees, more and more researchers began to study the organizational environment, such as the complexity of the work, on the lower level feedback, transformational leadership and organizational innovation climate, etc., and analyze the characteristics of organizational environment acts on employee creativity. However, as an environment variable, how does error management climate affects on employee creativity, the existing research has not give a clear answer.Therefore, this paper combines some relevant theoretical literature, analyzes the relationship between the organizational level error management and individual-level employee creativity, discuss the process and mechanism of error management climate affect employee creativity. Secondly, build the mediating effect of cross-level model of organizational level error management climate to the individual level employee creativity and creativity self-efficacy influence. Finally, access a large number of first-hand data through effective ways, and use of hierarchical linear modeling techniques to analysis the data in-depth. The empirical results show that:the organizational level in Anhui province companies surveyed error management climate produce a positive impact on the individual level of employee creativity, and creativity self-efficacy play a part of the intermediary role between error management climate and employee creativity.The study is divided into six sections:The first part is an introduction. The article introduces the research background, purpose and significance, research ideas and methods, and innovations that may exist.The second part is the literature review. This section focuses on the concept and dimension of error management climate, creativity self-efficacy and employee creativity and related research.The third part is the theoretical analysis and research hypothesis. This part is based on the literature review, combined with related research scholars and put forward the hypothesis of this paper and builds a theoretical model.The fourth part is the study of ideas and research design. This part is mainly from domestic and foreign mature questionnaire, and does some preparatory work for the empirical analysis.The fifth part is the data analysis. First, we conduct reliability and validity to determine the reliability of data basis on the data collected. Secondly, we conduct homologous error checking and aggregation tests to determine whether the data meet the conditions of multi-linear analysis. And finally, we verify the influence of error management climate on employees’ creativity and the creative self-efficacy in mediating role in the relationship between the two.The sixth part is the research findings, recommendations and outlook. This part is mainly summarize the result of empirical analysis, and make relevant management recommendations, and also points out the shortcomings of this study exists, and discussed the future research.