Research Of The Influence Mechanism Of Team Reflexivity On Employee Innovative Behavior

In the complex and rapidly changing market competition environment,innovation is crucial to the survival and development of an organization.As the main body and driving force of organizational innovation,employee innovation plays a decisive role in the future development of enterprises.In order to adapt to the rapidly changing market environment,effectively respond to opportunities and challenges,and obtain better products and services,enterprises need to encourage employees to think and continuously stimulate their innovative behaviors.With the continuous improvement of task complexity and environment dynamics,the team has gradually become the main unit of work for enterprises to engage in innovation activities.The positive interaction of the team is conducive to the mutual inspiration and collaboration of individuals,which magnifies the possibility of innovation of members.As an important form of positive interaction,the influence mechanism of team reflexivity on employee innovation behavior needs to be further clarified.Based on social network theory and social exchange theory,this study establishes a moderated mediation model which includes team reflexivity,knowledge sharing,paternalistic leadership and employee innovative behavior.According to the review of previous literature,this study divides knowledge sharing into explicit knowledge sharing and tacit knowledge sharing;paternalistic leadership into benevolent leadership,moral leadership and authoritarian leadership.In this thesis,345 employee-leader paired questionnaire survey data were used to empirically test the moderated mediation model.The results are showed as followed:(1)Team reflexivity has a significant positive impact on employee innovative behavior and knowledge sharing(explicit knowledge sharing and tacit knowledge sharing);(2)Team reflexivity can influence employee innovative behavior through knowledge sharing.Specially,explicit knowledge shating and tacit knowledge sharing partially mediate the relationship between team reflexivity and employee innovative behavior.(3)Benevolent leadership positively moderates the mechanism �team reflexivity?explicit knowledge sharing� and �team reflexivity?tacit knowledge sharing�;The moderating effect of moral leadership on �team reflexivity?explicit knowledge sharing� and �team reflexivity?tacit knowledge sharing� are not significant;The moderating effect of authoritarian leadership on �team reflexivity?explicit knowledge sharing� is not significant,but it negatively moderates the mechanism of �team reflexivity?tacit knowledge sharing�.(4)Benevolent leadership positively moderates the mechanism �team reflexivity?explicit knowledge sharing?employee innovative behavior� and �team reflexivity?tacit knowledge sharing?employee innovative behavior�;The moderating effect of moral leadership on �team reflexivity?explicit knowledge sharing ?employee innovative behavior� and �team reflexivity?tacit knowledge sharing?employee innovative behavior� are not significant;The moderating effect of authoritarian leadership on �team reflexivity?explicit knowledge sharing?employee innovative behavior� is not significant,but it negatively moderates the mechanism of �team reflexivity?tacit knowledge sharing?employee innovative behavior�.The theoretical contribution of this study is mainly reflected in the following three points: first,this thesis proposes the positive correlation between team reflexivity and employee innovative behavior and tests it.Secondly,the mediating role of explicit knowledge sharing and tacit knowledge sharing in the process of team reflexivity influencing employee innovative behavior is clarified.Finally,the moderating effect of paternalistic leadership(benevolent leadership,moral leadership and authoritarian leadership)on the relationship between team reflexivity,knowledge sharing and employee innovative behavior was tested.There are 24 figures,59 tables and 175 references in this thesis.