Research On Dual Influence Path And Mechanism Of Whistle-Blowing On Enterprise Team Performance

Whistle-blowing seems to be a personal behavior,but because of its anonymity and disclosure of wrongdoing,it is like throwing a stone into a calm lake,which can easily trigger emotional reactions among group members,affect the relationship and cooperation among members,and then affect group performance.Although whistle-blowing is regarded as a righteous act,the conclusions of the research on its consequences in the context of our country are inconsistent.Clarifying the possible “two-sided nature” of whistle-blowing not only is conducive to the long-term development of the organization,but also allows managers to play the advantages of whistle-blowing and avoid its possible disadvantages in organizational practice.This thesis integrates cognitive appraisal theory of emotion and emotion regulation process theory,and proposes a binary model of whistle-blowing on group performance.Specifically,this study consists of the following two sub-studies: The first sub-study is based on three-wave data from the 84 team samples,and we identified the following findings.First,whistle-blowing negatively affects group relationship conflict through challenge appraisal,while whistle-blowing positively affects group relationship conflict through hindrance appraisal.Second,cognitive reappraisal and expression suppression play a regulatory role in the above pathways.Based on the empirical analysis of 106 team samples collected at four time points,the second sub-study not only confirms the conclusions of the first sub-study,but also finds the following conclusions.First,cognitive appraisal(challenge appraisal and hindrance appraisal)and group relationship conflict play a chain mediating role between whistle-blowing and group performance.Second,cognitive reappraisal and expression suppression play a moderating role in the above pathways.Specifically,when whistle-blowing occurs,group members with high cognitive reappraisal will be more inclined to conduct challenge appraisal,thus reducing group relationship conflict,thereby reducing its impact on group performance;Group members with high expression suppression will be more inclined to carry out hindrance appraisal,which will increase the conflict of group relationship,thus increasing its impact on group performance.The above research conclusions deepen the cognition of the after-effect and after-effect mechanism of whistle-blowing at the group level,and comprehensively reveal the dual consequences of whistle-blowing.This thesis mainly explores the influence of the third party on the after-effect mechanism of whistle-blowing from the perspective of emotion,enriches the relevant research on whistle-blowing,and provides necessary practical enlightenment for organizational managers to effectively and timely intervene in the consequences of whistle-blowing from the perspective of employees’ emotional cognition.