Management and Organization Department, Michael G. Foster School of Business, University of Washington, Seattle, WA 98195-3200, USA.
J Appl Psychol. 2011 Mar;96(2):294-309. doi: 10.1037/a0021294.
Building on self-determination theory, we theorized about and demonstrated, through 2 multilevel field studies, the pivotal role of harmonious passion in translating organizational autonomy support and individual autonomy orientation into job creativity. Results based on 3-level data from 856 members in 111 teams within 23 work units of a porous metal company (Study 1) and from 525 employees in 98 teams of 18 branches of a large commercial bank (Study 2) revealed 2 major findings. First, organizational autonomy support from a higher organizational level (unit or branch) compensated for the effect of autonomy support from a lower organizational level (team) or individual autonomy orientation on employees' harmonious passion. Second, harmonious passion mediated the interactive effects of unit (branch) autonomy support and team member autonomy orientation, of team autonomy support and team member autonomy orientation, and of unit (branch) autonomy support and team autonomy support on individual creativity. We discuss the theoretical and practical implications of these findings in the organizational context.
基于自我决定理论，我们通过 2 项多层次现场研究，从理论上探讨并证明了和谐激情在将组织自主性支持和个体自主性倾向转化为工作创造力方面的关键作用。研究结果基于多孔金属公司 23 个工作单位的 111 个团队中的 856 名成员（研究 1）和 18 个分支机构的 98 个团队中的 525 名员工（研究 2）的 3 级数据得出，揭示了 2 个主要发现。首先，来自较高组织层次（单位或分支机构）的组织自主性支持弥补了来自较低组织层次（团队）或个体自主性倾向对员工和谐激情的影响。其次，和谐激情中介了单位（分支机构）自主性支持与团队成员自主性倾向、团队自主性支持与团队成员自主性倾向以及单位（分支机构）自主性支持与团队自主性支持对个体创造力的交互作用。我们在组织背景下讨论了这些发现的理论和实践意义。
