| Within a dynamically changing external environment,organizational change is a necessity for an organization to survive and thrive.In particular,the outbreak of the epidemic has exposed a series of problems in personnel management,sales model,inventory management and research and development capabilities,and it is urgent for many companies to adjust and optimize themselves through internal organizational changes.These changes often mean that the organization‘s previous operating routines are broken,and new structures,roles or work content need to be recreated.In recent years,the research on organizational change at the micro level has gradually been paid attention to by the academic community,and more and more scholars have realized that the employee‘s change response plays a key role in change success.However,in the current micro-research on organizational change,most scholars emphasize the perspective of change management,pay attention to the direct impact of management skills on employees‘ response to change,and ignore the process of employees‘ sense-making.In addition,although scholars point out that organizational change requires employees to take creative activities to achieve abandonment of the old operating pattern,there is very little research on the formation mechanism of employee creativity,especially different types of creativity,in the context of organizational change.Based on the above,this paper focuses on the sense-making process of employees in change,explores the effect of personal valence on individual change responses,and further analyzes the relationship between personal valence and employee creativity.Specifically,Study 1 conducted a meta-analysis with 72 independent studies of 66 primary papers.The results showed that there was a significant relationship between personal valence and the vast majority of change attitudes and work attitudes.However,the relationship between personal valence and employees‘ behaviors was not significant,and the distribution of sample effect sizes for all relationships was relatively discrete,indicating the existence of key moderating factors.In addition,the measurement that only reflects positive valence enhance the positive relationship between personal valence and related outcomes.However,the relationship between personal valence and employee outcomes was also influenced by measurement methods,study design and cultural factors to varying degrees.Study 2 and Study 3 combine cognitive appraisal theory and the dynamic perspective of individual-environment fit to construct a deep theoretical model that reveals the effect of personal valence on employee creativity.The former conducted a survey on 307 employees undergoing changes in the Internet industry,while the latter used a two-stage superior-subordinate matching method to collect 408 employee questionnaires and corresponding leader questionnaires from 84 teams.Empirical results showed that personal valence,workplace status,and inclusive leadership interacted to influence employee creativity,including creativity and incremental creativity.These interactive influence processes were fully mediated by employees‘ proactive agility.Meanwhile,the perception of error management climate significantly affected the formation process of radical creativity.This paper quantitatively sorts out the effects of personal valence,and deeply excavates the internal mechanism and boundary elements of the impact of personal valence on employee creativity,making up for the lack of theoretical analysis in current research.It also provides reasonable theoretical explanations for the inconsistencies in the literature.In addition,this paper also expands the analytical context of radical creativity and incremental creativity.The conclusions of this paper will also provide important practical implications for managers to understand employees‘ response to change and to stimulate employees‘innovative performance in change. |
PDF Full Text Request