吴知轩开题报告.doc

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1、毕业设计（论文）材料之二（2）本科毕业设计(论文)开题报告题目：基于不同阶段的企业员工创新能力研究 课 题 类 型： 设计 实验研究 论文学 生 姓 名： 吴知轩 学 号： 专 业 班 级： 工商管理092班 学 院： 管理工程学院 指 导 教 师： 徐荣 开 题 时 间： 2013年4月5日2013年4月5日一、毕业设计（论文）内容及研究意义（价值）1、研究内容本研究以企业员工的创新行为为研究对象，以管理学、统计学等为理论研究基础，运用文献研究法，定性分析法，探索性研究法以及数学方法对不同阶段的企业员工的创新行为进行研究。使企业员工创新能力的开发更规范、科学，更能适应企业自主创新的需求，从根

2、本上提高企业自主创新能力，实现企业可持续发展。旨在挖掘企业员工各个阶段的创新能力，为企业提供员工创新能力的理论依据。同时本研究拟定通过对企业建立正确的制度和树立员工良好的个人工作素质给出了理论依据。2、研究意义在熊彼特提出创新理论之后，创新成为继效率、质量之后管理研究的第三大学术热点，成为推动社会经济发展的重要手段(路琳、梁学玲，2009)1对企业而言，创新是获得竞争优势的主要源泉。16而作为企业组织创新基础的员工创新行为，直接关系到企业的生存和发展。woodman，Sawyer，Griffin(1993)等指出创新的结果是由个人延伸到团队，最后延伸到组织，乃至整个社会，也就是说无论哪种创新，

3、所有的基础都来自个人的创新。2可以说，员工创造力及创新行为是组织创新的源泉和起点，是组织持续发展的根本动力。因此，研究企业员工创新行为能力，成为企业需要普遍关注的问题。本研究的最大优势就是通过对员工第一期努力程度带来第一期的产出，影响第二期的努力，进而影响第二期的产出。所以对建立正确的制度（行业目标）和树立员工良好的个人工作素质（心里目标）有着相当大的重要意义。同时通过对创新模型讨论中不等式的不同处理，能挖出更多有效的理论数据，具有较高的学术研究价值。二、毕业设计（论文）研究现状和发展趋势（文献综述）目前，学术界没有对创新给出一个完整的界定，对创新一词还是众说纷纭。国外学者提出创新是强调对新的

4、生产且实用的方式的构想11。相类似的，Guilford提出创新就是具有创造性的个体能产生新的想法，而且能够接受与此前不同的新的方式解决问题（Guilford J P .1950）8；Anderson和King则从认知论的角度认为创新在某种程度上是个体内部自身的认知过程。而也有学者认为创新是用新的（原创性的，在意料之外的）和适当（实用的、满足任务需要的）的方式完成工作的能力（ Sternberg R J, Lubart T I.1999)9。Zhou（2001）等则认为员工的创新行为不仅包括新颖、有用观点的产生,还应包括在组织内部成功地实施新的想法13。但是Martindale 认为，创新必须是

5、原创的、具有一定用途的，并对环境有用或者能适应环境的（Martindale C。1989）10。Amabile（1988）认为创新不仅包括新点子的产生,还包括新产品、新的方法和新的服务的生成12。虽然对创新一词的定义各不相同，但总而言之，其共同点即为创新可以理解为推陈致新。而员工的创新能力是指员工在一个复杂的社会系统一起工作创造有价值的，有用的新产品，服务，思想，商品或是生产过程（Woodman et al. 1993）2。有学者提出，员工创新能力是新的工作方法可能会导致新的创新和创意产出，（Seibert et al. 2001）。34与此相一致，埃蒙斯（1989）指出，员工创新能力的理论是

6、一个关键的意动过程，涉及表明个人的积极努力能取得的工作产出。此外，员工的创新行为会导致对其有益产出的创造力。（Anderson et al. 2004;Janssen et al. 2004）。567正如Janssen等人（2004）指出，员工创造力显著影响个人的产出。例如，员工的创造力可以增加员工满意自己事业的程度。7Seibert等人（1999）也表明，创新行为与员工职业生涯成功呈正相关。3所以，对员工创新能力的研究对企业经济影响显得十分有必要。与国外相比，国内大部分相关研究主要从人才素质教育培养的角度,对创造性人才素质培养和教育进行研究的居多。付革通过主要分析人才素质的非智力因素与人才创

7、造力的关系,为我们认识创造型人才素质特征提供了不同的视角18。还有学者从个人创意开发方法的角度进行研究(杨德林, 2006) 19 。近年来，随着国外相关研究深入，受到Sternberg所提出的“汇合取向”影响，一些学者从组织氛围（郑建君、金盛华等，2009）20、组织文化（黄彬，2008）21、领导行为（丁琳、席酉民等，2009）22、管理方式（王国猛、黎健新，2010）23、企业环境（崔凯、吴俊毅;等，2003）24等不同视角对员工创新能力问题进行有益的探索。但对员工创新能力进行系统研究的文献还不多见，而在自主创新和员工创新能力开发之间接壤的地带,无论是研究的总量、深度、方法、系统性、操作

8、性,均有不尽人意之处 25，尤其是对自主创新与员工创新能力作用以及员工创新能力开发模式与实证案例方面的研究还有待进一步深入、系统化,这正是本文提出的亟待深入研究的问题焦点。但是，影响企业员工的创新能力因素众多，形式各异。本研究基于个人创新意愿是员工主观对创新活动的态度，反映创新积极性和自控力的程度14进行。有学者认为创新行为的产生与创新绩效的提高需要内在动机驱动，外在激励只有内化为创新意愿才能存进创新行为并提高其绩效(魏荣，2010)15。且Berends( 2006) 指出创新意愿是创新激励的作用源泉，从态度上调动员工创新积极性，才能保证激励有效16。鉴于众多学者指出，组织的创新能力，创新绩

9、效与员工的创新努力相关。17国内外在员工个人不同阶段的努力程度影响创新能力的研究屈指可数。所以本研究准备在员工创新行为产出模型的基础上，研究在多种状况下讨论的员工前后期的努力程度与创新能力。最后通过实证分析验证模型的准确性。三、毕业设计（论文）研究方案及工作计划（含工作重点与难点及拟采用的途径）1、研究方案通过建立员工创新行为产出模型：w=+ （其中w为该期产出，为自身能力，为行业因素，为努力程度）。由于在短期内自身能力不会有很大的变化，因为在短期内，员工的自身能力及工作熟练度基本上不提高。而行业因素包括行业环境与员工周围环境也不会发生太大变化；所以模型符合该期产出w与努力程度相关。在现实情况

10、中，员工本身努力程度和该期产出会影响下一期的努力程度。为了更好的研究问题存在的因果关系，我们通过员工创新行为产出模型，引出了两个目标：行业目标和心里目标。此处，行业目标的概念是：员工在一个工作场所中创新产出会受到整个行业以及周围同事之间的影响，但是其自身不能影响该目标。换而言之，行业目标完全依赖于行业因素，所以可设行业目标：Ti=。而心里目标是员工根据自己在产出之前，根据自己判断的期望产出值，很显然，员工的心里目标与自己的能力与努力程度相关，所以有心里目标可设为Ts=+ ； 其中、短期内为常数。此处，行业目标对于员工来说通常是最低标准，也可以理解为企业对员工产出的最低要求。而心里目标则是自己根

11、据自己的情况设定的较高要求。所以行业目标总是低于心里目标。（这个问题可以通过该模型证明）。然后员工通过对第一期努力带来的真实产出与行业目标以及心里目标比较后，猜测他们必然会影响员工第二的努力。步骤如下：寻找理论依据文献研究 理论探讨建立数学模型实证研究验证模型归纳总结结合理论与实际进行分析2、研究方法研究方法包括：（1）文献研究法（查找文献法）：根据一定的研究目的或课题，通过调查文献来获得资料，从而全面地、正确地了解掌握所要研究问题。（2）定性分析法：就是对研究对象进行“质”的方面的分析。运用归纳和演绎、分析与综合以及抽象与概括等方法，对获得的各种材料进行思维加工，从而能去粗取精、去伪存真、由

12、此及彼、由表及里，达到认识事物本质、揭示内在规律。（3）探索性研究法：它是用已知的信息，探索、创造新知识，产生出新颖而独特的成果。（4）数学方法：在撇开研究对象的其他一切特性的情况下，用数学工具对研究对象进行一系列量的处理，从而作出正确的说明和判断，得到以数字形式表述的成果。3、重点与难点由于本研究基于理论模型基础上，对于模型的准确验证是研究的关键，即各个模型的假设合理性以及推到方式的选取。与此同时，在文献的检索中，如何辩证的获取信息显得尤为重要。4、工作计划2012年底：完成选题并开始搜集资料；2013年4月上旬：完成开题报告，写出写作提纲，并征求指导教师的意见；2013年5月上旬：由指导老

13、师进行中期检查；2013年5月下旬：初完成初稿，交指导教师审阅；2013年6月上旬：完成修改稿，再交指导教师批阅；2013年6月中旬：定稿并参加论文答辩。四、 主要参考文献1路琳，梁学玲.知识共享在人际互动与创新之间的中介作用研究J.南开管理评论，2009(l):118-123.2 Woodman, R. W., Sawyer, J. E., & Griffin, R. W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18, 293-332. 3Seibert, S.

14、E., Crant, J. M., & Kraimer, M. L. (1999). Proactive personality and career success. The Journal of Applied Psychology, 84, 217-416. 4Seibert, S. E., Kraimer, M. L., & Crant, J. M. (2001). What do proactivepeople do? A longitudinal model linking proactive personality and career success. Personnel Ps

15、ychology, 54 , 845-874. 5Anderson, N., De Dreu, C. K. W., & Nijstad, B. A. (2004). The routinization of innovation research: A constructively critical review of the state of the science. Journal of Organizational Behavior, 25, 147-173. 6Anderson, J. C., & Gerbing, D. W. (1988). Structural equation m

16、odeling in practice: A review and recommended tow-step approach. Psychological Bulletin, 103, 411423.7Janssen, O., Van de Vliert, E., & West, M. (2004). The bright and dark sides of individual and group innovation: A special issue introduction. Journal of Organizational Behavior, 25, 129145. 8 Guilf

17、ord J P CreativityJ American Psychologist, 1950, 5:444-454.9 Sternberg R J, Lubart T I The concept of creativity: Prospects and paradigmsM Sternberg R J Handbook of creativity New York: Cambridge University Press, 1999.10 Martindale CPersonality, situation, and creativityM Glover J A, Ronning R R, R

18、eynolds C R Handbook of creativityNew York: Plenum Press, 1989.11MUMFORDM,GUSTAFSO S. Creativity syndrome: integration,application, and innovation J. Psychological Bulletin, 1988, 103(1): 27-43.12AMABILE TM. Amodel of creativity and innovation in organization J.Research in Organizational Behavior,19

19、88(10): 123-167.13 ZHOU J, GEORGEM J. When job dissatisfaction leads to creativity: encouraging the expression of voice J.Academy of Management Journa, 2001, 44(4): 682-696.14Ryan M，Deci L Self-determination Theory and the Facilitation of Intrinsic Motivation，Social Development，and Well-beingJ Ameri

20、can Psychologist，2000，55 ( 11 ) : 70-7315魏荣 企业知识型员工创新动机的理论演释J 自然辩证法研究，2010，26(6): 94-9916Berends H，Bijh D，Debackere K Knowledge sharing mechanisms in industrial research JRD Management，2006，36(1): 85-9517 许庆瑞，郑刚，陈劲全面创新管理：创新管理新范式初探：理论溯源与框架J管理学报，2006(3)：135-142.18付革非智力因素与创造性人才培养J.清华大学教育研究，2002619杨德林创意

21、开发方法M北京：清华大学出版社，200620郑建君，金盛华，马国义组织创新气氛的测量及其在员工创新能力与创新绩效关系中的调节效应J心理学报，20091221黄彬营造企业文化氛围J培养员工创新能力企业科技与发展，20082222丁琳，席酉民， 白云涛领导行为对员工创新能力支持的作用研究-基于西安一高新企业的实证研究J管理评论，20090423王国猛，黎健新授权管理和知识管理整合与员工创新能力发展J求索，20100224崔凯，吴俊毅，俞文钊企业环境对员工创新能力发挥的影响模式研究J心理科学，20030425朱新艳基于自主创新的人力资源开发研究述评J科技创业月刊，2007326罗绮萍科技部部长徐冠华

22、、中国科学院副书记方新、上海人大常务委员会副主任厉无畏：自主创新需要宽容的社会氛围N21世纪经济报道，2006-03-13指导教师意见 签名： 月 日教研室意见 教研室主任（签章）： 月 日评审小组意见 参加评审人员（签字）： 月 日附录：引用外文文献及其翻译原文Proactive Personality, Employee Creativity, and Newcomer Outcomes: A Longitudinal StudyAbstractPurpose To examine the relationship between proactive personality, employ

23、ee creativity, and newcomer outcomes(i.e., career satisfaction and perceived insider status).Design/methodology/approach A survey was conducted using a 3-wave longitudinal design with 146 Hong Kong Chinese employees from various organizations. Structural equation modeling was used to test the resear

24、ch hypothesesincluding the mediation effects.Findings Proactive personality was positively associated with employee creativity and employee creativity was positively associated with career satisfaction and perceived insider status. In addition, employee creativity fully mediated the relationships be

25、tween proactive personality and career satisfaction and perceived insider status. Implications Based on self-reported responses, these datashow that newcomers with a proactive personality shape their work environments in part through creative behavior, which in turn leads to feelings of career satis

26、faction and perceptions of being an organizational insider. Our studys results also show that employee creativity is positively and significantly related to workers career satisfaction and perceived insider status, suggesting that employee creativity can improve employees attitudes toward their care

27、er and perceptions as valued and contributing organizational insiders. Future research may examine other possible variables that might mediate the relationship between proactive personality and individual outcomes.Originality/value One of the few studies that have examined the intervening mechanism

28、by which proactive personality leads to employee outcomes and examined the effects of pro-active personality on employee outcomes in Asian culture.Keywords Proactive personality ，Employee creativity，Career satisfaction Perceived insider status ，Longitudinal studyProactivity at work is critical for i

29、ndividual and organizational success (Ashford and Black 1996; Crant 2000; Kim et al.2005). In todays rapidly changing and decentralized environment, managers cannot anticipate all situational contingences in advance and cannot specify behaviors that they expect from organizational members (Van Dyne

30、et al.2000). Consequently, employees personal initiative to identify opportunities and anticipate problems can be extremely valuable to organizations (Crant 2000). Consistent with this, researchers have found that proactive personality is associated with beneficial outcomes to individuals and organi

31、zations such as career success (Seibert et al. 1999), innovation (Seibert et al. 2001), entrepreneurship (Becherer and Maurer 1999; Crant 1995), job performance (Chan 2006; Thompson 2005), and team effectiveness (Becherer and Maurer 1999).While it is clear that proactive personality is associated wi

32、th positive individual and organizational outcomes, there are several important questions unaddressed. For example,proactive research has paid little attention to identifying the intervening mechanisms that link proactive personality to distal outcomes (Crant and Bateman 2004). Responding to this ga

33、p, we examined how employee creativity mediatesthe relationship between proactive personality and individual-level outcomes. We chose to focus on creativity as a mediating variable because proactive individuals tend to actively seek opportunities to identity new ways of doing things that can result

34、in innovation and creative outcomes (Seibert et al. 2001). Consistent with this, Emmons ( 1989)noted that creativity has been theorized to be a critical conative process that involves proactive efforts by individuals to attain work outcomes. Furthermore, employee creativity results in beneficial out

35、comes for those who engage in innovative behaviors (Anderson et al. 2004;Janssen et al. 2004). That is, proactive personality positively influences employee creativity, which in turn makes employees have positive attitudes about their jobs and organizations and achieve high work outcomes. In the pre

36、sent study, we theorized about the role of employee creativity and directly tested whether employee creativity mediates the relationship between proactive personality and employee outcomes.Another important issue unresolved in proactivity research is the process by which proactive personality is ass

37、ociated with individual outcomes in the context of employees early career experiences. Newcomers who take an active rather than passive approach toward their new work roles experience a smoother adjustment period and more positive personal outcomes (Kammeyer Mueller and Wanberg 2003; Morrison 1993).

38、 For example, newcomers who proactively seek information about their jobs experience greater task mastery, role clarity, and social integration than more reactive employees (Morrison 1993). Newcomers proactivity is also associated with the more proximal outcome of knowledge acquisition (Ashforthet a

39、l. 2007). In our research, we build on the results of these studies by examining the extent to which proactive new-comers are more likely to exhibit creative behaviors to facilitate their early-career experiences, in particular their early-stage career satisfaction and perceived insider status.In th

40、e interest of broadening management theory so that it has global (rather than primarily US-based) relevance and offers insights for the effective management of(nationally) diverse workforces, it is important to under-stand how proactive personality influences employee outcomes outside the United Sta

41、tes. Research in a new cultural setting can contribute to assessing the generalizability of proactivity and creativity theories developed in Western settings (Hon and Kim 2007; Kim and Wang2008; Kim et al. 2005). In addition, research has shown that in Asian cultures, individuals highly value harmon

42、y and building good relationships when interacting with other organizational members, and tend to emphasize fitting in with their organizations rather than challenging the status quo or proactively changing the work environment(Schwartz and Bardi 2001; Triand is 1995). Accordingly, it is possible th

43、at proactive personality has different effects in Asian countries than in the United States. Thus, another contribution of the present study is to cross-validate the linkage between proactive personality and employee out-comes in Asian culture, namely Hong Kong.To summarize, it is important to exami

44、ne the process by which proactive personality leads to career outcomes for newcomers, and to identify mediating behaviors. Further-more, it is valuable to examine the causal relationships using a non-American sample. To achieve these ends, we examined the extent to which newcomer creativity mediates

45、 the relationship between proactive personality and individual outcomes using a three-wave longitudinal design and a sample from Hong Kong, a region of mainland China.Literature Review and Hypothesis DevelopmentProactive Personality Proactive personality refers to individuals disposition toward enga

46、ging in active role orientations, such as initiating change and influencing their environment (Bateman and Crant 1993). Proactive people are relatively unconstrained by situational forces, and they identify opportunities, act on them, show initiative, and persevere until meaningful change occurs (Crant 2000). The keydifferentiating feature of proactive personality and behavior is an active rather than passive approach toward work(Bateman and Crant 1993). Several researchers haveexamined an array of potential outcomes of proactive personality at work. For example, Crant (1995) examined