看到新的价值:管理者和员工的社交网络作为管理者的想法评估和实施决策的关键
Vijaya Venkataramani1, Shuye Lu2, Kathryn M Bartol1
1Robert H. Smith School of Business, University of Maryland, College Park.
The Journal of applied psychology
|September 23, 2024
概括
管理者往往低估了员工的新想法. 然而,不同的经理网络和中央员工同行网络增加了创新概念的采用,使组织受益.
科学领域:
- 组织行为 组织行为
- 社会心理学 社会心理学
- 创新管理 创新管理
背景情况:
- 员工的新想法对于组织的成功至关重要,但往往被管理层忽视.
- 现有的框架,如创造力评估的社会认知模型,并不完全考虑到社交网络的影响.
研究的目的:
- 调查管理人员和员工的社交网络特征如何影响新型员工想法的评估和实施.
- 探索管理者网络多样性和员工网络中心性的作用,以克服管理者对新奇事物的偏见.
主要方法:
- 一项试验性研究操纵想法新性和经理网络多样性.
- 两项实地研究涉及管理人员评估实际员工产生的产品想法.
- 分析社交网络结构 (咨询网络) 以及它们对想法评估的影响.
主要成果:
- 管理者通常对新的想法有偏见,减少他们实施这些想法的意愿.
- 经理顾问网络中增加的多样性对他们对新想法的欣赏产生了积极的影响.
- 员工在同行咨询网络中的更高中心地位提高了他们新的想法被重视和实施的可能性.
结论:
- 经理网络的多样性和员工同行网络的中心性可以减轻对新想法的偏见.
- 培养多样化的管理网络和支持员工协作可以释放组织的创新潜力.
- 调查结果为组织提供了切实可行的策略,以更好地识别和利用员工的创造力.
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