“求有功”还是“求无过”：CEO调节焦点的前因及结果变量研究

Pursuing “more gains” or “less losses” are two different motivations for CEOs during the process of organizational management. This project, through borrowing a psychological concept which is named regulatory focus and from the paradox perspective, studies two kinds of CEO regulatory focus: promotion focus and prevention focus. Study 1 is a qualitative research, exploring fours kinds of demonstrations of CEO regulatory focus; Study 2 is a quantitative research, exploring the antecedents of CEO regulatory focus from two aspects: CEO career and firm characteristics; Study 3 is a quantitative research, exploring the interactive effects between promotion focus and prevention focus on firm performance, and exploring the boundary conditions of the above interactive effects using two moderators: industry dynamism at the industry level and TMT trust to the CEOs at the firm level; Study 4 is a quantitative research, exploring the mechanisms that how promotion focus and prevention focus interactively influence firm performance through two mediators: organizational ambidexterity and top management team potency. We attempt to, based on the above four related studies, contribute to the strategic leadership literature, the regulatory focus literature, and so on, and help understand and solve Chinese indigenous management problems.

“求有功”和“求无过”是CEO经营企业过程中两种截然不同的动机，本课题拟引入心理学中“调节焦点”这一概念和“矛盾”的视角，研究CEO的两种调节焦点：促进型调节焦点和防御型调节焦点。研究一为定性研究，对CEO调节焦点的四种表现形式进行研究；研究二为定量研究，从CEO职业生涯和企业特征两个层次对CEO调节焦点的前因变量进行研究；研究三为定量研究，研究CEO两种调节焦点对企业绩效的影响，并且在行业层次和企业层次分别选取行业动态性和高管团队对CEO的信任作为调节变量研究促进型调节焦点和防御型调节焦点交互影响企业绩效的边界条件；研究四为定量研究，分别选取组织双元性和高管团队效能作为中介变量对CEO两种调节焦点共同作用影响企业绩效的中介机制进行研究。通过以上四个彼此相关的研究，本课题希望对战略领导力、调节焦点等领域文献有所贡献，对理解和解决中国相关本土管理问题有所帮助。

本项目主要探讨领导调节焦点的影响极其作用机制，尤其是从矛盾的视角来探讨这个问题。基于搜集/整理的3个数据集，主要得到了以下几个结论：.1. 理论上，从矛盾的视角来看待两种调节焦点是可行的，符合调节焦点提出时的定义，也被心理学最新研究进展支持。.2. 实证上，从矛盾的视角来预测两种调节焦点的共同作用，暂时未得到支持，经过分析，可能基于如下两个原因：第一，两种调节焦点的测量应该分开在问卷的不同位置，而不是放在一起测量；第二，如何“量化”矛盾的思想还有待商榷，交互项不能完全涵盖矛盾的内涵，并且这样的测量方式研究矛盾的前因有局限。.3. 矛盾的思想不仅仅可以应用在调节焦点，还可以拓展到其他领导个人特质上，比如领导的谦卑和自恋两种个性特征。.4. 防御型调节焦点的领导可以通过营造失败学习的氛围来提升下属的主动性。.5. 防御型调节焦点的领导可能会由于产生及传递焦虑情绪而使下属做亲组织不道德行为，尤其是对于那些和领导关系较好、对组织较为认同的员工，更可能受到此种机制的影响。