臺灣博碩士論文加值系統

Throughout the advancement of task conflict literature, studies revealed that task conflict is a double-edged sword, encouraging and limiting employee performance. On the one hand, task conflict enhances an employee’s creative performance by curbing individuals’ cognitive bias and encouraging group brainstorming. On the other hand, task conflict may cause negative emotions that hamper employees’ morale and intrinsic motivation for creative idea generation. However, little research has explored the role of negative emotion in the relationship between task conflict and individual creativity in the work settings by investigating how employees cope with their emotions and socially interact with other actors inside the organization. Accordingly, through following the activation view of prior emotion research, this study examines the intertwined relationship between task conflict and employee creativity by probing into the impacts of negative emotions with different activation levels. Moreover, based on the combination of affective events theory and emotional regulation theory, we test the moderating effects of individuals’ emotional intelligence and perceived social-relational capital for understanding how they respond to the task conflict occurred at work.
Based on a longitudinal design of data collection with a total of one and a half months-time lag, a sample of 305 employees from various Mongolian companies was obtained for testing our hypotheses in the hierarchical regression analysis. The sample contains a variety of professional-level workers, including designers, content creators, artists, and middle and upper-level managers responsible for marketing strategies. Findings indicate that task conflict is conducive to both high-activated negative emotion and low-activated negative emotion. Interestingly, our results show that individuals’ trait emotional intelligence strengthens the impact of task conflict on both high-activated and low-activated negative emotions. As expected, results confirm that the relational social capital weakens the impact of high-activated negative emotions on employee creativity. On the contrary, low-activated negative emotions have a negative relationship with employee creativity when relational social capital is at high levels. Our findings’ theoretical contributions and managerial implications are discussed.

ABSTRACT I
ACKNOWLEDGEMENTS III
TABLE OF CONTENTS IV
LIST OF TABLES VI
LIST OF FIGURES VII
CHAPTER ONE INTRODUCTION 1
1.1 Research Gaps and Motivation. 1
1.2 Thesis Structure. 6
CHAPTER TWO LITERATURE REVIEW 8
2.1 Theoretical Framework. 8
2.1.1 Affective Events Theory on the Baseline Relationships. 8
2.1.2 Emotional Regulation Theory on Trait Emotional Intelligence. 9
2.2 Task Conflict and Negative Emotion. 10
2.3 Task Conflict and Negative Emotion as Moderated by Emotional Intelligence. 14
2.4 Negative Emotion and Employee Creativity. 19
2.5 Negative Emotion and Employee Creativity as Moderated by Relational Social Capital. 23
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 28
3.1 Sample and Data Collection Procedures. 28
3.2 Measures. 31
3.2.1 Task Conflict (Time 1). 31
3.2.2 Negative Emotions (Time 1). 31
3.2.3 Trait Emotional Intelligence (Time 1). 32
3.2.4 Relational Social Capital (Time 2). 32
3.2.5 Employee Creativity (Time 2). 33
3.2.6 Control Variables. 33
3.3 Strategy of Analysis. 33
3.4 Validity and Reliability. 35
CHAPTER FOUR RESEARCH RESULTS 36
4.1 Confirmatory Factor Analysis. 36
4.2 Correlation. 36
4.3 Hypotheses Testing. 41
CHAPTER FIVE CONCLUSION AND SUGGESTIONS 52
5.1 Discussion of Research Findings. 52
5.1.1 Task Conflict and the Strengthening Effects of Trait Emotional Intelligence. 53
5.1.2 Negative Emotions and the Moderating Effect of Relational Social Capital. 54
5.2 Theoretical Contributions. 55
5.3 Practical Implication. 56
5.4 Limitations and Future Research Directions. 57
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