鑲嵌於組織內的員工為何建言？探討組織鑲嵌與挑戰性及支持性建言行為之雙重能量路徑、及LMX的調節式中介效果

Why Embedded Employees Speak Up? Exploring the Dual Energized-to Pathway Linking Organizational Embeddedness to Challenging and Supportive Voice, and Moderating Role of LMX

研究目的：在主動行為的能量路徑觀點下，檢視組織鑲嵌如何透過兩種路徑，對挑戰性及支持性建言行的不同影響，並提出LMX適用情境。
研究設計／方法：採用兩個時間點的直屬主管-部屬配對問卷，以路徑分析及蒙地卡羅模擬方式驗證。
研究結果：員工知覺組織鑲嵌會透過工作敬業，提升主管知覺挑戰性建言行為；組織鑲嵌會透過正向心情，提升支持性建言；LMX越高時，中介效果越強；反之則為轉為不顯著。
研究限制／啟發：未來可分三個時間點或長期追蹤交叉延宕模式驗證。
理論／實務／社會意涵：強化組織鑲嵌、主管與部屬的互動來提升員工的工作活力。
創建／價值：組織鑲嵌在主動行為重要性，並釐清能量路徑的內涵、點出LMX為激勵高度鑲嵌員工從事建言的關鍵。

Purpose–Drawing on the perspective of energized-to pathway of proactivity, we explore“how”and“when”organizational embeddedness increases employees’challenging voice and supportive voice via the dual energized-to pathway (i.e., enhanced work engagement and positive moods). In addition, we also examine whether leader-member exchange (LMX) act as a critical boundary condition.
Design/methodology/approach–We collected data from 448 employee-supervisor pairs at two different time points. We conduct path analysis and Monte Carol Simulation method to examine the hypotheses.
Findings–organizational embeddedness positively predicts employees’challenging voice behavior through enhanced work engagement. Moreover, organizational embeddedness positively predicts employees’supportive voice behavior through increased positive moods. Importantly, these positive indirect effects are strengthened when employees have high LMX with their supervisors. However, these indirect effects become non-significant when their levels of LMX are low.
Research limitations/implications–Future research could collect data via multiwave design or cross-lagged panel analysis.
Practical implications/Social implications–The organization shall enhance employees’organizational embeddedness and the relationship between employees and supervisors to increase the vigor of the employees.
Originality/value–This study (1) shows the organizational embeddedness is one of the critical proactive behaviors, (2) clarifies the connotation of energized-to pathway of proactivity, and (3) indicates that LMX is the key which could raise the voice behavior of high organizational embeddedness employees.