An actor–partner interdependence model of employees’ and coworkers’ innovative behavior, psychological detachment, and strain reactions
研究了员工和同事的创新行为如何导致心理脱离困难，进而引发睡眠问题和敌意等压力反应，尤其对主动性人格者影响更大。
Abstract In an extension of the existing paradigm on the benefits of innovative behavior for organizations, this study addresses the negative effects of innovative behavior. Guided by psychological detachment theory, we propose that both displaying innovative behavior and witnessing others’ innovative behavior make it difficult for workers to psychologically distance themselves from innovation matters, engendering strain reactions (e.g., sleep problems, hostility). Those with more proactive personalities may be more likely to experience these detachment difficulty problems after displaying or witnessing innovative behavior. To test these premises, we conducted two studies. In the pilot study ( N = 104 employee–coworker dyads), we gathered both quantitative and qualitative data to show that innovative behavior predicts detachment difficulty above and beyond other job behaviors. In the main study, we collected data from 257 employee–coworker dyads over 5 weeks and analyzed them with an actor–partner interdependence model. The results are generally supportive, suggesting that further investigation of the unintended consequences of innovative behavior is warranted.