本研究目的在於探討組織正義影響力與創新行為之關係。組織正義影響力是指同時考量主管堅守正義與部屬知覺主管正義兩者的跨層次交互作用。此外,以主管維護正義動機、不當督導作為前因,分別檢驗對主管堅守正義、部屬知覺主管正義之預測效果。 本研究採立意抽樣之問卷調查法,並以主管與部屬配對方式進行資料蒐集,回收主管158份、部屬404份有效問卷。以迴歸分析、階層線性模型進行假設的驗證。研究結果發現:(1)主管維護正義動機與主管堅守分配正義、主管堅守程序正義有正向顯著關係;(2)不當督導與部屬知覺分配正義、部屬知覺程序正義有負向顯著關係;(3)主管堅守分配正義與部屬知覺分配正義的交互作用影響力可正向預測部屬創新行為;(4)主管堅守程序正義與部屬知覺程序正義的交互作用影響力可正向預測部屬創新行為。 本研究貢獻在於以主管與部屬同時測量組織正義,並首先提出組織正義影響力的概念,此外,以階層線性模型進行主管與部屬在正義影響力量化操作之跨層次分析。最後,本研究管理意涵聚焦主管在組織中維護正義的重要,當主管能堅守正義,那麼將有助於部屬創新行為的展現。
The purpose of this study is to explore the relationship between organizational justice potency and innovative behavior. Organizational justice potency refers to the cross level interaction of supervisor justice adherence and subordinate perceived justice. In addition, motives for justice adherence and abusive supervision were viewed as an antecedent variable of justice. Samples were collected through the survey including 158 supervisors and 404 subordinates. Data were analyzed via regression analysis and hierarchical linear modeling to test the hypothesis. Results showed that: (1) motives for justice adherence have a positive impact on both distributive justice adherence and procedural justice adherence. (2) Abusive supervision has a negative impact on both distributive justice perceived and procedural justice perceived. (3) Distributive justice potency has a positive effect on innovative behavior. (4) Procedural justice potency has a positive effect on innovative behavior. The contribution of this study lies in measuring organizational justice from supervisors and subordinates at the same time. Next, first put forward the concept of organizational justice potency. Moreover, the hierarchical linear model is used to analysis the cross level interaction of organizational justice potency on innovative behavior. Finally, management implications were focus on the importance of adhering justice in the organization, when the supervisor adhere to justice, and subordinates are also perceive higher justice, it will contribute to subordinates’ innovative behaviors.