Research on the Impact of Challenge-Hindrance Stress on Employees' Innovation Performance: A Chain Mediation Model

Based on the transaction theory of stress and the theory of resource conservation, which introduces knowledge acquisition and intrinsic motivation as mediating variables, a chain mediating model for the influence of challenge-hindrance stress on innovation performance is constructed. Data of 295 sam...

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Published inFrontiers in psychology Vol. 13; p. 745259
Main Authors Cai, Wei, Xu, Chao, Yu, Shengxian, Gong, Xiaoxiao
Format Journal Article
LanguageEnglish
Published Switzerland Frontiers Media S.A 05.04.2022
Subjects
challenge stress
hindrance stress
innovation performance
intrinsic motivation
knowledge acquisition
Psychology
challenge stress
hindrance stress
intrinsic motivation
innovation performance
knowledge acquisition
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Summary:Based on the transaction theory of stress and the theory of resource conservation, which introduces knowledge acquisition and intrinsic motivation as mediating variables, a chain mediating model for the influence of challenge-hindrance stress on innovation performance is constructed. Data of 295 samples collected in three stages were used to testify hypothesis. The results confirmed a positive relationship between challenge stress and innovation performance, and a negative relationship between hindrance stress and innovation performance. Intrinsic motivation and knowledge acquisition play a parallel and chain mediating role in the relationship between challenge-hindrance stress and innovation performance. These findings contribute to a deeper understanding of how challenge -hindrance stress affects innovation performance and provide important practical guidance for improving innovation performance.
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This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology
Edited by: Martin Thomas Falk, University of South-Eastern Norway (USN), Norway
Reviewed by: Rudolf M. Oosthuizen, University of South Africa, South Africa; Bin He, Guangdong University of Technology, China
ISSN:1664-1078
1664-1078
DOI:10.3389/fpsyg.2022.745259