远程工作下通信企业员工创新激励：基于JD-R模型与工作自主性的跨层研究

Incentive for Employee Innovation in Telecommuting Enterprises: A Cross-Level Study Based on the JD-R Model and Job Autonomy

摘要: 工业4.0背景下，通信企业普遍采用远程办公，但研发人员创新产出呈现高度离散。本文基于JD-R模型，以276名通信研发工程师及82名直属上级为样本，运用层级回归和Bootstrap法检验远程办公时间占比对员工创新行为的影响机制。结果显示：① 远程办公时间占比显著正向预测创新行为(β = 0.23, p < 0.001)；② 工作自主性的方法、安排、标准三维度部分中介该效应，总中介效应占43.5%；③ 上级响应性负向调节远程办公–创新行为关系(交互项β = –0.04，p < 0.05)，高响应情境下工作自主性中介作用被削弱。研究将JD-R模型拓展至5G-A/6G远程研发情境，揭示“放权–赋能–留白”机制链，为通信企业HR优化远程岗位设计、在线领导行为和客观创新激励提供了实证依据。

Abstract: Against the backdrop of Industry 4.0, communication enterprises have widely adopted remote work, yet the innovative output of R&D personnel exhibits high dispersion. Based on the JD-R model, this study uses 276 communication R&D engineers and 82 immediate supervisors as samples, employing hierarchical regression and Bootstrap methods to examine the impact mechanism of the proportion of remote work time on employees’ innovative behavior. The results show: ① The proportion of remote work time significantly positively predicts innovative behavior (β = 0.23, p < 0.001); ② The three dimensions of work autonomy—method, arrangement, and standard—partially mediate this effect, with the total mediating effect accounting for 43.5%; ③ Supervisor responsiveness negatively moderates the relationship between remote work and innovative behavior (interaction term β = −0.04, p < 0.05), and the mediating role of work autonomy is weakened in high responsiveness contexts. This study extends the JD-R model to the context of 5G-A/6G remote R&D, revealing a “delegation-empowerment-spacing” mechanism chain, providing empirical evidence for communication enterprises to optimize remote job design, online leadership behavior, and objective innovation incentives in HR practices.