在當前充滿不確定性與變動性的 VUCA 時代，創新已成為企業維持競爭力與永續發展的關鍵。其中，員工創新行為是組織創新的核心動力，而非正式溝通則扮演促進創意交流與知識傳遞的重要角色。過往研究多著重制度或資源面向，較少關注非正式溝通如何透過心理歷程影響創新表現。高組織認同可增強員工的參與意願與責任感，而良好的專注能力則有助於創新任務的投入與執行。然而，現有文獻中對此序列中介機制之探討仍較少，本研究期望補足此一研究空白，並提出具體管理建議，協助企業在高度挑戰的環境中有效激發創新潛能。 本研究以非正式溝通（Informal Communication）為出發點，探討其對於員工創新行為（Innovative Work Behavior）的影響機制，並以組織認同（Organizational Identification）與專注能力（Focus Ability）作為序列中介變項，建構一完整的序列中介模型架構。本研究以台灣在職員工為研究對象，採便利抽樣方式進行問卷調查，共計回收440份有效樣本。研究方法包括驗證性因素分析、皮爾森相關分析與結構方程模型，進行假說檢定與模型驗證。 研究結果發現：(1) 非正式溝通對員工創新行為具有正向影響；(2) 非正式溝通對組織認同具有顯著正向影響；(3) 非正式溝通對專注能力具有顯著正向影響；(4) 組織認同對專注能力具有邊緣顯著影響；(5) 組織認同對創新行為具有顯著正向影響；(6) 專注能力對創新行為具有高度顯著影響；(7) 非正式溝通會依序透過組織認同與專注能力，對創新行為產生完整的序列中介效果。 本研究補足了非正式溝通與創新行為之間關係的理論空缺，亦驗證了員工心理歷程和專注能力在其中扮演的重要角色。未來組織在推動創新文化或建構支持性溝通機制時，應更重視非正式互動的設計與社交場域的營造，進一步強化員工對組織的認同感與工作專注力，以提升企業整體的創新能量。;In today’s VUCA environment， innovation is essential for organizational competitiveness and growth. Employee innovative behavior is a key driver， supported by informal communication that enables idea sharing. While prior studies focus on structural factors， few explore how informal communication affects innovation through psychological mechanisms. This study examines the sequential mediating roles of organizational identification and attentional focus， aiming to fill this gap and provide practical insights for innovation under uncertainty. This study examines how Informal Communication influences Innovative Work Behavior， with Organizational Identification and Focus Ability as sequential mediators. Data were collected from 440 full-time employees in Taiwan through convenience sampling. Analyses included confirmatory factor analysis， Pearson correlation， and structural equation modeling to test the proposed model. The findings reveal that: (1) Informal communication positively influences employees’ innovative behavior; (2) Informal communication significantly enhances organizational identification; (3) Informal communication has a significant positive effect on focus ability; (4) Organizational identification marginally affects focus ability; (5) Organizational identification significantly contributes to innovative behavior; (6) Focus ability has a highly significant effect on innovative behavior; and (7) Informal communication influences innovative behavior through a complete sequential mediation pathway involving organizational identification and focus ability. This study contributes to the theoretical understanding of how informal communication influences innovation via employees’ psychological mechanisms. It also highlights the importance of fostering informal interactions and creating socially supportive environments to enhance employees’ identification with the organization and attentional focus—ultimately boosting organizational innovation capacity.
