本研究以自我決定論(Self-determination theory)及個人創造力的互動模型(Interactionist model of individual creativity)為依據，探究員工好奇心與創造力兩者之間的關聯，同時針對主管的轉換型領導、同仁支持創造力的氛圍及知覺人力資源措施對於員工好奇心與員工創造力兩者之間關係進行深入研究。本研究針對106個研究與發展團隊的417位成員採取兩階段時點的問卷調查方式進行資料蒐集，並以階層線性模式(HLM) 分析相關數據。本研究發現，轉換型領導調節了好奇心與創造力兩者之間的關係。依據研究結果，本研究提出理論與管理實務意涵，並提供未來研究的建議。;By applying the interactionist model of individual creativity and self-determination theory, the present study investigated the moderating effect of various team level and individual level contextual factors, such as climate of coworker support, transformational leadership and human resource practices, on the relationship between employee curiosity and employee creativity. Data were collected from 417 team members of 106 research and development teams in two-time waves and analyzed using hierarchical linear modeling (HLM). Consistent with self-determination theory and the interactionist model of individual creativity, the results reveal that transformational leadership has moderation effect on the relationship between employee curiosity and employee creativity. Important theoretical and managerial implications are discussed.
