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<p>Drawing on multi-wave, multi-source survey data from R&amp;D institutions in a southern province of China, this study employed a moderated mediation model to explore how obsessive work passion drives team innovation. Our findings reveal that organizational error management culture moderates the relationship between team leaders’ obsessive work passion and their creative deviance. Specifically, obsessive work passion fosters creative deviance when the organization has a high tolerance for errors, but suppresses it when this tolerance is low. Furthermore, organizational error management culture moderates the indirect effect of obsessive work passion on team radical innovation via creative deviance. Under a high error tolerance, the indirect effect of obsessive work passion on team radical innovation is positive, whereas under a low error tolerance, this indirect effect becomes negative. Ultimately, this research clarifies the interactive pathways among team leaders’ obsessive work passion, creative deviance, and team radical innovation, highlighting the critical boundary condition of organizational error management culture.</p>

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Obsessive work passion, creative deviance, and team radical innovation: moderation of error management culture

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年6月22日

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  • Jianwei Xu,
  • Yuping Xu,
  • Shuxin Liu

摘要

Drawing on multi-wave, multi-source survey data from R&D institutions in a southern province of China, this study employed a moderated mediation model to explore how obsessive work passion drives team innovation. Our findings reveal that organizational error management culture moderates the relationship between team leaders’ obsessive work passion and their creative deviance. Specifically, obsessive work passion fosters creative deviance when the organization has a high tolerance for errors, but suppresses it when this tolerance is low. Furthermore, organizational error management culture moderates the indirect effect of obsessive work passion on team radical innovation via creative deviance. Under a high error tolerance, the indirect effect of obsessive work passion on team radical innovation is positive, whereas under a low error tolerance, this indirect effect becomes negative. Ultimately, this research clarifies the interactive pathways among team leaders’ obsessive work passion, creative deviance, and team radical innovation, highlighting the critical boundary condition of organizational error management culture.