Original
When autonomy backfires or succeeds: curvilinear effects on innovative behaviour in the public sector and the moderating role of transformational leadership
Abstract
Fukuyama’s Governance hypothesis suggests that excessive autonomy may become counterproductive, implying a curvilinear effect. Yet empirical evidence has been mixed, suggesting autonomy operates linearly or curvilinearly depending on outcomes and contexts. Building on this insight, this study uses panel data from Korean governments and two-way fixed-effects models to examine whether agency autonomy has an inverted U-shaped relationship with innovative behavior and whether transformational leadership moderates this relationship. Results show that autonomy initially promotes innovative behavior, but its positive effect diminishes and reverses at higher levels. Furthermore, transformational leadership attenuates this curvilinearity and, at high levels, shifts it toward a U-shaped pattern.
中文
当自主权适得其反或取得成功：公共部门创新行为的曲线效应与变革型领导的调节作用
摘要
福山的治理假说指出，过度的自主权可能适得其反，意味着存在曲线效应。然而，经验证据并不一致，表明自主权究竟呈线性还是曲线性作用取决于结果与情境。基于这一洞见，本研究使用韩国政府的面板数据和双向固定效应模型，考察机构自主权是否与创新行为呈倒U型关系，以及变革型领导是否调节这一关系。结果表明，自主权最初促进创新行为，但其正向效应在更高水平上减弱并逆转。此外，变革型领导弱化这种曲线关系，并在高水平时将其转变为U型模式。
关键词
自主权、创新行为、公共部门、变革型领导、曲线效应、韩国政府、双向固定效应模型