由於工作環境和模式的多樣化發展（如：開放式辦公室和遠程工作等），工作相關的干擾（如：協助同事解決急迫問題）如今在工作場所中已經習以為常。干擾在過去普遍被認為對工作行為與結果（例如績效與生產力）有負面影響，然而文獻中也顯現出其潛在的正向效果，如提升多元化思考。本研究以結合工作相關干擾與自我調節理論之行動狀態導向，建立了創新工作行為與產出之多層次模型。本研究假設，感受到較高程度工作相關干擾的員工會表現出較高的創新工作行為與產出。此外，本研究也預測屬於行動導向的個體會加強此正向關係。本研究共有60名參與者完成填寫連續十天的每日日記問卷及第三天晚上的行動狀態導向量表。受試者必須在每日工作後問卷中回憶當日與工作相關的干擾頻率，並在隔日的工作中問卷中回顧他們的前一日之創新工作行為與產出。研究結果顯示，在受測者間之層次，工作相關干擾與創新工作行為與產出呈正相關。此外，高行動導向之參與者呈現較強的正向關係。此研究之結果顯現工作相關干擾與行動狀態導向如何互動以改變其對創新工作行為和產出之影響。本研究有助於拓展工作相關干擾對工作行為之影響之理論發展。

Interruptions used to be recognized as a negative factor in work-related outcomes, including performance and productivity. However, through combining workplace interruptions and action state orientation, we develop a multilevel model of innovative work behavior and output, postulating that individuals who experience a higher level of workplace interruption would perform a higher level of innovative work behavior and output. In addition, we predict that individuals who are action-oriented would strengthen the positive relationship. A total of 60 participants completed a daily diary questionnaire for ten consecutive days. Participants were required to recall workplace interruption in after-work surveys and reflect on their previous-day innovative work behavior and output on the next day in during-work surveys. Results indicated that workplace interruption was positively related to innovative work behavior and output on a between-person level. Additionally, individuals who were action-oriented experienced a higher level of this positive relationship. These findings contribute to workplace interruption, innovative work behavior and output, and action control theory by showing their interactive relationship and how action state orientation moderate the effect of workplace interruption on innovative work behavior and output.

Table of Contents
Validation Letter ………………………………………………………… i
Acknowledgments ………………………………………………………. ii
Abstract in Chinese ……………………………………………………… iii
Abstract ………………………………………………………………….. iv
Table of Contents ……………………………………………………….. v
List of Figures ………………………………………………………….. vii
List of Tables ………………………………………………………….. viii
1. Introduction ……………………………………………………… 1
2. Theoretical Background and Hypotheses Development…………… 7
1.1 Workplace Interruption ………………………………………… 7
1.2 Innovative Work Behavior and Innovative Output …………… 9
1.3 Action State Orientation ……………………………………… 11
1.4 Workplace Interruptions, Innovative Work Behavior, and Innovative Output …………………………………………… 13
1.5 Action Orientation Moderating the Effect of Workplace Interruption on Innovative Work Behavior and Innovative Output ………………………………………………………… 17
3. Method …………………………………………………………… 20
1.1 Participants and Procedure …………………………………… 20
1.2 Measures……………………………………………………… 22
4. Analytical Strategy ………………………………………………. 26
5. Results …………………………………………………………… 27
5.1 Descriptive Statistics ………………………………………… 27
5.2 Hypotheses Testing…………………………………………… 29
6. Discussion ………………………………………………………… 41
6.1 Limitations and Future Research ……………………………… 42
6.2 Practical Implications………………………………………… 44
7. References ……………………………………………….………… 46
8. Appendix ………………………………………………………… 50

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