학술논문
전술 번들링과 전략실행의 효과에 관한 연구
이용수 250
- 영문명
- Tactic Bundling and the Effectiveness of Strategy Implementation
- 발행기관
- 한국인사조직학회
- 저자명
- 한수진(Su-Jin Han) 김언수(Eon-Soo Kim)
- 간행물 정보
- 『인사조직연구』인사·조직연구 제15권 제4호, 87~129쪽, 전체 43쪽
- 주제분류
- 경제경영 > 경영학
- 파일형태
- 발행일자
- 2007.12.30
7,960원
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이 학술논문 정보는 (주)교보문고와 각 발행기관 사이에 저작물 이용 계약이 체결된 것으로, 교보문고를 통해 제공되고 있습니다.
국문 초록
이제까지의 경영전략 분야는 전략의 수립과 내용 측면의 연구가 많이 진행되어, 전략수립에 비해 전략실행에 대한 연구와 이해는 부족한 실정이다. 본 연구는 이와 같은 전략실행 연구의 부족함을 일부 메우고자, 전략을 행동으로 옮기는 구체적인 방법이라 할 수 있는 실행전술(implementation tactic)에 초점을 맞춘다. 전략실행은 조직 구성원들이 함께 움직일 경우에만 성공할 수 있으므로 실행전술을 ‘경영자가 자신이 의도하는 전략적 방향으로 직원들을 움직일 수 있도록 영향력과 권력 기반으로 몰입을 증가시키고 저항을 줄이기 위해 발휘되는 책략’으로 상정하였다. 본 논문에서는 기존 전술연구들을 통합, 정리하여 9가지의 실행 전술을 도출하였으며, 이를 토대로 실행 전술의 효과성을 파악하였다. 실행 전술은 사용 순서나 실행 내용 즉, 전략에 따라 그 효과성이 다르게 나타날 것이며, 다양한 전술들이 동시다발적으로 혹은 순차적으로 사용될 수 있을 것이라고 예측하였다. 이와 같이 다양한 전술들을 순차적으로 혹은 동시에 결합하여 사용하는 것을 “전술 번들링(tactic bundling)”이라고 이름 붙였다. 이러한 예측들을 실증 분석하기 위하여 9개월의 참여관찰과 인터뷰를 포함한 총 2년 4개월 동안 심층사례 연구를 수행하였다. 연구결과로는 첫째, 개별전술 혹은 전술 번들링은 그 사용 순서 및 결합되는 전술의 유형에 따라 효과성에 차이가 있다. 감정적 전술의 경우 타 전술과 결합되는 모든 경우에서 긍정적 효과가 발견되었으며, 강압적 전술의 경우는 그 사용순서에 따라 효과가 전혀 다르게 나타났다. 둘째, 전술의 효과성은 전략 내용(대상의 가시성여부, 이해관계의 대립정도)에 따라 효과 차이가 발생한다. 전술을 많이 사용하면 효과적이라는 전술 번들링 효과는 일반적인 현상이지만, 필요 이상의 번들링은 경제성(parsimony)에 반하는 현상으로 비효율성을 증가시키게 된다. 따라서 전략 내용에 따른 적정수준의 전술 규모 및 사용이 고려되어야 한다.
영문 초록
Organizations in today’s hyper-competitive environment need to formulate a strategy in order to survive and to sustain competitive advantages. Unfortunately, only a small number of them achieve the intended result, indicating a gap between formulation and implementation. Thus, knowledge and wisdom for successful strategy implementation is in high demands, from business circles and academicians alike. Until now, strategy implementation has received much less research attention than strategy formulation, even though the number of studies on strategy implementation has recently increased.
Under these circumstances, the study raises the following research questions. What are the strategy implementation tactics and the pattern of tactic usage? And what kind of implementation tactic and usage are effective to achieve implementation objective and to mitigate employee resistance for change?
To address these questions, this study first reviews relevant theories and existing research on the following topics: concept of strategy implementation, strategy implementation tactics drawing upon power and influence tactics studies, resistance as the consequence of implementation tactics, and the contextual factors and their interactions. Based on the literature review, a general strategy implementation process is mapped out, which incorporates the implementation cases, implementation tactics, and resistance.
To follow the process of implementation, a two-year, in-depth case study was conducted using a participant-observation method at a Korean subsidiary of a multinational pharmaceutical company. While the implementation process of this company is one big case, it is composed of thirteen sub-cases. Therefore, this study has an element of both singleand multiple-case study.
To evaluate the effectiveness of certain tactics applied to change events and programs i.e., sub-cases, two criteria were used. Based upon whether intended changes, programs, and policies were actually introduced and implemented, and change in the resistance level, the sub-cases were classified into three categories: (1) success: when planned change did happen and there was little resistance from employees or resistance was reduced, (2) partial success: when planned change happened but employee resistance could not be addressed, and (3) failure: when change did not happen as planned and resistance remained high. Level of employee resistance was measured, before and after certain tactics were applied. Using intra- and inter-rater comparison coding method, implementation tactics were divided into nine specific types. Using the same process as in the implementation tactic coding procedure, employee resistance was classified into commitment, compliance, indifference, passive resistance, and active resistance, depending on the strength of resistance. To examine the relation between strategy and effectiveness of tactics, we also divided strategy into four groups based on two dimensions, conflict of interest and tangibility of change target.
Major findings of this study are as follows. First, there seems to be an effective way of using strategy implementation tactics. Nine implementation tactics are developed in this study, based on the existing implementation, power, and influence tactics. Nine implementation tactics are classified into four groups: 1) rational, 2) emotional, 3) manipulation, and 4) coercive tactics.
Second, each tactic has different result depending on the context, that is, the specificity of the case and order of tactic usage. Rational tactics seem to be the natural choice in the course of introducing new changes because the CEO, a change agent, tries to persuade employee to understand direction and intention of new program or policy with rational methods. While rational tactics were used 100% of the cases, they were rarely used alone. All the cases wh
Under these circumstances, the study raises the following research questions. What are the strategy implementation tactics and the pattern of tactic usage? And what kind of implementation tactic and usage are effective to achieve implementation objective and to mitigate employee resistance for change?
To address these questions, this study first reviews relevant theories and existing research on the following topics: concept of strategy implementation, strategy implementation tactics drawing upon power and influence tactics studies, resistance as the consequence of implementation tactics, and the contextual factors and their interactions. Based on the literature review, a general strategy implementation process is mapped out, which incorporates the implementation cases, implementation tactics, and resistance.
To follow the process of implementation, a two-year, in-depth case study was conducted using a participant-observation method at a Korean subsidiary of a multinational pharmaceutical company. While the implementation process of this company is one big case, it is composed of thirteen sub-cases. Therefore, this study has an element of both singleand multiple-case study.
To evaluate the effectiveness of certain tactics applied to change events and programs i.e., sub-cases, two criteria were used. Based upon whether intended changes, programs, and policies were actually introduced and implemented, and change in the resistance level, the sub-cases were classified into three categories: (1) success: when planned change did happen and there was little resistance from employees or resistance was reduced, (2) partial success: when planned change happened but employee resistance could not be addressed, and (3) failure: when change did not happen as planned and resistance remained high. Level of employee resistance was measured, before and after certain tactics were applied. Using intra- and inter-rater comparison coding method, implementation tactics were divided into nine specific types. Using the same process as in the implementation tactic coding procedure, employee resistance was classified into commitment, compliance, indifference, passive resistance, and active resistance, depending on the strength of resistance. To examine the relation between strategy and effectiveness of tactics, we also divided strategy into four groups based on two dimensions, conflict of interest and tangibility of change target.
Major findings of this study are as follows. First, there seems to be an effective way of using strategy implementation tactics. Nine implementation tactics are developed in this study, based on the existing implementation, power, and influence tactics. Nine implementation tactics are classified into four groups: 1) rational, 2) emotional, 3) manipulation, and 4) coercive tactics.
Second, each tactic has different result depending on the context, that is, the specificity of the case and order of tactic usage. Rational tactics seem to be the natural choice in the course of introducing new changes because the CEO, a change agent, tries to persuade employee to understand direction and intention of new program or policy with rational methods. While rational tactics were used 100% of the cases, they were rarely used alone. All the cases wh
목차
〈초록〉
Ⅰ. 서론
Ⅱ. 이론적 배경
Ⅲ. 실행전술의 유형과 효과성
Ⅳ. 연구 방법론
Ⅴ. 연구 결과 및 명제 도출
Ⅵ. 결론
참고문헌
부록 : A사 전략 실행 사례정리
ABSTRACT
Ⅰ. 서론
Ⅱ. 이론적 배경
Ⅲ. 실행전술의 유형과 효과성
Ⅳ. 연구 방법론
Ⅴ. 연구 결과 및 명제 도출
Ⅵ. 결론
참고문헌
부록 : A사 전략 실행 사례정리
ABSTRACT
키워드
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