집단의 사회적 자본이 집단 효과성에 미치는 영향에 관한 연구

• 영문명: A Study on the Effects of Group Social Capital on the Group Effectiveness
• 발행기관: 한국인사조직학회
• 저자명: 박혜원(Hye-Won Park) 문형구(Hyoung-Koo Moon)
• 간행물 정보: 『인사조직연구』인사·조직연구 제15권 제4호, 131~170쪽, 전체 40쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2007.12.30

국문 초록

  최근 기업의 실행 단위로 집단의 중요성이 점점 증가하고 있으나 집단의 사회적 자본에 관한 연구와 그 메커니즘을 밝힌 연구는 많지 않다. 본 논문은 집단의 사회적 네트워크가 집단성과에 미치는 영향과 그 메커니즘을 연구하고자 한다.
  본 연구에서는 13개 기업에서 65개 팀을 조사하여 집단의 사회적 네트워크가 팀 성과에 미치는 영향을 네트워크 효과가 매개하는지 회귀분석을 통하여 분석하였다. 즉, 집단의 네트워크 다양성, 타 부서 리더들과의 연계 정도, 집단 구성원들의 외부 경계활동 참여정도 등이 팀 성과에 미치는 영향을 정보, 자원, 사회정치적 지원이 매개하는지에 관하여 고찰하였다.
  실증연구 결과 네트워크 다양성이 팀 성과에 미치는 영향을 정보, 자원이 매개하는 것으로 나타났다. 다른 집단 리더들과의 연계정도가 팀 성과에 미치는 영향을 자원이 매개하는 것으로 나타났다. 그리고 네트워크 다양성이 높은 집단의 경우 내부에 강한 게이트키퍼가 존재하면 팀 성과가 높아지는 것으로 나타났다. 이와 같은 연구 결과를 바탕으로 본 논문의 시사점과 한계를 논의하고 집단의 외부 네트워크에 관한 미래 연구방향을 제시하였다.

영문 초록

  This study examines the factors affecting team performance from a social network perspective. Existing studies dealing with team performance usually focus on factors regarding the internal functioning of a team. Such an approach cannot fully understand the complex mechanism of team performance. For better performance, teams have to exchange and combine resources with each other, while building good internal processes. For this reason, it is important that we understand how teams get to exchange external resources for better team performance.
  Drawing on social network theory, we explain how a team"s external networks influence team performance. We develop hypotheses that relate a team"s external network structures to its performance. In considering network structures, we focus on network diversity. Network diversity can be formed horizontally or vertically within organization. Horizontal network diversity refers to the extent to which the team has ties with diverse teams. Through horizontal network diversity, a team can gain access to diverse information, resources, socio-political supports that contribute to its overall performance from diverse teams. The second type of network diversity is vertical network diversity. Vertical network diversity is defined as the extent to which the team has ties with leaders of other teams. Formal leaders have the authorities to mobilize the various resources that enhance a team performance. Thus, the teams that have ties with many formal leaders can better utilize resources they need.
  In addition to network diversities, we examine the effect of the gatekeeper on the team performance. According to information processing theory, when the information processing capacity of a team does not correspond to the information processing need, the team cannot perform well. Having many diverse ties, the team has to handle diverse information, resources, and supports. Hence it should have more gatekeepers than the one that has smaller number of ties. We examine the joint effect of diverse ties and the gatekeepers of the team.
  Most of the existing network studies measured only the social ties of the groups and assumed that various resources flew through the ties and ultimately influenced group performance. Our study aims to distinguish network structure from network benefits which are presumed to flow through social ties. This distinction helps us to understand the mechanism in which social networks influence group performance. We propose resources, information, socio-political supports as network benefits.
  Our hypotheses are as follows. First, the effects of a team"s diverse social ties on team performance are mediated by access to information, resources, and socio-political supports. Second, the effects of a team"s social ties with other teams" formal leaders on the team performance are mediated by access to information, resources, and socio-political supports. Third, in the team with many diverse social ties, the effects of the extent to which external networking is decentralized by the team members on the team performance are mediated by access to information, resources, and socio-political supports.
  The work group in this study was drawn from 24 organizations in Korea. Following previous research on the network properties of work groups in organization, we excluded work groups with less than 80% response rate on our questions. These exclusions reduced the final sample to 65 work groups ranging in size from 3 to 10 members. The work groups" main functions included accounting/finance, marketing/sales, production management, human resources, strategy, MIS, research and development.
  Using egocentric method, we surveyed task advice network structures of the team members. Network properties included alter"s name, position in his/her team, and the name of alter&quo

목차

〈초록〉
Ⅰ. 서론
Ⅱ. 이론적 배경 및 가설 설정
Ⅲ. 연구방법
Ⅳ. 연구 결과
Ⅴ. 결론 및 미래 연구방향
참고문헌
〈부록〉 : 설문지
ABSTRACT

키워드

집단 팀 성과 사회적 네트워크 사회적 자본 Group Social Networks Group Social Capital Group Performance