공공-민간 경영 패러다임의 융합적 전환

• 영문명: The Paradoxical Hybridization of Public-Private Management Paradigms: Changing Trends and Organizational Responses
• 발행기관: 한국인사조직학회
• 저자명: 장용석(Yong Suk Jang) 조희진(Hee Jin Cho)
• 간행물 정보: 『인사조직연구』인사조직연구 제21권 제3호, 69~104쪽, 전체 36쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2013.09.30

국문 초록

본 연구는 보편적 규범(universal norm)의 확산과 역능적 행위자성(empowered actorhood)의 증대로 경영 패러다임의 전환을 설명한다. 과거 합리, 이성, 효율, 경제적 가치에 기반한 과학적 관리론과 인간관계론이 지배적인 경영 패러다임이었다면, 이제는 발전(development)과 정의(justice)라는 보편적 규범에 입각한 공생발전, 사회적 책임, 지속가능경영 등이 지배적인 경영 원리가 되었다. 또한 세계화, 민주화의 진전으로 국가, 조직, 개인에 자율, 권한, 책임 등의 역능적 행위자성이 부여되면서 과거와는 달리 정부, 학교, 병원 등이 비전과 목표, 전략을 세워 경영해나가고 있다. 이러한 요인들이 복합적으로 작용하면서 일반 기업 및 정부, 공기업, 대학 등에 대한 평가, 감사 및 표준, 인증이 확산되고 있으며 개개인들의 행복, 만족을 높이는 감성 경영, 모두가 함께 어우러져 상생해가는 공유가치 창출이 중요해지고 있다. 이는 궁극적으로 효율성과 책임성의 융합이라는 큰 틀에서 국가, 공공부문, 기업, 비영리조직의 경영 패러다임을 전환시켰으며 이성과 감성의 조화, 창의와 규율의 결합 등과 같은 다양한 상충적 가치를 동시에 수용하게 만들었다. 본 연구는 경영 패러다임의 융합적 전환의 흐름을 정리하고 이러한 변화에 대한 대응성을 높이고 상충된 가치 수용으로 인한 갈등적 상황들을 극복할 수 있는 방안을 포함한 전략적 함의를 제시한다.

영문 초록

As today’s institutional environment shifts from pure profit orientation to public-private interdependence, management discourse has attempted to address a much broader audience than simply for-profit businesses. Organizations such as hospitals, public institutions, and non-profit organizations look for guidance in management paradigms, and the scope of the discourse has responded to emphasize universal norms of development and justice as well as the agency of individual actors. But in its search for universalism in reaching a much broader audience, modern management discourse has become an unsteady platform incorporating complex, competing values. Rationality and efficiency must be considered alongside transparency, responsibility and sustainability in a framework of multiple, often times conflicting paradigm logics. The authors discuss this trend towards ‘paradoxical hybridization’ in management paradigms, especially with respect to efficiency versus responsibility, rationality versus emotion, and creativity versus discipline, and further examine the response of organizations and institutions to this trend. Nation-states, organizations, and individuals now have higher level of authority, autonomy, and responsibility with the advance of globalization and democratization. Empowered actors in these contexts have autonomous capacity and authority. In the pre-modern era of kings and ruling social classes, organizational actors were simply defined as subordinates or agents, without fully empowered actorhood. Institutions such as public agencies, schools, and hospitals followed the rules and instructions imposed by governments and designated authorities. Even private organizations and business actors were not autonomous decision makers, often heavily constrained by owners' interests and bureaucratic dictum. However, since modernization and democratization, various public and private agents have gained enhanced authority and can thus be considered autonomous actors. As a result, they have become empowered to have their own vision, goals, and strategies. These 'real' actors are now responsible for 'strategic management' of uncertain environments and complex tasks, which requires a higher level of capacity and autonomy than 'bureaucratic administration' of the given orders and commands. The spread of universal norms and empowerment of new actors has enlarged the scope of management discourse to embrace a much wider and diverse audience. Universal norms refer to the explicitly or implicitly desirable values of a society that members of the society should live up to in order to maintain the social system. Universal norms, in a broader sense, include international law, international conventions, and treaties. However, universal norms found in the global context include competing values such as progress, efficiency, development, welfare, justice, and responsibility. Various social actors simultaneously pursue these competing values. With the increasing emphasis on universal norms and the empowering of real actors, international organizations, consulting firms, and professional associations have developed a multitude of means to evaluate, audit, and accredit organizations’ concern for values such as sustainable management, social responsibility, quality management, emotional management, and symbiosis management. Universal norms are considered rational and reasonable, and those that pursue them are granted a variety of incentives and forms of recognition. As management principles become more complex, organizations attempt to pursue conflicting values simultaneously by moving away from their core institutional goals: paradoxical hybridization. Governments emphasize their welfare responsibility as opposed to economic growth; public sector organizations, shifting their priorities towards efficiency, pay more attention to the value of innovativeness as opposed to bureaucratic routine. Private companies trumpet social responsi

목차

<초록>

Ⅰ. 서론

Ⅱ. 이론적 배경

Ⅲ. 경영 패러다임의 변화와 조직의 대응

Ⅳ. 경영 패러다임 변화의 함의

Ⅴ. 결론

참고문헌

Abstract

키워드

보편적 규범 역능적 행위자성 경영 패러다임의 융합적 전환 universal norms empowered actorhood paradoxical hybridization of management paradigms