자생적 조직변화의 요건들

• 영문명: The Conditions for Autogenetic Change in an Organization: Sense-Sharing, Improvisation, and Flow in Work
• 발행기관: 한국인사조직학회
• 저자명: 전수욱(Su-Wook Jeon)
• 간행물 정보: 『인사조직연구』인사조직연구 제22권 제1호, 243~278쪽, 전체 35쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2014.03.31

국문 초록

이 논문은 복잡성을 띤 환경에서 조직의 생존을 위해 자생적 조직변화가 필요하다는 것을 가정하고, 이를 증명하기 위해 연구했다. 구체적으로 자생적 조직변화는 조직의 의미공유, 개인의 즉흥연기, 그리고 일에 대한 몰입이 필요하다는 것을 이론적으로 증명하고자 했다. 또한 조직의 의미공유가 개인의 즉흥연기에 영향을 미치는지, 개인의 즉흥연기가 조직과 개인의 성과에 어떤 영향을 미치는지, 그리고 개인의 즉흥연기가 조직의 의미공유와 조직과 개인의 성과에 매개효과를 발생시키는지 연구했다. 연구자료는 경상남도와 경상북도에 위치하고 있는 기업, 은행, 공공 기관을 대상으로 실시했다. 총 배부된 설문지는 676부이고, 분석에 사용된 설문지는 453부이다. 구조방정식모형을 사용하여 자료를 분석한 결과, 조직의 의미공유가 개인의 즉흥연기에 긍정적 영향을 주었으며, 개인의 즉흥연기는 조직과 개인의 성과에 자기보고 학습이 정(+)의 영향을 미치고, 변형역량은 부(-)의 영향을 주는 것으로 나타났다. 개인의 즉흥연기인 자기보고 학습은 정보공유ㆍ참여ㆍ경영지원ㆍ직무통제와 실행성공ㆍ개선된 성과ㆍ개인의 성장ㆍ정서적 몰입사이를 정(+)의 관계로 매개했으며, 변형역량은 정보공유ㆍ참여ㆍ직무통제와 실행성공ㆍ개선된 성과ㆍ개인의 성장ㆍ정서적 몰입사이를 부(-)의 관계로 매개했다. 이러한 연구결과를 바탕으로 연구의 시사점, 연구의 한계 및 추후 연구과제에 대해 논의했다.

영문 초록

An organization is a component of environment and facing complex environment. The complex environment is generated when components change or they interact to each other. On occasion, a change of component in the environment has some impacts upon entire environment and often leads to unintended consequences. There is no one single component that possesses enough capacity to represent the entire environment. The behavior of the entire environment cannot be reduced to the behavior of each components of the entire environment. Hence, an organization cannot predict how organizational environment will be made with absolute certainty because the complex environment is irreversible and nonlinear(Jervis, 1999; Dekker, Cillers & Hofmeyr, 2011). Current theories in the field of organizational change(determinism and voluntarism) have not various significant contributing for the enhancement of our understanding of the organization under the circumstance of made any the complex environment being irreversible and nonlinear. The survival of an organization cannot be guaranteed if it simply responds to the demands of the environment, leaves with life and death in the environment, or makes decisions on a course of action by a person or a group predicting the future of the complex environment. However, it can survive with organizational own autogenetic change that individuals of an organization are at the center for organizational self-reactions to the complex environment. The autogenetic change includes ‘sense-sharing’, ‘improvisation’, and ‘flow in work’. Through sense-sharing, members of an organization learn to understand their complex environment, rightly connect individuals of an organization with components of environment, and combine individual actions with an organizational action responsible for complex environment. Improvisation is also helpful for the transformation of individual actions in order to cope with nonlinear activities of components of environment. The meaning of the flow in work is that through it, the above mentioned the sense-sharing and improvisation are properly operated because they provide opportunity and capability. It also makes that individuals become harder to undo as individual actions become more public and irrevocable being made by the sense-sharing and individuals become harder to disown when individual actions are also volitional that is made by the improvisation(Weick, 2001). In this study, sense-sharing, improvisation and flow in work are theoretically revealed. This study examined how sense-sharing influences improvisation, how improvisation affects the outcomes of an organization and its employees, and flow in work is present in mediation effect as improvisation mediates the relationships between the sense-sharing and outcomes of an organization and its employees. Using a Likert scale to evaluate survey data from 530 employees working in five types of Korean organizations, this study found that sense-sharing, improvisation, and flow in work are multidimensional constructs that have been measured using a variety of indicators. The sense-sharing included ‘information-sharing’, ‘participation’, ‘management support’, and ‘job control’. Measures of the improvisation included ‘self-reported learning’ and ‘transformational capacity’. The flow in work included ‘practical success’, ‘improved performance’, ‘personal growth’, and ‘emotional commitment’. Correlations between ‘transformational capacity’ and ‘practical success’(.141), ‘improved performance’ (.122), ‘personal growth’(.258) and ‘emotional commitment’(.253) were found as statistically significant. But the correlation analysis does not remove co-variances. Also ‘transformation capacity’ was not higher than ‘self-reported learning’{i.e., ‘practical success’(.329), ‘improved performance’(.352), ‘personal growth’(.361) and ‘emotional commitment’(.423)}. To test my research hypotheses, I used a stru

목차

초록

Ⅰ. 문제제기

Ⅱ. 이론적 배경과 가설의 설정

Ⅲ. 연구방법

Ⅳ. 연구결과 및 토론

Ⅴ. 맺음말

참고문헌

Abstract

키워드

자생적 조직변화 조직의 의미공유 개인의 즉흥연기 일에 대한 몰입 정보공유 참여 경영지원 직무통제 자기보고 학습 변형역량 실행성공 개선된 성과 개인의 성장 정서적 몰입 Autogenetic Change Sense-Sharing Improvisation Flow in Work Information-Sharing Participation Management Support Job Control Self-Reported Learning Transformational Capacity Practical Success Improved Performance Personal Growth Emotional Commitment