이미지 향상동기와 동료의 상사부하 교환관계가 도움제공행동에 미치는 영향에 관한 연구

김보영,박오수,윤석화 한국인사조직학회 2009 인사조직연구 Vol.17 No.3

Help-giving behaviors mean “voluntarily helping others with or preventing the occurrence of work related problems’ (Podsakoff et al., 2000). Interest concerning help-giving behavior in the research of Organizational Citizenship Behavior (OCB) has grown dramatically in recent years. Previous research on the determinants of help-giving behavior has focused on mainly individual difference and job attitudes. Such an approach, however, has limitations in explaining help-giving behavior as an interaction phenomenon between employees in a social network. In particular, the prior approach tends to assume a generalized exchange orientation (i.e. an exchange relationship with all organizational members) rather than a relational exchange orientation (i.e. an exchange relationship with Person X). Therefore, in order to understand help-giving behavior as a relational exchange orientation, not only the traits of the help giver, but also the traits of recipient and the interaction between these two subjects need to be investigated. This study focuses on ‘who with which motive, provides help to whom’ as determinants of help-giving behavior based on a functional approach. In keeping with this functional approach, we can exactly understand the reasons for specific behavior through investigating the intentions of a given behavior. An individual employee’s help-giving behavior is also understood only in terms of the surface phenomenon without considering the underlying motives or intentions. Based on this approach, the present study has three purposes. First, we propose that the influence of Self-Enhancement Motives (SEM) as a help giver’s trait on help-giving behavior. Second, we examine the influence of Leader Member Exchange (LMX) of the help recipient in help-giving behavior. Finally, we investigate the interaction effect of SEM and LMX on the extent of help giving based on trait activation theory. Self-enhancement motives (SEM) and help-giving behavior Individuals have a primary motive to be viewed favorably by others: This interest in impression management is a common phenomenon in the workplace. To impress others, employees engage in help-giving behavior because helping others is perceived as valuable, desirable, and beneficial; that is, help-giving behavior has instrumental value for individual employees as it enhances their image. Recognizing this, employees who are highly motivated to enhance their self-image may engage in more help giving behavior, and hence, may be viewed as more desirable employees. However, employees who are not motivated to enhance their self-image may not recognize the need to impress others and may not try to engage in extra-roles besides the in-roles they are assigned. Therefore, we expect the following. Hypothesis 1:Help givers’ (employees) self-enhancement motive is positively related to help giving behavior for coworkers. LMX and help-giving behavior On the basis of social exchange theory and social network theory, we can provide explanation concerning the kinds of coworkers that employees choose as social exchange partners. In social exchange theory, helping others is explained on the basis of the reciprocity norm. When individuals voluntarily help others, these individuals expect others to reciprocate. If others do not offer help in return, individuals may not choose this person as a social exchange partner in the future. That is, we can expect that if the possibility of reciprocation is low, individuals may hesitate to voluntarily help someone. Social network theory provides an explanation concerning how individuals choose social exchange partners. In line with social network theory, the third party who observes a social exchange relationship between two people increases his or her appraisal of these people when the quality of their social exchange relationship is high, which is to say that these two people will gain enhanced reputations as exchange partners in the eyes of the thi... 도움제공이란 과업 수행을 위하여 공식적으로 요구되는 역할 이외의 행동으로, 이타적인 행동이라는 전제 하에 연구가 진행되었다. 최근 도움제공행동은 도구적인 동기에서 발현될 수 있다는 기능주의적 관점이 제기되고 있다. 본 연구는 이러한 기능주의 관점을 기반으로 도움제공행동의 선행요인을 고찰하였다. 구체적으로 첫째, 도움제공자의 이미지 향상동기(self-enhancement motives)가 도움제공에 미치는 영향을 살펴보았다. 둘째, 수혜자인 동료가 상사와 가지는 상사부하 교환관계(leader member exchange)가 조직구성원이 이 동료에게 제공하는 도움제공의 정도에 미치는 영향을 검증하였다. 셋째, 특성활성화이론(trait activation theory)을 적용하여 도움제공자 특성인 이미지 향상동기와 수혜자 특성인 상사부하 교환관계가 도움제공에 미치는 상호작용효과를 검증하였다. 실증연구결과 모든 가설이 지지되었다. 특히, 동료의 상사부하 교환관계가 낮을 때에는 이미지 향상동기가 강할수록 동료에게 도움을 더 많이 제공하였으나 상사부하 교환관계가 높을 때에는 이미지 향상동기에 관계없이 동료에게 도움을 많이 제공하는 것으로 나타났다. 본 연구는 세 가지 측면에서 도움제공의 이해에 공헌을 하고 있다. 첫째, 지금까지 연구들과는 달리 기능주의적 관점에서 ‘누구에게 도움을 제공하느냐’를 고찰함으로써 조직구성원들이 사회적 교환파트너를 결정하는 원리를 이해하는데 중요한 단서를 제공하였다. 둘째, 행위자의 특성과 상황요인을 동시에 고려함으로써 더욱 현실적인 설명을 제공하였다. 또한, 지금까지 연구가 부족했던 동료 관계 속에서 사회적 교환의 메커니즘을 이해하는 데 중요한 단서를 제공한다는 점에서 추가적 의의가 있다.

사회적 교환, 수용자의 능력, 그리고 성과

김상표(Sang-Pyo Kim),전수욱(Su-Wook Jeon),김태열(Tae-Yeol Kim) 한국인사조직학회 2010 한국인사ㆍ조직학회 발표논문집 Vol.2010 No.2

본 논문은 조직에서 사회적 교환이 계속적으로 유지되기 위해서, 수용자의 능력이 중요한 역할을 할 것으로 가정하고, 이를 증명하기 위해 연구하였다. 구체적으로, 사회적 교환이 수용자의 능력인 행동의 자주관리에 미치는 영향과 행동의 자주관리가 성과에 미치는 영향, 그리고 행동의 자주관리가 매개효과를 발생시키는지 연구한 것이다. 연구자료는 경상북도와 경상남도에 위치한 기업을 대상으로 최고경영자의 양해를 구해 각 부서의 부서장이 부하와 직속상관에 대한 목록을 작성하여 수집했다. 총 배부된 설문지는 800부이고, 분석에 사용된 설문지는 610부이다. 구조방정식 모형을 사용하여 자료를 분석한 결과, 사회적 교환이 수용자의 능력인 행동의 자주관리에 정(+)의 영향을 주는 것으로 나타났다. 또한 행동의 자주관리가 조직의 성과변수인 직무만족, 조직몰입, 조직시민행동, 직무성과에 정(+)의 영향을 미치는 것으로 확인되었다. 사회적 교환은 대체로 조직의 성과에 직접적인 영향을 주지 않는 것으로 나타났으며, 행동의 자주관리를 매개로 하여 간접적으로 조직의 성과에 영향을 미치는 것으로 검증되었다. 이러한 연구결과를 바탕으로 연구의 시사점, 한계 및 추후연구 과제에 대해 논의하였다. Social exchange theory suggests that employees and their supervisors and organizations build social exchange relationships (i.e., supervisory and organizational social exchange, respectively) within which both parties continuously exchange socio-emotional benefits such as recognition and esteem (Cropanzano & Mitchell, 2005; Rupp & Cropanzano, 2002). Social exchange relationships are different from purely economic exchange relationships in that the obligations of the both parties in social exchange are unspecified. The open-ended obligations strengthen bonds of indebtedness and trust which trigger one exchange party to become committed to the other (Blau, 1964). As a result, employees in social exchange relationships tend to form a high degree of trust, a high level of investment and obligation, and a long-term orientation relationship with their supervisors and organizations (Rupp & Cropanzano, 2002; Shore, Tetrick, Lynch, & Barksdale, 2006). In addition, employees who enjoy the goodwill and caring of an organization will feel obligated to reciprocate with positive behaviors toward the supervisors and organizations. Current social exchange studies have contributed to enhance our understanding about the effects of social exchange relationships on employee outcomes. However, they paid little attention to examining how social exchange relationships influence employees’ intentions or abilities to reciprocate with behaviors and attitudes that benefit the supervisors and organization. Supervisory and organizational social exchange can be maintained if the receiver who gets the benefits (e.g., employees) can provide some intangible socio-emotional resources to the giver (e.g., supervisors or organizations), if the receiver harms the giver, the social exchange relationship can be broken (Gouldner, 1960). In general, the receivers in social exchange relationship are willing to improve their ability to benefit the giver because they would not like to break the trust with the giver and feel obligation to benefit the giver. In this study, we examined how supervisory and organizational social exchange influenced the receivers (i.e., employees)' behavioral self-management (i.e., ability) and how employees’ behavioral self-management affected their work attitudes and behaviors. We collected the data from three organizations in Republic of Korea (i.e., one air manufacturing, one hotel, and one telecommunication company). In the survey, employees assessed supervisory and organizational social exchange, their behavioral self-management, job satisfaction and organizational commitment. Supervisors reported their subordinates’ job performance and organizational citizenship behavior. We distributed 500 employee-supervisor pair surveys. Of 351 surveys collected (i.e., response rate = 70.2 %), we deleted 34 ones due to errors and missing values. The reliabilities of all the measures are great. The average of supervisory and organizational social exchange was 4.43 and 4.53, respectively, which is not high on a 7-point Likert-type scale. As expected supervisory and organizational social exchange significantly correlated with employees’ behavioral self-management. To test the research hypotheses, we used structural equation modeling and tested the mediation effects using Sobel (1982)’s test. Results revealed the positive effects of supervisory and organizational social exchange on employee’s behavioral self-management. Employees’ behavioral self-management was also significantly associated with their job satisfaction, organizational commitment, organizational citizenship behavior, and job performance. In addition, supervisory and organizational social exchange influenced employee outcomes (i. e., job satisfaction, organizational commitment, organizational citizenship behavior, and job performance) indirectly through employees’ behavioral self-management.

사회적 교환, 수용자의 능력, 그리고 성과

김상표(Sang-Pyo Kim),전수욱(Su-Wook Jeon),김태열(Tae-Yeol Kim) 한국인사조직학회 2011 인사조직연구 Vol.19 No.1

이 논문은 조직에서 사회적 교환이 계속적으로 유지되기 위해서 수용자의 능력이 중요한 역할을 할 것으로 가정하고, 이를 증명하기 위해 연구하였다. 구체적으로, 사회적 교환이 수용자의 능력인 행동의 자주관리에 미치는 영향과 행동의 자주관리가 성과에 미치는 영향, 그리고 행동의 자주관리가 매개효과를 발생시키는지 연구한 것이다. 연구 자료는 경상북도와 경상남도에 위치한 기업을 대상으로 최고경영자의 양해를 구해 각 부서의 부서장이 부하와 직속상관에 대한 목록을 작성하여 수집했다. 총 배부된 설문지는 800부이고, 분석에 사용된 설문지는 610부이다. 구조방정식 모형을 사용하여 자료를 분석한 결과, 사회적 교환이 수용자의 능력인 행동의 자주관리에 정(+)의 영향을 주는 것으로 나타났다. 또한 행동의 자주관리가 조직의 성과변수인 직무만족, 조직몰입, 조직시민행동, 직무성과에 정(+)의 영향을 미치는 것으로 확인되었다. 사회적 교환은 대체로 조직의 성과에 직접적인 영향을 주지 않는 것으로 나타났으며, 행동의 자주관리를 매개로 하여 간접적으로 조직의 성과에 영향을 미치는 것으로 검증되었다. 이러한 연구결과를 바탕으로 연구의 시사점, 한계 및 추후연구 과제에 대해 논의하였다. Social exchange theory suggests that employees and their supervisors and organizations build social exchange relationships(i.e., supervisory and organizational social exchange, respectively) within which parties continuously exchange socio-emotional benefits such as recognition and esteem(Cropanzano and Mitchell, 2005; Rupp and Cropanzano, 2002). Social exchange relationships are different from pure economic exchange relationships in that the obligations of parties in social exchange are unspecified. An open-ended obligations strengthen bonds of indebtedness and trust which trigger one exchange party to become committed to the other(Blau, 1964). As a result, employees in social exchange relationships tend to form a high degree of trust, a high level of investment and obligation, and a long-term orientation relationship with their supervisors and organizations(Rupp and Cropanzano, 2002; Shore, Tetrick, Lynch, and Barksdale, 2006). In addition, employees who enjoy a goodwill and a caring of an organization will feel obligated to reciprocate with positive behaviors toward supervisors and organizations. Current social exchange studies have contributed to enhance our understanding about the effects of social exchange relationships on employee outcomes. However, they paid little attention to examining how social exchange relationships influence employees’ intentions or abilities to reciprocate with behaviors and attitudes that benefit supervisors and organizations. Supervisory and organizational social exchange can be maintained if the receiver, who gets the benefits(e.g., employees), can provide some intangible socio-emotional resources to the giver(e.g., supervisors or organizations). On the other hand, if the receiver harms the giver, the social exchange relationship can be broken(Gouldner, 1960). In general, receivers in social exchange relationship are willing to improve their ability to benefit the giver and maintain the trust. In this study, we examined how supervisory and organizational social exchange influence receiver’s(i.e., employees) behavioral self-management(i.e., ability) and how employees’ behavioral selfmanagement affect their work attitudes and behaviors. We collected the data from three organizations in Republic of Korea(i.e., one air manu-facturing, one hotel, and one telecommunication company). In the survey we provided, employees assessed supervisory and organizational social exchange, their behavioral self-management, job satisfaction and organizational commitment. Supervisors reported their subordinates’ job performance and organizational citizenship behavior. We distributed the survery to 500 employee-supervisor pair. Of 351 surveys collected(i.e., response rate = 70.2 %), we deleted 34 due to errors and missing values. All measures had high reliabilities. The average of supervisory and organizational social exchange was 4.43 and 4.53, respectively, which are not high based on a 7-point Likerttype scale. As expected, correlations between supervisory and organizational social exchange and employees’ behavioral self-management were statistically significant. To test the research hypotheses, we used structural equation modeling and tested the mediation effects using Sobel’s(1982) test. Results revealed positive effects of supervisory and organizational social exchange on employee’s behavioral self-management. Employee’s behavioral self-management was also significantly associated with their job satisfaction, organizational commitment, organizational citizenship behavior, and job performance. In addition, supervisory and organizational social exchange indirectly influenced employee outcomes(i. e., job satisfaction, organizational commitment, organizational citizenship behavior, and job performance) through employees’ behavioral selfmanagement. This study provides several theoretical and practical implications.

Opportunistic Behavior and Commitment in Interfirm Relational Exchanges

김상현,김지혜 한국유통경영학회 2011 유통경영학회지 Vol.14 No.6

There is increasing interest among marketing channel researchers in the subject of long-term interfirm relational exchanges, as more firms are favoring relationship approaches in their transactions with other companies. Interfirm relational exchanges can be defined as any stable and cooperative long-term exchange arrangements between independent exchange partners which deviate from discrete market exchanges. Long-term relational contracts are normally more complex than short-term transactional contracts, and unavoidably incomplete due to bounded rationality. Thus, long-term exchange relationships are more fraught with the hazards of opportunistic behavior. The opportunistic behavior in relational exchange is different based on the nature of interfirm commitment between the channel partners. The purpose of this study is to investigate the relationship between opportunism and interfirm commitment. Purchasing relationships between OEM manufacturers and their component suppliers were chosen as the empirical setting. Purchasing specialists in each company, who interact regularly with the suppliers and have the major responsibility for managing the exchange relationships with the suppliers, were used as the respondents for this study. A mail survey methodology was employed to collect the data in the final field survey. As predicted, Attitudinal commitment is negatively related to opportunism and calculative commitment is positively related to opportunism. Thus, the result supports the proposed hypotheses: a party's perceived fear of its exchange partner's opportunistic behavior is related to a higher level of calculative commitment and a lower level of attitudinal commitment. There is increasing interest among marketing channel researchers in the subject of long-term interfirm relational exchanges, as more firms are favoring relationship approaches in their transactions with other companies. Interfirm relational exchanges can be defined as any stable and cooperative long-term exchange arrangements between independent exchange partners which deviate from discrete market exchanges. Long-term relational contracts are normally more complex than short-term transactional contracts, and unavoidably incomplete due to bounded rationality. Thus, long-term exchange relationships are more fraught with the hazards of opportunistic behavior. The opportunistic behavior in relational exchange is different based on the nature of interfirm commitment between the channel partners. The purpose of this study is to investigate the relationship between opportunism and interfirm commitment. Purchasing relationships between OEM manufacturers and their component suppliers were chosen as the empirical setting. Purchasing specialists in each company, who interact regularly with the suppliers and have the major responsibility for managing the exchange relationships with the suppliers, were used as the respondents for this study. A mail survey methodology was employed to collect the data in the final field survey. As predicted, Attitudinal commitment is negatively related to opportunism and calculative commitment is positively related to opportunism. Thus, the result supports the proposed hypotheses: a party's perceived fear of its exchange partner's opportunistic behavior is related to a higher level of calculative commitment and a lower level of attitudinal commitment.

사회적 교환과 경찰공무원의 안전행동

임운식(Lim Woon Sik) 한국공안행정학회 2007 한국공안행정학회보 Vol.16 No.4

이 연구는 사회적 교환이론에 근거하여 경찰공무원의 안전행동에 대한 가설들을 설정하고, 대구 지역 경찰관들을 대상으로 수집된 자료를 경험적으로 분석하여 그 가설들을 검증했다. 이 연구에서 제시된 사회적 교환이론 변인은 직무만족(업무자체, 업무량, 승진, 급여 및 복리후생), 조직 내 교환관계(지각된 조직지지, 안전관련 지각된 조직지지, 상사-부하간 교환관계, 안전관련 상사-부하간 교환관계, 동료간 교환관계, 안전관련 동료간 교환관계), 의사소통만족(조직 및 상사와의 의사소통, 동료와의 의사소통, 안전의사소통)이다. 다중회귀분석을 통해 얻은 결과를 요약하면 다음과 같다. 첫째, 직무만족 요인들 중 업무량과 승진은 경찰공무원의 안전행동과 무관한 것으로 나타났다. 반면 업무자체 변인과 급여 및 복리후생 변인은 통계적으로 유의미한 효과를 나타내었다. 둘째, 조직 내 교환관계 요인들 중 안전관련 지각된 조직지지, 안전관련 상사-부하간 교환관계, 동료간 교환관계, 안전관련 동료간 교환관계는 안전행동과 통계적으로 유의미한 효과를 나타내었지만 안전과 관련되지 않은 일반적인 지각된 조직지지, 상사-부하간 교환관계는 그 효과가 나타나지 않았다. 셋째, 의사소통만족 요인들은 모두 안전행동에 유의미한 효과를 나타내었다. 넷째, 통계적으로 유의미한 효과를 갖는 것으로 나타난 변인들만 다 같이 포함시킨 최종 모형의 분석 결과 급여 및 복리후생, 의사소통 관련 변인들의 효과는 모두 사라졌고 업무자체, 안전관련 지각된 조직지지, 안전관련 상사-부하간 교환관계, 동료간 교환관계, 안전관련 동료간 교환관계는 여전히 안전행동에 강한 영향을 미쳤다 이상의 결과를 통해 경찰공무원들의 안전행동을 증진하기 위한 정책적 함의를 논의하였다. This study examines police officers' safety behaviors based on social exchange theory. This study conceptualizes three components of social exchange which could be relevant to safety behavior : job satisfaction, exchanges in organization, and communication satisfaction. Specifically, each component of social exchange includes several factors as follow. First, job satisfaction is composed of "satisfaction in work itself", "workload", "promotion", and "salary and benefits." Second, the component of exchanges in organization consists of "perceived organizational support in general", "perceived organizational support on safety", "leader-member exchange", "leader-member exchange regarding safety", "co-worker exchange", and "co-worker exchange regarding safety." Finally, the concept of communication satisfaction is made up of "communication with organization and supervisor", "co-worker communication", and "safety communication." Principal component method is used to see which items cluster together in each factor and to calculate factor scores. Multiple regression analysis identifies several factors which have significant effects on safety behavior. Key findings can be summarized as follow. First, among the factors of job satisfaction, "satisfaction in work itself" and "salary and benefits" have significant effects. Second, "perceived organizational support on safety", "leader-member exchange regarding safety", "co-worker exchange", and "co-worker exchange regarding safety" have significant effects. Third, all the factors of communication satisfaction have significant effects on safety behavior. Finally, when all the variables with significant effects are included in the final model, the effects of "salary and benefits", "communication with organization and supervisor", "co-worker communication", and "safety communication" disappear, while the effects of "satisfaction in work itself", "perceived organizational support on safety", "leader-member exchange regarding safety", "co-worker exchange", and "co-worker exchange regarding safety" remain statistically significant. Based on these findings, this study suggests some policy issues to promote police officers' safety behaviors.

수혜자 특징과 행위자의 이미지 향상동기가 동료 간 도움행동에 미치는 영향

김보영(Bo Young Kim) 한국경영학회 2013 經營學硏究 Vol.42 No.1

Researchers have carried out a substantial number of studies on helping behaviors in various disciplines. In the area of organizational behaviors, employees` helping behaviors have been studies by many researchers. Most of these studies assume that employees will behave in an identical manner toward everyone else. However, in real organizations, employees behave in different manners depending on the partners. The present study investigates the motivational mechanism of employees` helping behaviors in a dyadic relationship by considering their psychological motives for helping, characteristics of recipients as social exchange partners, and interaction effects between these two factors. To explain motivational mechanism of helping behaviors, the present study is based on the motivational approach. The motivational approach assumes that helping behaviors are induced by self-oriented goals or by other-oriented goals. In particular, this study focuses on the self-oriented motivational mechanism. In the selforiented perspective, people help others with instrumental purposes such as enhancing their self-images or getting helping back from recipients in the future. The specific purposes of this study are like these. (1) I examined the effect of actor`s self-enhancement motives as a selforiented motivational orientation on helping behaviors toward a focal coworker. (2) Coworker`s characteristics which the employee perceives affect helping behaviors toward this coworker. This phenomenon can be explained by self-oriented perspective. This study suggests coworker`s characteristics as determinants of helping behaviors. By the self-oriented perspective, recipient` characteristics which are related to expectation of future rewards- ability, quality of leader-member exchange (LMX), and popularity- might affect helping behaviors. I examined the effects of these three coworker`s characteristics (ability, LMX, &popularity) on help-giving behaviors toward this coworker. (3) previous studies suggest that each motivational orientation drives people to focus their information searching and processing on different kinds of attributes. Based on this argument, the present study proposes the interaction effects between self-oriented motives and recipient`s characteristics which are related to the expectation of future rewards on helping behaviors. Data were collected using questionnaires distributed to employees and their coworkers who were working in large companies located in South Korea. A total of 148 employee-coworker dyads were used for statistical analysis. Help giver` motives and recipient` characteristics were rated by actor (help giver). Helping behaviors toward focal coworker were rated by both actor and recipient. These dependent variables rated by two sources are reported in the result. Results of this study provide several important theoretical and practical implications. First, main effect of self-enhancement motives was significant. Second, main effects of recipients` ability and popularity on helping behaviors were significant. Based on this finding, the current study suggests that receiver`s characteristics have to be considered to understand why employee helps particular coworker in the dyadic coworker relationship. Third, selfenhancement motives moderated the relationship between recipient`s characteristics and helping behaviors. Results of interaction patterns between self-enhancement motives and recipient`s characteristics are more complicated than what the hypothesis expected. Interaction patterns are different depending on recipient`s characteristics even if employee has identical selfenhancement motives. This finding means that people who have self-oriented motives might more complicatedly calculate benefit and loss from helping coworker who has specific characteristics. Findings of the current study provide guidelines to enhance helping behaviors of employees with special motivational orientations by working with coworkers who

조직 내 사회적 교환관계와 역할내․외 안전행동 간의 관계와 심리적 안전감의 매개역할 연구: 항공사 승무원을 중심으로

서동희,김학수 한국항공경영학회 2024 한국항공경영학회지 Vol.22 No.1

The purpose of this study is to investigate the mediating role of psychological safety in the relationship between LMX, TMX, and in-role and extra-role safety behavior among airline flight attendants. The safety management of airlines has gained attention particularly in these days due to incidents involving passengers attempting to open or opening exit doors during flights. Considering that flight attendants are responsible for the core aspect of in-flight safety, their safety behaviors can be deemed highly significant. It is essential to create a work atmosphere that fosters the promotion of flight attendants safety behaviors. The psychological safety is the belief that no matter what comments or actions they make, it will not lead to significant harm to themselves, as part of their perception of the work environment. In addition, flight attendants can foster a sense of psychological safety, conducive to active communication, by cultivating positive relationships with supervisors and colleagues with whom they work closely. The focus of this study lies on the organizational social exchange relationships, particularly Leader-Member Exchange (LMX) and Team-Member Exchange (TMX). LMX denotes a vertical exchange relationship characterized by long-term mutually beneficial norms, emotional support, and recognition between supervisors and subordinates. On the other hand, TMX signifies a horizontal exchange relationship within a team, involving the provision of task-related information and assistance among team members. By summarizing this logic, it was assumed that psychological safety would play a mediating role in the relationship between LMX, TMX, and in-role and extra-role safety behavior. Data from 304 airline flight attendants were collected using methods such as in-person visits and emails, and the results are as follows. Firstly, psychological safety had a positive effect on in-role and extra-role safety behavior. Secondly, LMX and TMX had a positive effect on psychological safety. Third, psychological safety was found to play a mediating role in the relationship between social exchange relationships, LMX and TMX, and in-role and extra-role safety behavior. Specifically, LMX showed a complete mediating effect on in-role and extra-role safety behavior only through psychological safety enhancement, while TMX played both direct effects on in-role and extra-role safety behavior and a partial mediating effect through psychological safety. As implications of this study, it highlights the significance of flight attendants’ in-role and extra-role safety behaviors. Moreover, by elucidating the mediating role of psychological safety, which emphasizes interpersonal aspects in the relationship between LMX, TMX, and in-role and extra-role safety behavior, the study expands the scholarly understanding of flight attendants’ safety behaviors. Furthermore, it is significant in that practical management strategies were proposed to encourage flight attendants’ in-role and extra-role safety behavior to the airline’s leaders and management. 본 연구의 목적은 항공사 승무원을 대상으로 LMX, TMX와 역할내․외 안전행동 간의 관계에서 심리적 안전감의 매개역할을 규명하는 것이다. 승객이 비행 중인 항공기의 출입문을 개방하거나 개방하려는 시도가 발생하면서 항공사의 안전관리가 주목을 받고 있는데 승무원은 기내안전을 책임지는 핵심적인 역할을 하므로 승무원의 안전행동은 중요하다고 볼 수 있다. 승무원의 안전행동을 촉진시킬 수 있는 업무 분위기를 조성할 필요가 있는데, 승무원이 업무환경에 대한 인식으로서 자신이 어떠한 발언 등을 하더라도 자신에게 큰 위해가 되지 않는다는 믿음인 심리적 안전감에 주목할 필요가 있다. 그리고 승무원은 같이 근무하는 상사, 동료와 좋은 관계가 형성되어야 의사소통을 활발하게 할 수 있는 심리적 안전감이 촉진될 수 있다. 조직 내 사회적 교환관계인 LMX(Leader-Member Exchange)와 TMX (Team-Member Exchange)에 관심을 두었는데, LMX는 상사와 부하직원 간의 장기적인 상호호혜적 규범, 정서적 관심․인정 등의 수직적인 교환관계를 의미하며, TMX는 팀원과 팀의 다른 구성원 간에 업무와 관련된 정보, 도움 등을 제공하는 수평적 교환관계를 의미한다. 이러한 논리를 정리하여 LMX, TMX와 역할내․외 안전행동 간의 관계에서 심리적 안전감은 매개역할을 할 것으로 보았다. 직접 방문, 이메일 등의 방식으로 항공사 승무원 304명 자료를 수집하였고 그 결과는 다음과 같다. 첫째, 심리적 안전감은 역할내․외 안전행동에 정적인 영향이 나타났다. 둘째, LMX, TMX는 심리적 안전감에 정적인 영향이 나타났다. 셋째, LMX, TMX와 역할내․외 안전행동 간의 관계에서 심리적 안전감의 매개역할을 하는 것으로 나타났는데 LMX는 심리적 안전감을 통해서만 역할내․외 안전행동을 향상시키는 완전 매개효과가 나타났고, TMX는 역할내․외 안전행동의 직접적인 효과와 더불어 TMX가 심리적 안전감을 거쳐 역할내․외 안전행동을 향상시키는 부분 매개효과가 나타났다. 본 연구의 시사점으로 승무원의 역할내․외 안전행동의 중요성을 제시하고, 조직 내 사회적 교환관계인 LMX, TMX와 역할내․외 안전행동 간의 관계에서 대인관계적인 측면을 강조하는 심리적 안전감의 매개역할을 규명하면서 승무원의 안전행동에 대한 학문적 외연을 확장시켰다. 또한, 항공사의 경영진과 리더에게 승무원의 역할내․외 안전행동을 촉진시키는 실무적 관리방안을 제시하였다는 데 의의가 있다.

Proper Incentives to Promote Information Exchange

Obayashi, Atsuomi Korean Institute of Industrial Engineers 2007 Industrial Engineeering & Management Systems Vol.6 No.1

Exchange of information is essential to the process of innovation such as product development. However, in many cases innovation fails because of a lack of knowledge sharing among parties concerned, even if parties individually have pieces of useful knowledge and skills. Besides physical factors like communication costs, the possibility of opportunistic behavior by parties like stealing ideas can discourage information exchange. This paper introduces a model to analyze incentives of information exchange. The model is a game by two players who alternately opt to offer information to the partner. It is suggested that information exchange can stop before reaching the efficient level. In order to attain the efficient information exchange, expectation of mutual benefit and absence of opportunistic motives in both players are needed. Methods for promoting information exchange include modifying payoff structure to meet the condition of information exchange. The fluidity of partnership may increase a variety of information exchange partners, but discourage building trust between partners which promotes information exchange.

Proper Incentives to Promote Information Exchange

Atsuomi Obayashi 대한산업공학회 2007 Industrial Engineeering & Management Systems Vol.6 No.1

Exchange of information is essential to the process of innovation such as product development. However, in many cases innovation fails because of a lack of knowledge sharing among parties concerned, even if parties individually have pieces of useful knowledge and skills. Besides physical factors like communication costs, the possibility of opportunistic behavior by parties like stealing ideas can discourage information exchange. This paper introduces a model to analyze incentives of information exchange. The model is a game by two players who alternately opt to offer information to the partner. It is suggested that information exchange can stop before reaching the efficient level. In order to attain the efficient information exchange, expectation of mutual benefit and absence of opportunistic motives in both players are needed. Methods for promoting information exchange include modifying payoff structure to meet the condition of information exchange. The fluidity of partnership may increase a variety of information exchange partners, but discourage building trust between partners which promotes information exchange.

Opportunistic Behavior and Commitment in Interfirm Relational Exchanges

( Sang Hyun Kim ),( Ji Hea Kim ) 한국유통경영학회(구 한국유통정보학회) 2011 유통정보학회지 Vol.14 No.6

유통경로 연구에서 기업간 장기적인 관계교환에 대한 관심이 증가하고 있다. 기업간 관계교환은 단속적 시장 교환에서 벗어난 독립적인 교환 파트너 사이의 안정적이고 협동적장기간 관계 협정으로써 정의할 수 있다. 장기간 관계 계약은 단속적 거래 계약보다 더욱복잡하고 합리적 경계로 인하여 불완전하기 때문에, 기회주의적 행동의 위험이 더 커진다고 할 수 있다. 본 연구의 목적은 기회주의와 기업간 몰입 사이의 관계를 조사하고자 한다. 이를 위해 제조업자와 공급업자 사이의 구매 관계르 대상으로 실증적으로 분석 하 OEM였다. 각 회사에서 공급업자와 정기적으로 교류하고 공급업자와의 관계 교환을 처리하는 책임을 지고 있는 구매 전문가를 대상으로 우편 조사를 통하여 데이터를 수집하였. 분석결과 태도적 몰입은 기회주의적 행동과 부의 관계가 있었고 계산적 몰입은 기회주의와 정의 관계가 있는 것으로 나타나 따라서 제안된 가설들은 지지되었다. There is increasing interest among marketing channel researchers in the subject of long-term interfirm relational exchanges, as more firms are favoring relationship approaches in their transactions with other companies. Interfirm relational exchanges can be defined as any stable and cooperative long-term exchange arrangements between independent exchange partners which deviate from discrete market exchanges. Long-term relational contracts are normally more complex than short-term transactional contracts, and unavoidably incomplete due to bounded rationality. Thus, long-term exchange relationships are more fraught with the hazards of opportunistic behavior. The opportunistic behavior in relational exchange is different based on the nature of interfirm commitment between the channel partners. The purpose of this study is to investigate the relationship between opoortunism and interfirm commitment. Purchasing relationships between OEM manufacturers and their component suppliers were chosen as the empirical setting. Purchasing specialists in each company, who interact regularly with the suppliers and have the major responsibility for managing the exchange relationships with the suppliers, were used as the respondents for this study. A mail survey methodology was employed to collect the data in the final field survey. As predicted, Attitudinal commitment is negatively related to opportunism and calculative commitment is positively related to opportunism. Thus, the result supports the proposed hypotheses: a party`s perceived fear of its exchange partner`s opportunistic behavior is related to a higher level of calculative commitment and a lower level of attitudinal commitment.