중소기업 종업원의 고몰입 인사제도 지각이 혁신행동에 미치는 영향: LMX와 일선관리자의 인사역량의 조절효과를 중심으로

김승곤,전정호,설현도 한국기업경영학회 2017 기업경영연구 Vol.24 No.1

Nowadays, innovation is a determining factor for organizations to achieve the fast growth and long-term sustainability in the modern knowledge-based economy. For continuous innovation, an organization always needs employees that voluntarily change and improve themselves and eventually show innovative behavior, which refers to creation and management of technology and information. It is important to know what encourages employees to behave in an innovative way and how an organization can influence this kind of behavior. Not surprisingly, human resources are becoming a driving force for innovative behavior. However, little research has attempted to investigate the relationship between high-commitment HRM system and employees’ innovative behavior, which plays an vital role for producing competitiveness. In addition, scant research has interested in first-line managers’ involvement in HRM although they take strategic roles in HR implementation, especially in the relationship between HRM practices and their employees’ innovative behavior. In this respect, this study is particularly concerned with the relationship between high-commitment HRM system and innovative behavior. And, the study examines the moderating effects of LMX and first-line managers’ HR competency between high-commitment HRM system and innovative behavior. The study objective is formulated as follows: First, to what extent can high-commitment HRM system of an organization improve the innovative behavior of their employees? Second, this study adds to investigate whether LMX and first-line managers’ HR competency moderate between high-commitment HRM system and employees’ innovative behavior. Data were collected through questionnaire instruments from 375 employees in 78 SMEs. To test hypotheses, descriptive analysis, correlation analysis, confirmative factor analysis and multiple regression analysis were employed with SPSS 21.0 and Amos 18.0. The statistical results of this study revealed that high-commitment HRM system positively influenced innovative behavior as assumed in the hypothesis, and LMX and first-line managers’ HR competency each positively intensified the effect of high-commitment HRM system on innovative behavior. The results of the empirical study gave a significant implication that well designed high-commitment HRM system can enhance employees’ innovative behave. In addition, organizations should encourage FLMs to improve their LMX and HR competency so that they can effectively complete their HR tasks for innovative behavior of their employees. 종업원의 혁신행동은 지식기반경제에서 성과를 창출하는 중요 변수로 인식되고 있기 때문에 종업원의 능력을 개발하고 태도를 변화시켜 종업원의 혁신행동을 장려할 수 있는 방안에 대한 연구의 필요성이 높다. 본 연구는 첫째, 종업원의 혁신행동에 고몰입 인사제도가 어떠한 영향을 미치는지를 검증하고자 하였다. 둘째, 고몰입 인사제도와 혁신행동 간의 관계에 영향을 미치는 조절요인으로 LMX와 일선관리자의 인사역량의 효과를 규명하고자 하였다. 이를 위해 우리나라 중소기업에 재직 중인 종업원 375명을 대상으로 실증분석을 실시한 결과, 고몰입 인사제도는 혁신행동에 긍정적인 영향을 미치는 것으로 나타났다. 또한 조절변인인 LMX와 일선관리자의 인사역량은 각각 고몰입 인사제도와 혁신행동 간의 관계를 유의하게 조절하는 것으로 나타났다. 본 연구는 중소기업 종업원의 혁신행동 촉진에 연구의 초점을 두고, 혁신행동에 영향을 미치는 선행요인들을 실증하였다는 점에서 연구의 의의가 있다. 특히 LMX와 일선관리자의 인사역량이 고몰입 인사제도와 혁신행동 간의 관계에서 중요한 조절변인으로 작용하고 있음을 제시하였다. 마지막으로 본 연구는 종업원의 혁신행동을 증진시킬 수 있는 이론적·실무적 시사점과 향후 연구방향을 제시하였다.

조직지원인식과 상사지원인식 일치 정도가 혁신행동에 미치는 영향과 조직 및 팀 재직기간의 조절역할

제갈란 ( Lan Jegal ),김학수 ( Hack-soo Kim ) 한국생산성학회 2021 生産性論集 Vol.35 No.4

The innovative behavior can serve as a source of sustainable competitive advantage. The various antecedent factors that improve innovative behavior have been identified in previous studies. And what is important for innovative behavior is a friendly and supportive organization environment and employees' perception of it. This study verified that perceived organizational support and perceived supervisor support are the leading influencing factors of innovative behavior. Meanwhile, some argued that congruence between perceived organizational support and perceived supervisor support from different sources is important. However, there are not enough studies on the effect of congruence between perceived organizational support and perceived supervisor support. Also, the effect of congruence between perceived organizational support and perceived supervisor support may differ depending on the tenure of the employees perceiving this. Based on the social exchange theory developed by the balance theory, as employees with long-term organization tenure, team tenure had a higher level of knowledge and experience, the effect of congruence between perceived organizational support and perceived supervisor support on innovative behavior worked more effectively. Based on data collected from 207 employees, this study empirically analyzed the effect of congruence between perceived organizational support and perceived supervisor support on innovative behavior, and the moderating effect of tenure in organization and team. The analysis results showed that the more congruence between perceived organizational support and perceived supervisor support, the higher the innovative behavior and that the more congruence between perceived organizational support and perceived supervisor support at a higher level, the higher the innovative behavior. Also the analysis results showed that the effect of congruence between perceived organizational support and perceived supervisor support on innovative behavior, had significantly moderating effect of organization tenure. But contrary to the hypothesis, the analysis results showed that in the case of a shorter organization tenure, the more congruence between perceived organizational support and perceived supervisor support, the more innovative behavior was, and the more congruence between perceived organizational support and perceived supervisor support coincided at a high level, the more innovative behavior increased. And the analysis results showed that in the case of a long organization tenure, the more congruence between perceived organizational support and perceived supervisor support coincided at a high level, the more innovative behavior increased. First, in order to improve innovative behavior, this study provides two solutions for congruence of perceived organizational support and perceived supervisor support. The first solution may ensure emotional-cognitive consistency through the congruence between perceived organizational support and perceived supervisor support of organizational members. In addition, since the supervisor acts as an agent of the organization, organizational members can perceive organizational support through the supervisor. Therefore, perceived supervisor support may have more influence than perceived organizational support. The second solution is that focusing on perceived supervisor support may be effectual when facing the problem of choice. Second, this study verified which situation can strengthen the innovative behavior of organizational members with the congruence between perceived organizational support and perceived supervisor support. This study showed that a high degree of congruence between perceived organizational support and perceived supervisor support improves innovative behavior of organizational members with short organizational tenure. Therefore, organizations and leaders need to make organizational members with short organizational tenure recognize the congruence between perceived organizational support and perceived supervisor support improves innovative behavior. But, it is still effective for the organizational members who have a long organizational tenure. As for organizational members who have a long organizational tenure, the higher innovative behavior can be observed when perceived organizational support and perceived supervisor support are achieved at a high level. Based on these research results, this study suggested the future research directions.

문제해결 스타일이 혁신행동에 미치는 영향 - 핵심자기평가와 상사지원인식의 조절효과 검증을 중심으로 -

강순 ( Xun Jiang ),안성익 ( Ahn Seong Ik ),김성용 ( Kim Seong Yong ) 한국인적자원관리학회 2021 인적자원관리연구 Vol.28 No.1

As the competition among the firms, the conventional way of firms became useless for the competition and tried to search for innovation. In pursuing innovation, firm realized that firms’ innovation starts from individual members’ behaviors and created the concept of innovative behavior. Innovative behavior draw lots of attention and a large number of studies has been conducted up to now. Recent Kwon & Kim’s (2020) literature review on innovative behavior showed little attention to individual trait like personality. In this background, our study shortly reviewed on the studies about the relationship between personal trait and innovative behavior and set the direction of this study. After short review, we found that there is not a few studies about the relationship between personality and innovative behavior but little about the relationship between innovative behavior and the personal traits except personality. So we focused on the problem solving style which drew the attention as antecedents of innovative behavior at early stage of research on innovative behavior and core self-evaluation which are suggested relatively recently and very limitedly studied as the antecedents of innovative behavior. The studies on personal traits pay attention not only to their effects on consequences but also to the relevant situation that can activate the relationship between trait and trait relevant behavior following trait activation theory. In the vein, we also considered in the supervisory support as the potential moderating variables on the relationship between problem solving style and innovative behavior. For the empirical test, we collected data from the 228employees belong to Chinese public companies with survey and analyzed the relationship with hierarchical regression analysis. First, only intuitive problem solving style except systematic problem solving style showed significant positive effect on innovative behavior. Second, in the case of core self-evaluation, its main effect on innovative behavior was supported but none of its moderating effects on the two path from problem solving style to innovative behavior. Last, in the case of supervisory support, its main effect on innovative behavior was supported and the moderating effect on the path from intuitive problem solving style to innovative behavior was supported. On these results. We discussed the theoretical and practical implications.

최고경영자의 기업가정신이 사회복지기관 조직구성원의 혁신적 업무행동에 미치는 영향

정은하(Eun-Ha Jeong),엄미선(Mi-Sun Ohem) 한국인사조직학회 2012 인사조직연구 Vol.20 No.2

본 연구는 최고경영자의 기업가정신과 사회복지기관의 조직구성원의 혁신적 업무 행동 사이에 작용하는 구조유기성과 조직공정성의 조절효과를 검증하고, 그 과정에서 발견된 변수 간 관계를 통해 조직구성원의 혁신적 업무행동 활성화를 위한 실천적 함의를 제안하고자 수행되었다. 본 연구의 자료는 115개소의 사회복지기관 조직구성원 787명으로부터 수집된 것으로, 가설의 검증은 위계적 회귀분석에 기초한 조절적 다중 회귀분석(MMR)을 통해 이루어졌다. 연구결과 최고경영자의 기업가정신은 사회복지 기관의 조직구성원의 혁신적 업무행동에 직접적인 영향을 미치는 것으로 나타났으며, 기업가정신과 혁신적 업무행동간 관계에서 구조분권성은 부정적 조절효과를, 분배 공정성은 긍정적 조절효과를 미치는 것으로 나타났다. 그러므로 사회복지기관 구성원의 혁신적 업무행동을 제고시키기 위해서는 최고경영자를 대상으로 하는 조직혁신 관련 교육 프로그램의 실시가 무엇보다 중요하며, 더불어 분권화된 사회복지조직 설계와 분배공정성을 높이기 위한 방안도입이 필요하다. Recently, innovation needs for social welfare organizations have grown to a greater extent. However, there is rarely academic debate or practical assessments on the innovation of social welfare organizations. Nevertheless, this subject is an important issue because innovation is a core component of organizations. Our primary purpose of this study is to obtain information about the relationships between entrepreneurship, innovative work behavior, organic structure, and organizational justice. Furthermore, our study provides practical implications for vitalizing social workers’ innovative work behavior in social welfare organizations. This study was conducted by setting worker’s innovative work behavior as a dependent variable, CEO’s entrepreneurship as an independent variable, and organic structure and organizational justice as moderating variables. Then, the hypotheses were constructed to test the effect of entrepreneurship on innovative behavior and the moderating effects of organic structure and organizational justice on the relationship between entrepreneurship and innovative work behavior. The study was conducted through a survey by social workers who were working at 316 different welfare organizations in Seoul, Gyeonggi, and Incheon areas of South Korea. Each agency received 5-10 questionnaires. The surveys were collected in July 2010 to September 2010 and the study gathered 787 responses from 115 organizations. The findings of our study show that a CEO’s entrepreneurship has a positive effect on innovative work behavior on social workers. Further, decentralization which is a subordinate concept of organic structure has a negative moderating role on the relationship between entrepreneurship and innovative work behavior and distributive justice which is a subordinate concept of organizational justice has a positive moderating role on the relationship. In other words, the results of the moderating effects on this study show that higher entrepreneurship is displayed in a group of high centralization as innovative work behavior increases. At the same time, higher entrepreneurship is displayed in a group with high distributive justice, again resulting in increased innovative work behavior. Therefore, these results suggest introducing an educational program of innovation for CEOs to enhance the innovative work behavior for social workers. Furthermore, this study suggests that decentralization and organizational justice can further enhance innovative work behavior. In addition, this study proposes an integrated research model including organizational attributes as a moderating variable so that research subjects of organizational innovation could be expanded. Also, our study indicates that a CEO’s role can facilitate innovation. Last, several limitations can be mentioned. First, our study sample was limited in terms of geographic regions. Second, the environmental conditions should be considered. Third, developing an innovative work behavior scale for social workers should be considered and fourth, a qualitative study should also be conducted within research.

임파워링 리더십이 구성원의 혁신행동에 미치는 영향 - 직무열의의 매개효과와 일반적 자기효능감의 조절효과 -

설지수 ( Seol Ji Su ),정원호 ( Jeung Won Ho ) 한국인적자원관리학회 2018 인적자원관리연구 Vol.25 No.4

The purpose of this study is to explore the effect of empowering leadership on follower’s innovative behaviors. This study also examined the mediating effect of job engagement on the relationship between empowering leadership and innovative behaviors. In addition, this study investigated the moderating effect of general self-efficacy of followers. More specifically it examined the moderating effect of general self-efficacy of followers on the relationship between job engagement and innovative behavior and on the indirect effect of empowering leadership on innovative behavior through job engagement. Sampling from 131 leader-follower dyad in Korean Army, the results of this study show that leaders’ empowering behaviors are positively related to innovative behaviors of followers as well as job engagement of followers. Followers’ job engagement is positively related to innovative behaviors and mediates the relationship between leaders’ empowering leadership and innovative behaviors of followers. The relationships between followers’ job engagement and innovative behaviors were moderated by general self-efficacy of followers such that the effects of job engagement on innovative behaviors were stronger for those with higher general self-efficacy than those with lower general self-efficacy. Finally, the indirect effects of empowering leadership on innovative behaviors through job engagement were moderated by followers’ general self-efficacy such that the indirect effects were stronger for those with higher general self-efficacy than those with lower general self-efficacy. The results of this study expand the extant literature on empowering leadership, job engagement, and innovative behaviors because it explains the potential influential mechanism of empowering leadership. This study also have some practical implication that organizations should train and educate their leaders to conduct empowering leadership in order to foster innovative behaviors of organizational members.

Exploring the Way to Increase Organizational Members’ Innovative Behavior: Testing the Moderated Mediation Role of Cognition-Based Trust and Serial Multiple Mediation Model

주링평,JINXIU 대한경영학회 2023 大韓經營學會誌 Vol.36 No.3

Psychological safety is an essential variable that leads to organizational members to perform more difficult task and reinforce challenging behaviors. Furthermore, psychological safety promotes organizational members to present both new ideas and opinions. It may increase organizational members' innovative behavior to lead to organizational innovation and sustainability. In particular, the importance of organizational members' innovative behavior is emphasized because it directly impacts on organizational survival and growth. Based on this, we focused on the way to improve innovative behavior and verifying our research model. Most of previous researches focused only on the mediating effect or the moderating effect on the process of driving innovative behavior. However, we clearly clarified the process of driving innovative behavior via psychological safety. Specifically, the serial multiple mediating role of cognition-based trust in leader and subordinates' voice behavior was verified for the process in which psychological safety induces innovative behavior. Furthermore, the moderated mediating effect of cognition-based trust in leader was verified. In order to verify hypotheses, we focused on employees who works in Chinese SMEs, and a total of 306 data were used for empirical analysis. Our results showed psychological safety had a positive influence on cognition-based trust in leader, voice behavior, and innovative behavior. In addition, cognition-based trust in leader was found to improve subordinates' voice behavior and innovative behavior. It was also found that subordinates' voice behavior had a positive influence on innovative behavior. Furthermore, cognition-based trust in leader and subordinates' voice behavior showed significant Serial Multiple mediating effect in the process of subordinates' psychological safety affecting subordinates' innovative behavior. Finally, cognition-based trust in leader showed a positive moderating effect on the relationship between subordinates' psychological safety and their voice behavior. However, the moderated mediation effect was found to be insignificant. According to these results, we presented theoretical and practical implications. Overall, this study contributed to expanding the research area related to subordinates' innovative behavior.

조망수용이 심리적 임파워먼트와 혁신행동의 관계에 미치는 영향에 관한 연구

신민정(Minjeong Shin),문형구(Hyoungkoo Moon),고욱(Wook Ko) 대한경영학회 2016 大韓經營學會誌 Vol.29 No.4

지식공유와 일몰입이 혁신행동에 미치는 영향 - 조직지원인식의 조절효과를 중심으로 -

우택규,김문중,권기환 한국인적자원관리학회 2019 인적자원관리연구 Vol.26 No.4

With increasing competition among industries and the advent of the Fourth Industrial Revolution, companies need to make various efforts to sustain. While many previous studies have been conducted to enhance corporate effectiveness, examinations into individuals’ innovative behavior, work engagement and knowledge sharing are insufficient. Therefore, the purpose of this study is to explore ways to improve organizational competitiveness, focusing on the voluntary participation and innovation of organization members, the importance and effectiveness of knowledge sharing within corporations, and the necessity of organizational support for members. Therefore, this study attempted to verify the relationship between knowledge sharing, work engagement, and innovative behavior, the mediating effects of work engagement between knowledge sharing and innovative behavior, and the moderating effects of perceived organizational support between knowledge sharing and innovative behavior. For this study, data were collected by way of self-reporting through 538 surveys conducted on workers in the service industry and public organizations, and analyzed using structural equation modeling. First, based on the empirical analysis results, knowledge sharing had positive effects on work engagement and innovative behavior, but there was nothing to support the effects of formal knowledge sharing, a sub-factor of knowledge sharing, in the relationship with work engagement based on the standardized coefficient values. Second, based on the results of verifying the mediating effects of work engagement in the relationship between knowledge sharing and innovative behavior, it was found that work engagement played a mediating role in the relationship between implicit knowledge sharing and innovative behavior, but had no mediating effects in the relationship between formal knowledge sharing and innovative behavior. Finally, based on the results of verifying the moderating effects of perceived organizational support in the relationship between knowledge sharing and innovative behavior, higher perceived organizational support was found to have a positive effect on innovative behavior. This confirmed that knowledge sharing between organization members is necessary for the continuous growth and prosperity of organizations, and that knowledge sharing is an important prerequisite for the innovative behavior of members. In addition, recognition and consideration of organization members are important factors for strengthening knowledge sharing and innovative behavior among members. Therefore, the role of managers and leaders to enhance the effectiveness of management and to improve competitiveness is to focus more on organizational support. 점차 심화하고 있는 산업 간 경쟁과 4차 산업혁명 시대의 도래에 따라 기업은 존속을 위한 다양한 노력이 필요한 실정이다. 그동안 많은 선행연구에서 기업 효과성 제고를 위한 연구들이 수행되었지만, 구성원 개인 차원의 혁신행동, 몰입, 지식공유의 규명은 미흡한 상황이다. 따라서 본 연구에서는 조직구성원의 자발적인 참여와 혁신, 기업 내 지식공유에 대한 중요성과 효과성, 구성원에 대한 조직지원의 필요성을 중심으로 조직경쟁력의 향상방안을 탐색하는데 그 목적을 두고 있다. 이에, 본 연구는 지식공유, 일몰입 및 혁신행동 간의 관계, 지식공유와 혁신행동 사이에서 일몰입의 매개효과, 그리고 지식공유와 혁신행동 사이에서 조직지원인식의 조절효과를 검증하고자 하였다. 이를 위해 서비스업 및 공공조직의 종사자들을 대상으로 설문지법을 통한 자기 보고방식으로 538부의 설문을 수집하였으며, 구조방정식을 사용하여 분석하였다. 실증분석결과 첫째, 지식공유는 일몰입 및 혁신행동에 정(+)의 영향을 미쳤으나, 지식공유의 하위요인인 형식적 지식공유는 일몰입 간의 관계에서 표준화 계수 값이 유의하지 않게 나타나 지지 되지 않았다. 둘째, 지식공유와 혁신행동 간의 관계에서 일몰입의 매개효과를 검증한 결과, 암묵적 지식공유와 혁신행동 간의 관계에서 일몰입은 매개역활을 하였으나, 형식적 지식공유와 혁신행동 간의 관계에서 일몰입은 매개효과가 없는 것으로 나타났다. 끝으로, 지식공유와 혁신행동 간의 관계에서 조직지원인식의 조절효과를 검증한 결과, 높은 조직지원인식은 혁신행동에 정(+)의 영향을 미치는 것으로 밝혀졌다. 이는 조직의 지속적인 성장과 번영을 위해 조직구성원들 간의 지식공유가 필요하며, 구성원의 혁신행동에 지식공유가 중요한 선행요인임을 확인시켜주었다. 끝으로 지식공유 및 혁신행동 강화를 위해서는 조직의 구성원에 대한 인정과 배려가 중요한 요인으로 작용하므로, 조직운영의 효과성 제고나 경쟁력 향상을 위해서 경영자는 조직지원을 강화하여야 함을 주지시켜주고 있다.

공정성 인식이 조직구성원들의 혁신적 행동에 미치는 영향 -지식공유의 매개효과를 중심으로-

김동주,김영목,황승배,김영완 한국기업경영학회 2012 기업경영연구 Vol.19 No.2

In order for organizations to maintain sustainable growth adjusting to changing environment innovative behaviors are required to organizational members. This study purports to shed light on how shared knowledge and organizational justice affect the innovative behaviors of the members. This research has been thoroughly analyzed and conducted regarding the impacts on the innovative behaviors of organizational members by dividing the compositional dimensions of organizational justice into four sub-dimensions such as distributional justice, procedural justice, interpersonal justice, and informational justice. Futhermore, by setting knowledge sharing as the mediated variable, we have verified the effectiveness of knowledge sharing. 595 employees of 27 businesses were surveyed to compile data for empirical analysis. 505 copies of survey answers, excluding those with missing values, inconsistency, or questions left blank, were analyzed. Such empirical findings of this research can be summarized as follows. First, all of four compositional dimensions in organizational justice have positive effects on the innovative behaviors of organizational members. Therefore, it seems that distributional justice, procedural justice, and interpersonal justice play a positive role in encouraging the members to share knowledge. Second, research has shown that such knowledge sharing has positive impacts and positively correlated with innovative behaviors of organizational members. Even though the level of sharing knowledge has a considerable effect on innovative behavior, which is prerequisite for organizational innovation, few domestic papers have studied it through empirical analysis. In this sense, this study is meaningful in that it has proved that raising awareness of organizational justice and sharing knowledge is important to promote the members’ innovative behaviors. Third, our research has also indicated that knowledge sharing plays a mediating role in the relationship between distributional justice, interpersonal justice, informational justice and the innovative behavior of organizational members. Theoretical and practical implications of this research would be written as follows. First, this study has shown that knowledge sharing and organizational justice perceived by members are catalytic antecedents which promote the innovative behavior among members. Moreover, pre-existing studies on organizational justice has been relatively focused more on the several variables related to the traditional organizational effectiveness such as organizational commitment, job satisfaction and organization citizenship behavior by organizational members. In particular, It is noteworthy to mention that this research has clarified how organizational justice has the effects on the innovative behavior through the verification process of knowledge sharing as the mediated effects which influences the relationship between organizational justice and the innovative behavior. The conclusion extracted from this study strongly urges that, in a practical manner, the management should encourage to improve in knowledge sharing as well as organizational justice in order to stimulate the innovative behavior among organizational members. 변화하는 환경에 조직이 적응하면서 지속적으로 성장 및 발전하기 위해서는 조직구성원들의 혁신적 행동이 요구되고 있다. 본 연구의 목적은 구성원들의 혁신적 행동에 조직공정성 및 지식공유가 어떠한 영향을 미치는가를 규명하는 것이다. 본 연구에서는 조직공정성의 구성 차원을 분배, 절차, 대인, 정보 공정성으로 구분하여 조직구성원의 혁신적 행동에 미치는 영향을 분석하였다. 아울러, 지식공유를 매개변수로 설정하여 그 효과성을 검증하였다. 실증분석을 위한 자료 수집은 27개 업체 종업원 595명을 대상으로 한 설문조사를 통해 이루어졌으며, 결측치를 다수 포함하거나 불성실한 설문지를 제외한 505부의 자료가 분석에 사용되었다. 본 연구의 분석결과는 다음과 같이 요약할 수 있다. 첫째, 조직공정성의 네 가지 구성차원들은 모두 조직구성원들의 지식공유에 긍정적인 영향을 미치는 것으로 나타났다. 둘째, 지식공유는 조직구성원들의 혁신적 행동에 긍정적인 영향을 미치는 것으로 나타났다. 셋째, 지식공유는 분배공정성, 대인공정성, 정보공정성과 구성원의 혁신적 행동 간 관계를 부분 매개하는 것으로 나타났다. 본 연구의 이론적․실무적 시사점은 다음과 같다. 첫째, 본 연구는 조직구성원들이 지각하는 조직공정성과 지식공유가 조직구성원의 혁신적 행동을 촉진하는 선행요인임을 제시하였다. 둘째, 기존의 조직공정성 연구가 전통적인 조직유효성 관련 변수들인 조직몰입, 직무만족, 조직시민행동과의 관련성을 중심으로 이루어진 반면에, 본 연구는 조직구성원의 혁신적 행동에 초점을 맞추어 연구를 진행하였다. 특히, 조직공정성과 혁신적 행동 간의 관계에 미치는 지식공유의 매개효과를 검증함으로써, 조직공정성이 어떠한 과정을 통해 혁신적 행동에 영향을 미치는지를 규명하였다는데 의의가 있다. 이러한 연구결과는 실무적 측면에서 경영자들이 조직구성원의 혁신적 행동을 촉진하기 위해서는 조직공정성의 제고뿐만 아니라 조직구성원의 지식공유 수준도 높일 수 있도록 더욱 노력하여야 함을 시사한다

변혁적 리더십이 역할행동, 조직시민행동 및 혁신행동에 미치는 영향

양동민(Dong Min Yang),심덕섭(Duk Sup Shim) 한국경영학회 2013 經營學硏究 Vol.42 No.1

The purpose of this study is to examine the influence of a leader`s transformational leadership on follower`s in-role behavior, organizational citizenship behavior(OCB), and innovative behavior. In addition, we attempt to verify the mediating effect of social identification with the work unit and personal identification with the leader on the relationships between a leader`s transformational leadership and in-role behavior, OCB, and innovative behavior. While prior studies have usually tackled the relationship between transformational leadership and follower`s in-role behavior, OCB, and innovative behavior, they have rarely examined the mediating effects of social identification and personal identification on these relationships. Based on prior literature, this study derives following hypotheses. H1: Transformational leadership will be positively related to social identification of subordinates. H2: Transformational leadership will be positively related to personal identification of subordinates. H3: Transformational leadership will be positively related to in-role behavior of subordinates. H4: Transformational leadership will be positively related to OCB of subordinates. H5: Transformational leadership will be positively related to innovative behavior of subordinates. H6: Social identification will mediate the relationship between transformational leadership and in-role behavior, OCB, and innovative behavior. H7: Personal identification will mediate the relationship between transformational leadership and in-role behavior, OCB, and innovative behavior. To test the proposed hypotheses in our study, we collected data via a survey on data 300 employees in 11 organizations, and after excluding unanswered items questionnaires, total of 213 employees data is used for analysis. Hierarchical regression analysis is used to test the proposed hypotheses. Sobel test is used to test the significance of the mediating effects of social identification and personal identification. The major findings are as follows: First, as predicted, a leader`s transformational leadership were positively associated with social identification and personal identification. thus providing evidence that transformational leaders are likely to exert their influence on followers by affecting their feelings of identification. Second, transformational leadership is closely related to in-role behavior, OCB, and innovative behavior. Third, personal identification and social identification have turned out to have a full or partial mediation effect on the relationship between transformation leadership and in-role behavior, between transformation leadership and OCB, and between transformation leadership and innovative behavior. That is, this result indicated that a leader`s transformation leadership indirectly effects on in-role behavior, OCB, and innovative behavior through social identification and personal identification. Finally, however, when we entered transformational leadership, personal identification and social identification simultaneously into the equations, social identification fully or partially mediates the relationship between transformational leadership and in-role behavior, OCB and innovative behavior, whereas personal identification only mediates the relationship between transformational leadership and OCBO. Consistent with Kark, Shamir and Chen(2003), results also suggested that different mechanisms (personal or social identification) could, at least partially, account for these different outcomes (in-role behavior, organizational citizenship behavior, and innovative behavior of followers) of transformational leadership. Given the small number of samples, this study constitutes an exploratory attempt in nature. Caution must be exercised in attempting to interpret findings and to generalize the recommendations. The results proposed in this study must be validated by further research in diverse research settings. The results of this study are limited by