대학생의 개인 기업가지향성이 목표지향성과 창업동기에 미치는 영향에 관한 연구

배병윤 한국벤처창업학회 2021 벤처창업연구 Vol.16 No.4

This he problem of youth unemployment is already a very serious social problem at home and abroad, and entrepreneurship, which is one of the ways to solve the problem of youth unemployment, has been studied with interest from various fields. Entrepreneurship not only overcomes the economic crisis, but also plays a role in nurturing innovative talents in the era of the 4th industrial revolution. For this reason, it can be said that research for activating entrepreneurship for college students is very important. The purpose of this study is to examine how individual entrepreneurial orientation and goal orientation affect economic entrepreneurial motivation and non-economic entrepreneurial motivation in order to confirm the effect of college students' economic entrepreneurial motivation and non-economic entrepreneurial motivation. In addition, in the relationship between individual entrepreneurial orientation and entrepreneurial motivation (economical and non-economic), we will examine whether goal orientation has a mediating effect. As a result of the study, first, it was confirmed that the individual entrepreneurial orientation of university students had a positive (+) effect on the goal orientation. Second, it was confirmed that the goal orientation of college students had a positive (+) effect on economic entrepreneurial motivation and positive (+) influence on non-economic entrepreneurial motivation. third, it was confirmed that the individual entrepreneurial orientation of college students had a positive (+) effect on economic entrepreneurial motivation, and a positive (+) effect on non-economic entrepreneurial motivation. Fourth, it was confirmed that college students' goal orientation had a mediating effect in the relationship between individual entrepreneurial orientation and economic entrepreneurial motivation, and also had a mediating effect in the relationship between individual entrepreneurial orientation and non-economic entrepreneurial motivation. 청년실업의 문제는 이미 국내외에서 매우 심각한 사회적인 문제이며, 청년실업의 문제를 해결할 수 있는 방안의 한가지인 창업은 여러 방면의 관심 속에 연구되어오고 있다. 창업은 경제위기를 극복할 뿐만 아니라 4차 산업혁명 시대의 혁신 인재를 육성하는 역할을 한다. 이러한 이유로 대학생들의 창업활성화를 위한 연구는 매우 중요하다고 할 수 있다. 본 연구는 대학생들의 경제적 창업동기와 비경제적 창업동기에 미치는 영향을 확인하기 위하여 개인 기업가지향성과 목표지향성이 경제적 창업동기와 비경제적 창업동기에 어떠한 영향을 주는지 살펴보고자 한다. 또한 개인 기업가지향성과 창업동기(경제적, 비경제적)의 관계에서 목표지향성이 매개효과가 있는지 살펴보고자 한다. 연구결과 첫째, 대학생의 개인 기업가지향성은 목표지향성에 정(+)의 영향을 미치는 것이 확인되었다. 둘째, 대학생의 목표지향성은 경제적 창업동기에 정(+)의 영향을 미치며, 비경제적 창업동기에 정(+)의 영향을 미치는 것 확인되었다. 셋째, 대학생의 개인 기업가지향성은 경제적 창업동기에 정(+)의 영향을 미치며, 비경제적 창업동기에 정(+)의 영향을 미미치는 것을 확인하였다. 넷째, 대학생의 목표지향성은 개인 기업가지향성과 경제적 창업동기 관계에서 매개 효과가 있으며, 또한 개인 기업가지향성과 비경제적 창업동기 관계에서 매개 효과가 있음을 확인하였다.

THE EFFECTS OF ENTREPRENEURIAL VALUE ORIENTATION ON RELATIONSHIP PERFORMANCE THROUGH VALUE CO-CREATION IN B2B INDUSTRY

Kyong Ryul Koo,Kyung Hoon Kim,Nam Hee Jin 글로벌지식마케팅경영학회 2016 Global Marketing Conference Vol.2016 No.7

43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performanceand relationship performance. 2. Conceptual framework 2.1 Entrepreneurial Value Orientation Entrepreneurial Orientation Entrepreneurial-oriented firms with risk-taking, proactivness, and innovativeness focus on finding new market opportunities and reshaping current operating areas (Hult and Ketchen 2001). Entrepreneurial orientation provides firms with first-mover advantages and has a positive effect on performance. Entrepreneurs create value through innovation with exploiting new opportunity and creating new product-market areas. Market Orientation Market-oriented firms create superior value through the understanding of customers’ needs and the capabilities to fulfill those identified needs (Jaworski & Kohli, 1993). The value creation of market-oriented firms is based on strong commitment to developing product innovation capabilities (Atuahen-Gima, 1996). Market orientation provides firms with market-linking capabilities that help create and deliver value to customers (O’Cass and Ngo, 2012). Relationship Orientation Interaction orientation An interaction orientation is regarded as a sustainable competitive advantage and a value rare and as a value creation driver. Interaction oriented firms with specific and actionable nature are characterized by analyzing individual customer, not a market, performing marketing activities with customers, not for customers, by emphasizing the importance of the relationship to firms (Ramini and Kumar, 2008). The relational performance of interaction orientation is measured by customer satisfaction, customer ownership, and positive word of mouth (Ramini and Kumar, 2008). Long-term orientation Long-term orientation also creates a sustainable competitive advantage through information on best-selling product, best allowable price, cooperative advertizing, etc (Ganesan 1994). Firms with short-term orientation focus on market exchange for profit in a transaction, but firms with long-term orientation focus on relational exchange for profit from joint synergies over a series of transactions, not the length of the relationships (Ganesan 1994). Relational elements like long-term orientation increases mutual commitment to enhance mutual profitability in buyer-seller relationships (Noordewier et al 1990). 2.2 Value co-creation The customers co-create value based on their roles as participants or co-creators in various value-creating processes (Vargo and Lusch 2008a). Joint value is created among customer, suppliers, competitors, and other stakeholders involved in the relationship (Gummesson 1999). The various approaches to value co-creation have discussed. A unified value co-creation concept is explained by three types of processes such as customer value-creating processes, supplier value-creating process, and encounter processes (Payne et al., 2008). Value co-creation behaviors consist of customer participation behavior and customer citizenship behavior. Customer participation behavior that they conceptualizedand relationship performance. 2. Conceptual framework 2.1 Entrepreneurial Value Orientation Entrepreneurial Orientation Entrepreneurial-oriented firms with risk-taking, proactivness, and innovativeness focus on finding new market opportunities and reshaping current operating areas (Hult and Ketchen 2001). Entrepreneurial orientation provides firms with first-mover advantages and has a positive effect on performance. Entrepreneurs create value through innovation with exploiting new opportunity and creating new product-market areas. Market Orientation Market-oriented firms create superior value through the understanding of customers’ needs and the capabilities to fulfill those identified needs (Jaworski & Kohli, 1993). The value creation of market-oriented firms is based on strong commitment to developing product innovation capabilities (Atuahen-Gima, 1996). Market orientation provides firms with market-linking capabilities that help create and deliver value to customers (O’Cass and Ngo, 2012). Relationship Orientation Interaction orientation An interaction orientation is regarded as a sustainable competitive advantage and a value rare and as a value creation driver. Interaction oriented firms with specific and actionable nature are characterized by analyzing individual customer, not a market, performing marketing activities with customers, not for customers, by emphasizing the importance of the relationship to firms (Ramini and Kumar, 2008). The relational performance of interaction orientation is measured by customer satisfaction, customer ownership, and positive word of mouth (Ramini and Kumar, 2008). Long-term orientation Long-term orientation also creates a sustainable competitive advantage through information on best-selling product, best allowable price, cooperative advertizing, etc (Ganesan 1994). Firms with short-term orientation focus on market exchange for profit in a transaction, but firms with long-term orientation focus on relational exchange for profit from joint synergies over a series of transactions, not the length of the relationships (Ganesan 1994). Relational elements like long-term orientation increases mutual commitment to enhance mutual profitability in buyer-seller relationships (Noordewier et al 1990). 2.2 Value co-creation The customers co-create value based on their roles as participants or co-creators in various value-creating processes (Vargo and Lusch 2008a). Joint value is created among customer, suppliers, competitors, and other stakeholders involved in the relationship (Gummesson 1999). The various approaches to value co-creation have discussed. A unified value co-creation concept is explained by three types of processes such as customer value-creating processes, supplier value-creating process, and encounter processes (Payne et al., 2008). Value co-creation behaviors consist of customer participation behavior and customer citizenship behavior. Customer participation behavior that they conceptualizedcomprises four dimensions including information seeking, information sharing, responsible behavior, and personal interaction. Customer citizenship behaviors include feedback, advocacy, helping, and tolerance (Yi, and Gong 2013). 2.3 Relationship performance Ulaga(2003) proposed to identify the linkage between relationship value and relationship variables including commitment, trust, satisfaction, and loyalty. The authors consider trust, commitment, and loyalty as measurement items of relationship performance. Trust is measured as a dependent variable in channel relationships. Commitment is a good indicator of long-term relationships (Morgan and Hunt, 1994) and has been used as the dependent variable in several relationship marketing models including buyer-seller relationship (kumar et al., 1995). Consumer loyalty is related to a motivation to maintain a relationship with a firm, including more resources, positive word of mouth (WOM), and repeat purchasing (Zeithaml, Berry, and Parasuraman 1996). Value drives loyalty and trust affects loyalty through its influence in creating value (Sirdeshmukh, Singh and Sabol 2002) 3. Plan for Data Collection and analysis The instrument used to test the hypotheses a mail survey. A draft questionnaire based on existing measurement scales for the research model will be drafted. This draft questionnaire will be pretested with academics and practitioners to check its content validity and terminology and modified accordingly. The modified questionnaire will be pilot tested to check its suitability and appropriateness for the target population before mailing. The sample population for this study will be business-to-business manufacturing firms in South Korea. The authors will undertake both confirmatory factor analysis and structural equation modeling to test our hypotheses using the SPSS 20 and AMOS 20. 4. Expected outcomes and contribution 4.1 Expected outcomes The analysis will identify whether or not the positive influence of entrepreneurial value orientation has on value co-creation including customer participation behavior and customer citizenship behavior. The relationship between the value co-creation and relationship performances will be identified. The more actively customers engage in the value co-creation process, the greater trust, commitment, and loyalty could be positively influenced. Value co-creation plays an important role in increasing relationship performance and could be regarded as a source of sustainable competitive advantage. 4.2 Contribution This study will be the first effort to identify between the relationship between value co-creation and relationship performance. This research will be the first empirical study to apply the concept of value co-creation to business-to-business firms. In terms of marketing academics, this study will contribute to broaden marketing research areas. Managers of business-to-business firms from the results of this study will recognize valuable information on how the extent of an individual’s orientations such as entrepreneurial orientation, market orientation, and relationship orientation affects value co-creation.comprises four dimensions including information seeking, information sharing, responsible behavior, and personal interaction. Customer citizenship behaviors include feedback, advocacy, helping, and tolerance (Yi, and Gong 2013). 2.3 Relationship performance Ulaga(2003) proposed to identify the linkage between relationship value and relationship variables including commitment, trust, satisfaction, and loyalty. The authors consider trust, commitment, and loyalty as measurement items of relationship performance. Trust is measured as a dependent variable in channel relationships. Commitment is a good indicator of long-term relationships (Morgan and Hunt, 1994) and has been used as the dependent variable in several relationship marketing models including buyer-seller relationship (kumar et al., 1995). Consumer loyalty is related to a motivation to maintain a relationship with a firm, including more resources, positive word of mouth (WOM), and repeat purchasing (Zeithaml, Berry, and Parasuraman 1996). Value drives loyalty and trust affects loyalty through its influence in creating value (Sirdeshmukh, Singh and Sabol 2002) 3. Plan for Data Collection and analysis The instrument used to test the hypotheses a mail survey. A draft questionnaire based on existing measurement scales for the research model will be drafted. This draft questionnaire will be pretested with academics and practitioners to check its content validity and terminology and modified accordingly. The modified questionnaire will be pilot tested to check its suitability and appropriateness for the target population before mailing. The sample population for this study will be business-to-business manufacturing firms in South Korea. The authors will undertake both confirmatory factor analysis and structural equation modeling to test our hypotheses using the SPSS 20 and AMOS 20. 4. Expected outcomes and contribution 4.1 Expected outcomes The analysis will identify whether or not the positive influence of entrepreneurial value orientation has on value co-creation including customer participation behavior and customer citizenship behavior. The relationship between the value co-creation and relationship performances will be identified. The more actively customers engage in the value co-creation process, the greater trust, commitment, and loyalty could be positively influenced. Value co-creation plays an important role in increasing relationship performance and could be regarded as a source of sustainable competitive advantage. 4.2 Contribution This study will be the first effort to identify between the relationship between value co-creation and relationship performance. This research will be the first empirical study to apply the concept of value co-creation to business-to-business firms. In terms of marketing academics, this study will contribute to broaden marketing research areas. Managers of business-to-business firms from the results of this study will recognize valuable information on how the extent of an individual’s orientations such as entrepreneurial orientation, market orientation, and relationship orientation affects value co-creation.43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance

기업가정신의 적용수준과 기업성과에 관한 연구 - 기업가지향성을 중심으로 -

한은수,정범구,이상빈,성을현 대한경영정보학회 2017 경영과 정보연구 Vol.36 No.2

본 연구는 기업가정신의 조직적수준의 적용이며, 결과이기도 하며, 이의 누적적 개념이기도 한 기업가지향성의 개념을 최고경영자, 종업원 개인, 경영층, 조직전체 수준에서 적용하고 있다는 점에 착안하여 이들 개념들 간의 상이성을 판별타당성 및 집중타당성과 혁신성과 및 기업 재무성과와의 관계를 통해 알아보고, 이 개념들 간의 인과관계를 분석하기 위해 실시되었다. 이를 위해 총 96개 기업의 설문응답지가 회수되어 분석에 사용되었다. 연구결과 CEO기업가지향성, 종업원개인기업가지향성, 경영층기업가지향성, 조직기업가지향성 등의 수준별 기업가지향성은 집중타당성과 판별타당성을 가지고 있는 것으로 나타났다. 매개효과분석에서는 각 수준별 기업가지향성은 혁신성과 및 기업의 재무성과에 상이한 수준으로 영향을 미치는 것으로 나타났다. 단일변수로 투입했을 경우에는 모든 변수에서 혁신성과가 기업가지향성과 재무성과 간에 매개효과를 나타내고 있었지만 전체변수를 동시에 투입했을 때에는 조직수준의 기업가지향성만이 재무성과와의 관계에서 혁신성과가 매개효과를 나타내었다. 이는 적용수준별 개념의 차이가 존재함을 보여준다. 적용수준별 인과관계의 분석결과에서는 기업가지향성 수준별로 변수들 간 상호 영향을 미치는 인과관계를 형성하고 있는 것으로 나타났다. 특히 CEO기업가지향성은 종업원개인기업가지향성, 경영층기업가지향성, 그리고 조직기업가지향성에 영향을 미치고 다시 종업원개인기업가지향성과 경영층기업가지향성이 조직기업가지향성에 영향을 미치는 인과적 관계를 형성하고 있는 것으로 나타났다. 혁신성과와 재무성과와의 관계에서는 CEO기업가지향성, 조직기업가지향성, 경영층기업가지향성이 혁신성과에 영향을 미치고 있으며, 재무성과에 영향을 미치는 변수는 조직기업가지향성 뿐으로 나타났다. 결론에서는 연구의의와 한계점 및 향후 연구방향이 제시되어 있다. This study was carried out with the attention that the concept of entrepreneurial orientation has been applied at various levels of CEO, employee, management, and organization as a whole. The differences between these concepts were examined by discriminant validity and convergence validity, and the causal relationship between these concepts and performance was analyzed. A total of 96 questionnaires were collected and analyzed. The results show that CEO's entrepreneurial orientation, employee's entrepreneurial orientation, manager's entrepreneurial orientation and organizational entrepreneurial orientation have convergent validity and discriminant validity, and that these variables have different effects on the firm 's innovation performance and financial performance. In the analysis of the mediating effect, when the variables of all levels were put into a single variable, the innovation performance mediates between the entrepreneurial orientation and the financial performance in all variables. However, when all variables are applied simultaneously, innovation performance has mediating effect only on the relationship between organizational entrepreneurship orientation and financial performance. This shows that there is a conceptual difference according to applied level. As a result of the analysis of the causal relationship by the application level of entrepreneurial orientation, it is found that causality is formed among the entrepreneurial orientation variables. In particular, CEO's entrepreneurial orientation influences employee's entrepreneurial orientation, manager's entrepreneurial orientation, and organization's entrepreneurial orientation, and again, employee's entrepreneurial orientation and managerial entrepreneurial orientation form a causal relationship that influences organization's entrepreneurial orientation. In the relationship between innovation performance and financial performance, CEO's entrepreneurial orientation, organization's entrepreneurial orientation, and manager's entrepreneurial orientation are influencing innovation performance, and the only variables influencing financial performance are organization's entrepreneurial orientation. In conclusion, the limitations of the study and its future direction are presented.

자기효능감과 기업성과

이종건(Jong Keon Lee),김현철(Hyeon Cheol Kim),안태항(Tae Hang Ahn) 한국경영학회 2014 經營學硏究 Vol.43 No.2

Entrepreneurial orientation and entrepreneurial experience are useful as explanatory variables in explaining the effects of self-efficacy on firm performance. According to the upper echelon theory, CEO plays a critical role in shaping and positioning the organization strategically to achieve performance, using their personal traits of individuals to influence organizational dynamics(Carmeli, 2008). Although previous research has suggested that self-efficacy had a positive effect on firm performance(Drnovsek & Glas, 2002; Hmielesky & Baron, 2008; Westerberg, Singh, & Hackner, 1997), there is limitation in explaining how self-efficacy influences firm performance. Attention has been turned to entrepreneurial orientation (EO) in explaining entrepreneurial performance (Moruku, 2013). Entrepreneurial experience has been suggestedas an useful explanatory variable to account for firm performance (Lee & Tsang, 2001; Schiller& Crewson, 1997). Little attention has been turned to the role of entrepreneurial experience in the entrepreneurial orientation-firm performance relationship. The present study, therefore, developed the new research model that includes entrepreneurial orientation and entrepreneurial experience, extending the current model that includes the effect of self-efficacy on firm performance. This study examined relationships among self-efficacy, entrepreneurial orientation, entrepreneurial experience, and firm performance. Data were collected from 146 entrepreneurs in Korea. We used path analysis and regression analysis to test the direct and indirect effects of self-efficacy on perceptual measures of firm performance, as well as how firm performance might be moderated by entrepreneurial experience. Entrepreneurial orientation was used as the mediating variable for explaining the relationship between self-efficacy and firm performance. Entrepreneurial experience was used as the moderating variable for explaining the relationship between entrepreneurial orientation firm performance. Results indicated that self-efficacy and entrepreneurial orientation were positively related to firm performance. Self-efficacy also influenced firm performance positively through its effect on entrepreneurial orientation. Especially, entrepreneurial experience strengthened the positive relationship between entrepreneurial orientation and firm performance. The authors discuss both the study``s implications and future research directions.

조직의 창업지향성이 창의적 행동에 미치는 영향: 지식공유행동과 리더-구성원 교환관계의 역할

이상준,이종건 한국벤처창업학회 2023 벤처창업연구 Vol.18 No.2

This study examined the effect of entrepreneurial orientation on creative behavior and the mediating effect of knowledge sharing behavior in the relationship between entrepreneurial orientation and creative behavior. In particular, this study examined the moderating effect of leader-member exchange (LMX) in the relationship between entrepreneurial orientation and creative behavior. In this study, after distributing 500 questionnaires to executives and employees working at small and medium-sized companies in Seoul and Gyeonggi-do, 259 questionnaires were used for hypothesis verification, excluding 38 unfaithful or missing responses. The analysis results are as follows. First, it was found that entrepreneurial orientation had a significant positive (+) effect on creative behavior. Second, it was found that entrepreneurial orientation had a significant positive (+) effect on knowledge sharing behavior. Third, knowledge sharing behavior was found to have a significant positive (+) effect on creative behavior. Fourth, knowledge sharing behavior was found to play a partial mediating role in the relationship between entrepreneurial orientation and creative behavior. Finally, it was found that LMX strengthened the positive (+) relationship between entrepreneurial orientation and creative behavior. The theoretical implications of this study are as follows. First, this study makes a theoretical contribution in that it revealed the mediating effect of knowledge-sharing behavior in the relationship between entrepreneurial orientation and creative behavior through empirical analysis of corporate members. Next, this study has theoretical implications in that it revealed that LMX strengthens the positive (+) relationship between entrepreneurial orientation and creative behavior. On the other hand, the practical implications of this study are as follows. First, companies need to find ways to strengthen the entrepreneurial orientation. Next, companies need to find ways to improve the quality of LMX between bosses and subordinates. Finally, this study discussed research limitations and future research directions. 본 연구는 조직의 창업지향성이 조직구성원의 창의적 행동에 미치는 영향과 창업지향성과 창의적 행동 간의 관계에 있어서 지식공유행동의 매개효과를 분석하였다. 특히, 본 연구는 창업지향성과 창의적 행동 간의 관계에 있어서 리더-구성원 교환관계의 조절효과를 분석하였다. 본 연구는 서울 및 경기도에 위치한 중소기업에 근무하는 임직원을 대상으로 500부의 설문지를 작성지시문과 함께 배포 후 무기명으로 297부를 수집하여 응답이 불성실하거나 누락된 38부를 제외한 259부의 설문지를 가설검증에 사용하였다. 분석결과는 다음과 같다. 첫째, 조직의 창업지향성은 조직구성원의 창의적 행동에 유의적인 정(+)의 영향이 있는 것으로 나타났다. 둘째, 창업지향성은 지식공유행동에 유의적인 정(+)의 영향이 있는 것으로 나타났다. 셋째, 지식공유행동은 창의적 행동에 유의적인 정(+)의 영향이 있는 것으로 나타났다. 넷째, 지식공유행동은 창업지향성과 창의적 행동 간의 관계에서 부분 매개역할을 하는 것으로 나타났다. 마지막으로, 리더-구성원 교환관계는 창업지향성과 창의적 행동 간의 정(+)의 관계를 강화하는 것으로 나타났다. 본 연구결과가 제시하는 이론적 시사점은 다음과 같다. 먼저, 본 연구는 창업지향성과 창의적 행동 간의 관계에 있어서 지식공유행동의 매개효과를 기업의 구성원들을 대상으로 실증적 분석을 통해 밝혔다는 점에서 이론적 기여를 한다. 다음으로, 본 연구는 리더-구성원 교환관계가 창업지향성과 창의적 행동 간의 정(+)의 관계를 강화한다는 사실을 밝혔다는 점에서 이론적 시사점이 있다. 한편으로, 본 연구결과가 제시하는 실무적 시사점은 다음과 같다. 먼저, 기업들은 조직의 창업지향성을 강화할 수 있는 방안을 모색할 필요가 있다. 다음으로, 기업들은 상사와 부하간의 리더-구성원 교환관계의 질을 높이는 방안을 모색할 필요가 있다. 마지막으로, 본 연구는 연구한계 및 향후 연구방향을 논의하였다.

중소기업의 학습지향성 : 선행요인과 결과

유봉호 한국중소기업학회 2011 기업가정신과 벤처연구 Vol.14 No.3

This study examined the mediated effect of learning orientation between ‘entrepreneurial orientation, market orientation’ and ‘employee, firm performance’, to investigate the casual relationship among entrepreneurial orientation, market orientation and learning orientation, and its effect on firm performance. For this, 215 copies of questionnaires collected from small and medium sized companies. From this results, Frist it was verified that entrepreneurial orientation was the antecedents for market orientation. Second, market orientation showed the partially mediated effect between entrepreneurial orientation and learning orientation. In other words, organization’s entrepreneurial orientation had direct effect on learning orientation and indirect effect on learning orientation, through market orientation. Third, entrepreneurial orientation and market orientation had the positive effect on learning orientation. Fourth, learning orientation had the positive effect on employee and business performance. Finally, the learning orientation, at the heart of this study, all mediated the relations among entrepreneurial orientation, market orientation, employee and business performance, except mediating the relations among entrepreneurial orientation and business performance. The findings from this study, will suggest the importance of organization characteristics, such as entrepreneurial orientation, market orientation and learning orientation, and the implications for making the necessity of these organizational characteristics be perceived. 중소기업의 경영성과를 높이기 위해서는 자원을 확보하고 이를 잘 활용하는 것이 중요하다. 무형자원은 유형자원에 비해 적은 비용으로 자원을 확보할 수 있고, 경쟁사의 모방이 어려워 비교우위 경쟁력을 강화시켜 줄 수 있어 더욱 중요하다. 오늘날 기업은 이를 인식하고 학습문화를 조성하는 등 많은 관심을 기울이고 있다. 이와 같은 추세에 부응하여, 학습지향성과 같은 조직의 문화적 성향을 띠고 있는 기업가지향성, 시장지향성에 대한 연구들이 발표되고 있다. 이에 따라 본 연구는 이와 같은 조직특성의 중요성을 인식하고, 이들 간의 인과관계와 기업성과에 미치는 영향을 살펴보고자, 기업가․시장지향성과 종업원(조직몰입, 단결심)․경영성과 간에 학습지향성의 매개효과를 검증하였다. 이를 위해 중소기업 임직원으로부터 회수된 설문지 215부를 확인적 요인분석과 구조방정식모형으로 분석하였다. 분석결과, 첫째, 기업가지향성이 시장지향성의 선행변수임이 검증되었다. 둘째, 시장지향성이 기업가지향성과 학습지향성 간에 부분매개 효과를 보였으며, 셋째, 기업가지향성과 시장지향성이 학습지향성에 긍정적인 영향을 미치는 것으로 나타났다. 넷째, 학습지향성이 종업원성과(조직몰입, 단결심)와 경영성과에 긍정적인 영향을 미쳤다. 다섯째, 본 연구의 핵심이라 할 수 있는 학습지향성이 기업가․시장지향성과 종업원성과(조직몰입, 단결심) 간에 매개효과를 보였으며, 시장지향성과 경영성과 간에 매개효과를 나타냈다. 그러나 기업가지향성과 경영성과 간의 매개효과는 보이지 않았다. 결과적으로, 조직의 기업가지향성과 시장지향성은 종업원성과(조직몰입, 단결심)와 경영성과에 직접 영향을 미치기 보다는, 학습지향성의 매개를 통해서 더욱 강한 효과를 보이는 것으로 나타났다. 본 연구결과는 중소기업 경영에 있어서, 기업가지향성, 시장지향성, 학습지향성과 같은 조직특성의 중요성을 제기함으로써, 이러한 기업문화 조성의 필요성을 깊이 인식시켜줄 수 있는 시사점을 제공할 것이다.

학술연구 : 중소기업의 학습지향성 : 선행요인과 결과

유봉호 ( Bong Ho Yoo ) 한국중소기업학회 2011 기업가정신과 벤처연구 Vol.14 No.3

중소기업의 경영성과를 높이기 위해서는 자원을 확보하고 이를 잘 활용하는 것이 중요하다. 무형자원은 유형자원에 비해 적은 비용으로 자원을 확보할 수 있고, 경쟁사의 모방이 어려워 비교우위 경쟁력을 강화시켜 줄 수 있어 더욱 중요하다. 오늘날 기업은 이를 인식하고 학습문화를 조성하는 등 많은 관심을 기울이고 있다. 이와 같은 추세에 부응하여, 학습지향성과 같은 조직의 문화적 성향을 띠고 있는 기업가지향성, 시장지향성에 대한 연구들이 발표되고 있다. 이에 따라 본 연구는 이와 같은 조직특성의 중요성을 인식하고, 이들 간의 인과관계와 기업성과에 미치는 영향을 살펴보고자, 기업가·시장지향성과 종업원(조직몰입, 단결심)·경영성과 간에 학습지향성의 매개효과를 검증하였다. 이를 위해 중소기업 임직원으로부터 회수된 설문지 215부를 확인적 요인분석과 구조방정식모형으로 분석하였다. 분석결과, 첫째, 기업가지향성이 시장지향성의 선행변수임이 검증되었다. 둘째, 시장지향성이 기업가지향성과 학습지향성 간에 부분매개 효과를 보였으며, 셋째, 기업가지향성과 시장지향성이 학습지향성에 긍정적인 영향을 미치는 것으로 나타났다. 넷째, 학습지향성이 종업원성과(조직몰입, 단결심)와 경영성과에 긍정적인 영향을 미쳤다. 다섯째, 본 연구의 핵심이라 할 수 있는 학습지향성이 기업가·시장지향성과 종업원성과(조직몰입, 단결심) 간에 매개효과를 보였으며, 시장지향성과 경영성과 간에 매개효과를 나타냈다. 그러나 기업가지향성과 경영성과 간의 매개효과는 보이지 않았다. 결과적으로, 조직의 기업가지향성과 시장지향성은 종업원성과(조직몰입, 단결심)와 경영성과에 직접 영향을 미치기 보다는, 학습지향성의 매개를 통해서 더욱 강한 효과를 보이는 것으로 나타났다. 본 연구결과는 중소기업 경영에 있어서, 기업가지향성, 시장지향성, 학습지향성과 같은 조직특성의 중요성을 제기함으로써, 이러한 기업문화 조성의 필요성을 깊이 인식시켜줄 수 있는 시사점을 제공할 것이다. This study examined the mediated effect of learning orientation between ``entrepreneurial orientation, market orientation`` and ``employee, firm performance``, to investigate the casual relationship among entrepreneurial orientation, market orientation and learning orientation, and its effect on firm performance. For this, 215 copies of questionnaires collected from small and medium sized companies. From this results, Frist it was verified that entrepreneurial orientation was the antecedents for market orientation. Second, market orientation showed the partially mediated effect between entrepreneurial orientation and learning orientation. In other words, organization`s entrepreneurial orientation had direct effect on learning orientation and indirect effect on learning orientation, through market orientation. Third, entrepreneurial orientation and market orientation had the positive effect on learning orientation. Fourth, learning orientation had the positive effect on employee and business performance. Finally, the learning orientation, at the heart of this study, all mediated the relations among entrepreneurial orientation, market orientation, employee and business performance, except mediating the relations among entrepreneurial orientation and business performance. The findings from this study, will suggest the importance of organization characteristics, such as entrepreneurial orientation, market orientation and learning orientation, and the implications for making the necessity of these organizational characteristics be perceived.

한국과 중국 대학생의 개인주의가 기업가적 지향에 미치는 영향 비교 연구

안진원,유대현 한국벤처창업학회 2016 벤처창업연구 Vol.11 No.4

The goal of this study is to compare entrepreneurial orientation of both countries’ students and to compare the effect of individualism on developing entrepreneurial orientation of both countries. In order to achieve this goal, this study will conduct two analysis. Firstly, the comparative study on entrepreneurial orientation of both students will be implemented by conducting F-test and t-test. Secondly, the regression analysis between an independent variable – individualism – and dependent variables – innovativeness, internal locus of control, and entrepreneurial orientation - will be conducted in order to compare the effect of individualism on developing entrepreneurial orientation. Prior to implementation of two analysis, this study has implemented the survey to Korean and Chinese university students to estimate entrepreneurial orientation and a cultural variable to influence entrepreneurial orientation. The question of survey is divided into two parts – individual entrepreneurial orientation including internal locus of control and innovativeness and a cultural variable, individualism. As other precedent comparative studies of Chines and Korean potential entrepreneurship concluded, Chinese students have shown higher entrepreneurial orientation than Korean students. However, on the contrary to prior studies on cultural factors and entrepreneurship, only Chinese students’ entrepreneurial orientation is influenced by individualism. Any dependent variables of Korean students were not affected by individualism variable. 본 연구의 목표는 한중의 기업가적 지향성을 비교하고 개인주의가 한중의 기업가지향성의 형성에 미치는 영향을 비교하는 것이다. 연구 목표 달성을 위해 본 연구는 크게 두 가지 분석을 실시한다. 첫 번째 영역에서는 F검정과 t검정을 통해 한국과 중국의 대학생들의 기업가적 지향성을 비교하였고, 두 번째 영역에서는 양국 대학생들의 기업가적 지향성에 영향을 미치는 문화적 변수에 대해서 비교하는 연구를 수행한다. 본 연구에서는 다른 여러 문화적 변수들 중에 개인주의에 집중하였다. 개인의 기업가적 지향성을 종속변수로 놓고 문화적 변수인 개인주의를 독립변수로 하여 개인주의가 양국 대학생들의 기업가적 지향성에 미치는 영향에 대해 회귀분석을 실시하였다. 이러한 두 가지 분석을 실시하기에 앞서 양국 대학생들을 대상으로 설문 조사를 실시하였는데 질문은 개인의 기업가적 지향성을 측정하기 위한 질문과 개인의 기업가적 성향에 영향을 주는 문화적 요인을 측정하는 질문으로 나누어져 있다. 개인의 기업가적 지향성을 측정하기 위하여 내재적 통제력(Locus of Control)과 혁신성(Innovativeness)을 묻는 세부 질문을 만들었고, 문화적 요인을 측정하기 위해서는 개인주의(Individualism)의 정도를 묻는 질문을 만들어 설문을 실시하였다. 한국과 중국의 잠재적 기업가정신을 비교한 기존의 연구들의 결론과 마찬가지로, 기업가적 지향성은 중국의 대학생들이 한국의 대학생들에 비해 높은 수치를 보여주었다. 그러나 문화적 요인에 있어서는 기존의 연구와는 다르게 오직 중국 대학생들의 기업가적 지향성만이 개인주의에 의해 영향을 받았다. 한국의 대학생들의 어떤 종속변수도 개인주의 변수에 의해 영향을 받지 않았다

How Entrepreneurial Orientation Impacts a Firm’s Non-financial Performance : The Mediating Role of Dynamic Capability

Cha, Heungsok 한국전문경영인학회 2024 專門經營人硏究 Vol.27 No.3

본 연구는 기업가적 지향성이 비재무적 성과에 미치는 영향과 그 둘 사이에서의 동적 역량의 매개 효과를 살펴보았다. 경제 성장과 혁신을 주도하는 데 있어 기업가적 지향성의 중요성은 잘 알려져 있지만, 기업의 맥락에서 동적 역량과의 상호 작용은 덜 주목을 받았다. 중소기업 CEO 187명의 유효한 설문 데이터를 기반으로 매개 모델을 구축하고 데이터를 분석하였다. 이론적 배경을 통하여 구축된 가설을 테스트바탕으로 기업가 지향성, 동적 역량 및 비재무적 성과 간의 영향력 메커니즘을 탐색하였다. 실증적 결과는 혁신성, 적극성 등 기업가적 지향의 다양한 측면이 비재무적 성과에 긍정적인 영향을 미치는 것으로 나타났다. 그러나 기업가적 지향의 위험 감수 구성요소가 비재무적 성과에 미치는 영향은 입증되지 않았다. 또한, 동적 역량은 기업가적 지향과 비재무적 성과 사이에서 중요한 매개 역할을 하는 것으로 나타났다. 이 연구는 기업가적 지향성과 비재무적 성과 연계에서 동적 역량의 매개 역할을 설명하고 기업이 현대 비즈니스 환경의 복잡성을 헤쳐나가는 방법에 대한 이해를 제공함으로써 학문적 담론을 풍부하게 하는 데 기여한다. 이것은 또한 학자와 실무자 모두에게 귀중한 통찰력을 제공하며, 기업가적 지향성, 동적 역량 및 기업 성과의 다각적인 상호 작용에 대한 향후 조사를 위한 발판을 마련하였다. This research aims to explore how entrepreneurial orientation affects non-financial performance. It also scrutinizes how dynamic capability serves as a crucial mediator in the relationship between entrepreneurial orientation and non-financial performance. This study constructs a mediation model based on the valid questionnaire data of 187 CEOs in small and emerging businesses and used jamovi 2.3.21 analysis software to analyze the data and test the theoretical hypotheses and explore the influential mechanism among entrepreneurial orientation, dynamic capability, and non-financial performance. The empirical findings show positive impacts of various dimensions of entrepreneurial orientation, such as innovativeness and proactiveness, on non-financial performance. However, the effect of the risk-taking component of entrepreneurial orientation on non-financial performance is not substantiated, indicating a nuanced and potentially selective influence of entrepreneurial orientation’s different dimensions on the firm’s outcomes. In addition, dynamic capability plays a significant mediating role between entrepreneurial orientation and non-financial performance. This study contributes to enriching the academic discourse by elucidating the mediated role of dynamic capability in entrepreneurial orientation - non-financial performance nexus, offering a nuanced understanding of how firms navigate the complexities of modern business environments. The findings of the study promise valuable insights for scholars and practitioners alike, setting the stage for future inquiries into the multifaceted interplay of entrepreneurial orientation, dynamic capability, and firm performance.

A Study on Entrepreneurial Orientation and Startup Performance : Mediating Effect of Strategic Orientation

Yunsoo Shim,Jounghae Seo ASCONS 2019 INTERNATIONAL JOURNAL OF EMERGING MULTIDISCIPLINAR Vol.3 No.4

This study aims at examining the effect of strategic orientation and entrepreneurial orientation on startup performance. Accordingly, the effect of entrepreneurial orientation on startup performance and the relationship between and roles of two elements that consist of strategic orientation were studied. Empirical research on 122 startup as residents of startup support institutions was conducted. The suitability of the research model was evaluated with the PLS-based structural equation modeling. As a result of empirical analysis, First, confirmed that entrepreneurial orientation has been verified to have a positive effect on strategic orientation. second, it was found that technology orientation did not play a mediating role in the relationship between entrepreneurial orientation and firm performance. Finally, it was confirmed that marketing orientation mediated the relationship between entrepreneurial orientation and firm performance. This study is expected to provide entrepreneurial orientation research for startups and implications for practitioners.