Examining Teams Adoption from Institutional Perspective

국문 초록 (Abstract)

  기업환경이 급변하는 상황에서 기존의 top-down decision making authority 구조보다 더 빨리 그리고 더 유연하게 대처할 수 있는 조직구조의 모습으로 팀제를 외국 기업들이 많이 채택해왔다. 한국기업도 역시 경제위기 이후로 외국기업에서 많이 활용되는 인사관리제도를 도입하는 경우가 많아졌다.<BR>  본 연구에서 한국기업의 팀제도입에 대해 제도화이론을 이용해서 설명하려고 하였다. 도입초기에는 생산성 향상을 위한 기업사례도 있겠지만 그 이후 팀제가 제도화 되었을 때에는 남을 모방하는, 혹은 구조적으로 실제모습과는 다른 외부인만을 위한 조직 구조모습을 유지할 가능성이 많다고 이 연구에서 주장한다. 이런 상황에서는 팀제가 제대로 이루어지지 않았을 것이며 팀제의 모습만 갖추었을 뿐이라고 본 연구에서 주장한다. 한국노동연구원 자료를 토대로 검토한 결과 가설을 대체로 뒷받침해 주고 있다.

다국어 초록 (Multilingual Abstract)

  A team structure is one of the tools organizations have used to adapt to environmental uncertainty. However, not all organizations adopt teams structure for technical efficiency reasons. Having a team structure requires a major overhaul in management attitude, thinking, and philosophy regarding work and worker’s roles. Some, probably the early adopters, organizations may give much thought over the effect of restructuring on the workers and the work process. They may genuinely attempt to make team structure work. With a new, innovative practice on the horizon, other organizations may be swayed by the rush or trend of adoption by other organizations and may not give much thought and give superficial effort to instituting teams. Thus, I argue that some organizations adopt ceremonially or decouple when they adopt team structure. Results generally give support to hypotheses.

목차 (Table of Contents)

• ABSTRACT
  1. Introduction
  2. Theory and hypotheses
  3. Methods
  4. Results
  5. Discussion and conclusions
  References
  

참고문헌 (Reference)

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