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비공식 및 공식 관계적 지배장치가 공급사슬 파트너십에 미치는 영향에 관한 연구: 공식 관계적 지배장치의 매개효과를 중심으로

The Effects of Informal and Formal Relational Governance Mechanisms on Supply Chain Partnership: Testing Mediation Effect of Formal Relational Governance Mechanism

남현정|민순홍|임수빈
한국생산관리학회 (The Korean Production And Operations Management Society)|2013.09|한국생산관리학회지 (Journal of the Korean Production and Operations Management Society)|제24권 제3호|pp. 307-338|DOI 10.21131/kopoms.24.3.201309.307

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참고문헌

키워드

공급사슬 파트너십관계적 지배장치비공식 관계적 지배장치공식 관계적 지배장치최고경영진의 관계지향성관계협력규범합의된 비전/목표합의된 리더십relational governance mechanismsupply chain partnershipsinformal governance mechanismformal governance mechanismtop management team's relationship orientationrelationship cooperative normsagreed on supply chain vision and goalagreed on supply chain leadership
주제분류경영학

초록

기업 간 관계적 지배장치(relational governance mechanism)는 계약적 지배장치(contractual governance mechanism)와 다르게 비공식적이고 관계지향적인 지배양식이 기업 간 거래의 안전장치 역할을 하는 것으로써, 특히 신뢰가 대표적인 관계적 지배장치로 간주되어 왔다. 그러나 (1)신뢰의 소재지(한 기업 혹은 상호 관계), 기회주의적 행동에 대한 예측 정확도 및 통제의 효과성, 신뢰의 성격(파트너십의 선행 혹은 후행 변수)에 대한 다양한 견해가 존재하고, (2)높은 수준의 신뢰가 가져오는 순효과와 함께 역효과가 보고되고 있는 점을 고려하면 신뢰를 공급사슬 파트너십 전(全)과정을 관리하는데 항상 효과적인 관계적 지배장치로 간주하는 것은 논란의 여지가 있다. 이러한 신뢰의 효과성에 대한 합리적 의심을 바탕으로 본 연구는 신뢰를 보완할 수 있는 비공식 관계적 지배장치(informal relational governance mechanism)와 공식 관계적 지배장치(formal relational governance mechanism)를 제안하고, 그 두 장치들이 공급사슬 파트너십에 미치는 역할을 실증하였다. 특히 공식 관계적 지배장치가 비공식 관계적 지배장치와 공급사슬 파트너십의 관계를 매개할 것인가에 연구의 중점을 두었다. 본 연구 분석 결과에 따르면 첫째, 비공식 관계적 지배장치는 개별 기업 최고경영진의 관계지향성과 관계협력규범이라는 두 개의 1차 요인으로 구성된 2차 요인이며, 공식 관계적 지배장치는 기업 간 합의된 비전/목표, 합의된 리더십이라는 두 개의 1차 요인으로 구성된 2차 요인임을 확인하였다. 둘째, 비공식 관계적 지배장치, 공식 관계적 지배장치, 파트너십 간 관계를 규명함에 있어서, 비공식 관계적 지배장치는 공식 관계적 지배장치에 정(+)의 영향을 미치는 것으로 나타났다. 셋째, 공식 관계적 지배장치는 공급사슬 파트너십에 정(+)의 영향을 미치는 것으로 나타났다. 넷째, 비공식 관계적 지배장치는 공식 관계적 지배장치를 통해서만 간접적으로 공급사슬 파트너십에 영향을 미치는, 공식 관계적 지배장치의 완전매개 효과를 확인하였다.

Abstract

Relational governance mechanism, unlike contractual governance mechanism, plays an important role in safeguarding interfirm partnerships in supply chain management. Extant literature considers trust as the single most important form of relational governance mechanism. However, it may be problematic to regard trust as the most effective relational governance mechanism due to (1) the mixed findings about the nature of trust: the locus of trust (within a firm vs. within a bilateral relationship), the effectiveness of trust on predicting and controlling future opportunistic behaviors, and the role of trust (antecedent vs. outcome of the partnership), and (2) the potential, boomerang effect of a high level of trust against the partnership. The purpose of this study is to propose two relational governance mechanisms (i.e., informal and formal relational governance mechanisms) as complements to trust that may not be effective at a certain point during the process of developing, maintaining, and enhancing partnership, and empirically test the effect of these two mechanisms on supply chain partnership. In particular, the main focus of this study lies on testing the mediating effect of formal relational governance mechanism on the relationship between informal relational governance mechanism and supply chain partnership. The empirical results from statistical tests confirmed that (1) informal relational governance mechanism is a second-order construct that consists of two first-order constructs, top management’s relational orientation and relational norms, (2) formal relational governance mechanism is a second-order construct that comprises two first-order constructs, shared vision/goals and shared leadership, (3) informal relational governance mechanism has a positive effect on formal mechanism, which in turn has a positive effect on supply chain partnership, and (4) formal relational governance mechanism fully mediates the relationship between informal relational governance mechanism and supply chain partnership.

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