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초기 스타트업 창업가의 기업가적 리더십, 팀 학습 행동, 팀 경계 확장 행동 및 지각된 성과의 관계

The Relationships between Founders’ Entrepreneurial Leadership, Team Learning Behavior, Team Boundary Spanning, and Perceived Performance in the Early-Stage Startups

김진모|박정우
한국중소기업학회|2020.03|중소기업연구|제42권 제1호|pp. 135-165|DOI 10.36491/APJSB.42.1.7

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참고문헌

키워드

지각된 성과perceived performance팀 학습 행동초기 스타트업창업가의 기업가적 리더십팀 경계 확장 행동early-stage startupsfounders’ entrepreneurial leadershipteam learning behaviorteam boundary spanning behavior
주제분류경영학

초록

이 연구의 목적은 초기 스타트업 창업가의 기업가적리더십, 팀 학습 행동, 팀 경계 확장 행동 및 지각된 성과의 관계를 구명하는 것이다. 연구 목적을 달성하기 위하여 초기 스타트업 창업가의 기업가적 리더십이 지각된 성과에미치는 직접적인 정적 영향에서 팀 학습 행동이 갖는 매개효과와 팀 학습 행동이 지각된성과에 미치는 직접적인 정적 영향에서 팀 경계 확장 행동이 갖는 조절효과를 분석하였다. 78개 초기 스타트업을 대상으로 진행한 이 연구의 결과는 다음과 같다. 첫째, 초기 스타트업창업가의 기업가적 리더십이 지각된 성과에 미치는 정적 영향을 팀 학습 행동이 완전매개하는 것으로 나타났다(β=.309, p<.05). 둘째, 초기 스타트업에서 팀 학습 행동이 지각된성과에 미치는 정적 영향은 팀 경계 확장 행동에 의해 조절되었다(β=.259, p<.05). 팀경계 확장 행동은 팀 학습 행동이 지각된 성과에 미치는 영향을 선형적으로 강화하는것으로 나타났다. 이 연구의 결과를 통해 세 가지 시사점을 얻을 수 있다. 첫째, 초기 스타트업에서 팀학습 행동은 성과를 창출하는데 기여하는 중요한 활동으로, 팀 학습 행동 활성화를 위한노력이 필요하다. 둘째, 초기 스타트업의 학습 문화를 구축하는데 중요한 영향을 미치는것은 창업가의 기업가적 리더십으로, 창업 생태계에서는 창업가의 기업가적 리더십을진단, 개발할 수 프로그램을 기획해야 한다. 셋째, 팀 학습 행동이 성과에 미치는 영향을더욱 강화하기 위해서는 외부와의 상호작용을 통한 정보의 탐색과 습득이 중요하다. 후속 연구를 위한 두 가지 제언은 다음과 같다. 첫째, 창업가의 기업가적 리더십과 팀학습 행동을 시점 차이를 두고 측정하여 인과관계를 실증해야 한다. 둘째, 초기스타트업들이 성장한 이후 재무성과와 이 연구에서 측정한 창업가의 기업가적 리더십, 팀 학습 행동, 팀 경계 확장 행동과의 관계를 구명해야 한다.

Abstract

This study aimed to examine relationships between founders’ entrepreneurial leadership, team learning behavior, team boundary spanning, and perceived performance in early-stage startups. The following results were recorded: (i) the indirect effects of entrepreneurial leadership on perceived performance via team learning behavior were statistically significant (β=.309, p<.05). (ii) relationships between team learning behavior and perceived performance were strengthened by team boundary spanning behavior (β=.259, p<.05). In this study, three practical implications are provided as follows: (i) startups need to seek team learning readiness and external learning stimulus to facilitate generative and transformative team learning; (ii) accelerators need to develop an entrepreneurial leadership program for founders; and (iii) startups need to explore external information by interacting with investors, R&D institutions, and other startups to strengthen the impact of team learning behavior on performance. Furthermore, two directions for future research are suggested as follows: (i) future researchers need to test causal relationships between entrepreneurial leadership and team learning behavior based on a newly designed time-series measurement plan; (ii) the actual effects of entrepreneurial leadership, team learning behavior and team boundary spanning on financial performance need to be tested two or three years later when the financial performance of early-stage startups usually becomes evident.

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