출신조직정체성과 삼투성이 정체성관리전략에 미치는 효과
Effects of permeability and pre-merger organizational identity on the identity management strategy
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초록
본 연구에서는 합병기업에서 전형적으로 나타나는 합병된 두 조직구성원의 갈등과 편견을 설명하기 위해 Tajfel(1978, 1982)이 제안한 사회정체성이론에 근거를 두고 지위, 삼투성 및 출신조직정체성 수준에 따라서 정체성관리전략이 달라진다는 가설을 검증하였다. 가설 검증을 위해 818명의 합병기업에 근무하는 종업원을 대상으로 조사를 실시하였다. 지위, 삼투성, 출신조직정체성 및 정체성관리전략 요인들과의 관련성을 살펴본 결과는 다음과 같다. 합병상황에서 합병을 한 조직구성원은 출신조직정체성이 높을수록 개인전략 및 집합행동전략을 더 사용하였다. 그리고 합병 전 조직의 지위가 낮을 때에는 출신조직정체성이 높을수록 집합인지전략을 더 사용하였다. 또한 합병 전 지위가 높을 때에는 지위경계가 삼투적 일수록 합병 전 조직정체성이 높았으며, 지위가 낮을 때에는 삼투적일수록 합병 전 조직정체성이 더 낮았다. 또한 합병 전 지위가 낮을 때에는 지위 경계가 삼투적일 수록 집합인지전략을 덜 사용하였다. 마지막으로 본 연구의 시사점과 제한점을 논의하였다.
Abstract
This research extended the findings on the effect of merge and acquisition by applying social identity theory. Various (correlates) of merge and acquisition were investigated using 818 South Korean employees. This investigation had purposes. it is identified that effect of status perception and the permeability of status difference between employees from merging and merged organization on pre-merger organizational identity and pre-merger organizational identity management strategy. The main results were as followed. the more they were likely to have a high pre-merger organization identity, they more use collective behavior strategy and less use individual behavior strategy. And when people who are relatively low status perceived, the more they were likely to have a high pre-merger organization identity, they more use collective cognition strategy. And People who had merged relative to people who had been merged think of their status high. At the same time, the more permeable people who think of their status high perceived, the more they were likely to have a high pre-merger organization identity. In contrast, when people who are relatively low status perceived their current status permeable, they felt low pre-merger identity and likely to use individual behavior strategy and more use collective cognition strategy.
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