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조직구성원의 임파워먼트 지각과 혁신행동 사이의 관계에서 심리적 주인의식의 매개효과 검증

Psychological Ownership as a Mediator between Empowerment Perception and Innovative Behavior

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초록

경쟁우위를 창출하기 위한 기업의 혁신활동은 결국 구성원 개개인의 혁신노력으로부터 출발해야 한다는 점에 착안하여, 본 논문은 구성원의 자발적, 의도적, 적극적 성과지향 행동의 하나인 구성원의 혁신행동에 주목하고자 한다. 한편 이러한 혁신행동(innovative behavior)에 영향을 미치는 다양한 선행요인 가운데, 구성원의 주도성, 자발성, 적극성을 가장 효과적으로 설명하는 것으로 논의되어져온 임파워먼트(empowerment)를 영향력(impact), 역량(competence), 자기결정(self-determination) 및 의미(meaning)의 네 가지 하위차원으로 파악하여, 구성원의 임파워먼트 지각과 혁신행동 사이의 관계를 살펴보았다. 또한, 최근 조직이론 연구자들이 많은 관심을 가지고 있는 심리적 주인의식(psychological ownership)이 임파워먼트와 구성원의 혁신행동 사이의 관계에서 매개효과를 가지는지에 대해 국내 13개 기업에 근무하고 있는 667명의 구성원을 대상으로 실증분석하였다. 실증분석 결과, 심리적 주인의식은 임파워먼트를 구성하는 네 가지 하위 차원과 혁신행동 사이의 관계에서 부분매개(partial mediation) 역할을 하는 것으로 나타났다. 이러한 연구결과를 바탕으로 조직구성원들의 혁신적, 협력적 행동을 이끌어내는 인적자원관리 전략 및 관행에 관한 시사점을 도출하고 향후 연구방향을 정리하였다.

Abstract

Understanding that the innovative activity for gaining competitive advantage begins from the innovative efforts of members, this study is to focus on the innovative behavior of the members, which is one of the voluntary, intentional and active result oriented behavior of the members. Among the various factors that influence to these innovative behaviors, we examine the relationship between members’ perceived empowerment and their innovative behavior by employing the four sub-level of empowerment: impact, competence, self-determination and meaning that have been regarded as the most effective explanation for self-initiative, voluntary and active behavior of the members. Also, we have empirically analyzed the mediating effect of psychological ownership that many researchers of organization theory have interested recently, in the relationship between empowerment and innovative behavior of the members by carrying out a survey targeting 667 employees in 13 companies in Korea. As a result of our empirical analysis, psychological ownership appears to play a partial role of mediation between the four low-level components of empowerment and innovative behavior. Based on these results, we have developed the implications for human resource management and practice, and summarized the directions of future research.

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