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글로벌 M&A 이후 다국적기업 자회사 직원의 조직일체감

Organizational Identification of Local Employees of an Acquired Foreign Subsidiary after Global M&A

김태원|이강표|이병희|한인재
한국국제경영학회 (Korean Academy of International Business)|2016.05|국제경영연구 (International Business Journal)|제27권 제2호|pp. 105-129|DOI http://dx.doi.org/10.14365/ibj.2016.27.2.4

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참고문헌

키워드

Organizational identification사회정체성이론조직일체감글로벌 M&ASocial identity theoryGlobal M&A
주제분류경영학

초록

본 연구는 사회정체성 이론에 근거하여 글로벌 M&A 이후 자회사 현지직원의 조직일체감에 대해 실증 분석한 연구이다. 조직과 자신을 일치시켜 조직의 성공 등에 영향을 미치는 개념인 조직일체감은 조직행동 분야에서 활발한 연구가 이루어진 반면, 국제경영 분야에서의 실증적 연구는 부족한 실정이다. 본 연구에서는 해외 다국적기업에 의해 M&A된 국내 자회사 직원들이 M&A 이후 기업의 조직공정성을 긍정적으로 인식하고, 인수 후 자회사에 부여되는 전략적 자율성이 높고, 기업의 외부명성을 높게 지각할수록 그들의 조직일체감 수준이 높아질 것으로 가설을 설정하였다. 또한, 직원들의 향상된 조직일체감의 결과로서 이직 의도는 낮아질 것으로 예상하였다. 가설 검증을 위해, 해외기업이 인수한 국내자동차회사에 근무 중인 141명의 직원들을 대상으로 경로분석을 하였다. 설정한 가설처럼, 조직공정성 중 분배공정성을 제외한 절차공정성, 상호작용공정성 그리고 전략적 자율성과 외부평판이 조직 구성원의 조직일체감에 정(+)의 영향을 미치는 것으로 결과가 도출되었으며, 조직일체감은 이직 의도와 부(-)의 관계가 있는 것으로 밝혀졌다. 본 연구는 해외기업에 인수된 국내 자회사 직원들의 조직일체감에 관한 연구로서, 조직일체감 연구에 관한 학문적 기여뿐만 아니라 다국적기업의 자회사 관리측면에서의 실무적 시사점을 제공해 준다.

Abstract

Based on the theory of social identity, an empirical study was conducted on the organizational identification of local employees at a subsidiary that had experienced a global M&A. Organizational identification, defined as a sharing of employees with an organization’s values and goals, has been extensively examined in the field of organization behavior. Yet, little research has been done within the context of local subsidiaries of multinational corporations (MNCs) after a global M&A. This paper hypothesized that local employees’ perception of organizational justice, the subsidiary’s strategic autonomy, and external prestige of the company positively influenced the organizational identification of the local employees after a cross-border acquisition. In addition, this paper simultaneously examined how an employee’s organizational identification affects his/her intention to remain with the company. A path analysis was performed using 141 questionnaires collected from a Korean automobile manufacturer after it had been acquired by a US automobile manufacturer. The results suggested that procedural and interactive justices, strategic autonomy, and external prestige significantly had a positive impact on the employees’ organizational identification, resulting in low turnover intention. Only the effect of distributive justice on organizational identification was found to be insignificant. Such results may imply that the Korean subsidiary was successful in implementing a globally standardized performance-linked compensation system for its employees while under the tight control of the headquarters of a world-leading MNC in the automobile industry. This paper provides MNCs with valuable managerial implications for successfully completing the integration of newly acquired foreign subsidiaries with their headquarters by contemplating the promotion of organizational identification of local employees. MNCs need to be concerned with enhancing organizational justice, subsidiary autonomy, and external prestige, all of which were found to positively affect organizational identification and lead to lower employee turnover intention. Achieving low turnover has been considered to be crucial in the process of post-merger integration. Acquiring firms are strongly required to take pertinent managerial actions needed to keep employee turnover rates low after a global M&A to prevent experiencing brain drain, a detrimental outcome of losing skilled and productive employees after M&A.

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