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채택된 제도의 활용: 한국 R&D 조직에서 기술로드맵의 실제 활용

Utilizing Adopted Organizational Practices: The Actual Utilization of Technology Road Map in R&D Organizations

신동엽|이원일|이상묵
한국전략경영학회 (Korean Strategic Management Society)|2009.12|전략경영연구 (Journal of Strategic Management)|제12권 제2호|pp. 53-81|DOI 10.17786/jsm.2009.12.2.003

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참고문헌

키워드

조직변화루틴routines조직학습organizational learningorganizational change기술로드맵technology road map
주제분류경영학

초록

본 논문은 새로운 연구개발 관리기법인 기술로드맵이 채택된 R&D 조직 내에서 활용되는 과정을 분석한다. 새로운 기술이나 관리방법을 도입할 필요성은 다양한 조직관련 논의들의 주요한 관심사로 자리를 잡아왔다. 그러나 조직에 의해 공식적으로 채택된 제도나 기술이 실제 업무수행에서 활용되는 정도는 조직마다 큰 차이를 보이는데, 이는 동일한 제도가 채택된 경우에도 각 조직마다 이러한 관리활동이 조직 내로 도입되는 과정에서 매우 큰 차이를 보이기 때문이라는 것이 본 연구의 주장이다. 이에 본 연구는 조직행동의 미시적 수행과정에 관한 논리를 제공하는 조직학습이론에 기반을 두어, 실질적인 조직변화의 정도를 조직의 루틴이 대체되는 과정으로 분석하고자 한다. 303개의 연구개발 프로젝트 팀의 자료를 사용한 실증모형의 결과 본 연구가 제시하는 요인들은 모두 기술로드맵이라는 새로운 관리방법의 실질적인 활용에 유의한 영향을 주는 것으로 나타났다. 즉, 연구개발 프로젝트가 지니는 기존 루틴의 고착가능성은 새로운 루틴으로서의 기술로드맵의 활용에 부정적인 영향을 주는 것으로 나타났으며, 새로운 루틴인 기술로드맵에 대한 구성원의 합의와 이해정도는 기술로드맵 활용에 긍정적인 영향을 주는 것으로 나타났다.

Abstract

The current paper examines the factors that may affect the actual utilization of organizational practices through the empirical study of utilization processes of technology road map which is a newly emerging R&D management tool. While the adoption of organizational or technological practices has been much studied in the literature of management studies, whether those adopted practices are actually utilized has received only scant attention. The degree of actual utilization of an adopted organizational practice varies with organizational units, since the process in which the practice is accepted is different in each unit. In this respect, the current study attempts to analyze the process in which existing routines are substituted by newly adopted organizational practices, drawing upon the tenets of the organizational learning literature that provide underlying logics for micro organizational behaviors. According to the results of our empirical analysis that used an original data-set on 303 R&D project teams, all the factors that we hypothesized turned out to affect significantly the actual utilization of technology road map which is a process innovation of R&D management. That is, lock-in to existing routines turned out to have negative effects, whereas degrees of consensus and agreements on the new process among team members turned out to have positive effects on the actual utilization of technology road map by R&D teams.

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