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지식공유와 일몰입이 혁신행동에 미치는 영향 - 조직지원인식의 조절효과를 중심으로 -

The Effects of Knowledge Sharing and Work Engagement on Innovative Behavior - Focused on the Moderating Effect of Perceived Organizational Support -

김문중|권기환|우택규
한국인적자원관리학회 (Korean Academy Of Human Resource Management)|2019.11|인적자원관리연구 (Journal of Human Resource Management Research)|제26권 제4호|pp. 105-128|DOI http://dx.doi.org/10.14396/jhrmr.2019.26.4.105

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참고문헌

키워드

지식공유혁신행동조직지원인식work engagementperceived organizational support일몰입knowledge sharinginnovative behavior
주제분류경영학

초록

점차 심화하고 있는 산업 간 경쟁과 4차 산업혁명 시대의 도래에 따라 기업은 존속을 위한 다양한 노력이 필요한 실정이다. 그동안 많은 선행연구에서 기업 효과성 제고를 위한 연구들이 수행되었지만, 구성원 개인 차원의 혁신행동, 몰입, 지식공유의 규명은 미흡한 상황이다. 따라서 본 연구에서는 조직구성원의 자발적인 참여와 혁신, 기업 내 지식공유에 대한 중요성과 효과성, 구성원에 대한 조직지원의 필요성을 중심으로 조직경쟁력의 향상방안을 탐색하는데 그 목적을 두고 있다. 이에, 본 연구는 지식공유, 일몰입 및 혁신행동 간의 관계, 지식공유와 혁신행동 사이에서 일몰입의 매개효과, 그리고 지식공유와 혁신행동 사이에서 조직지원인식의 조절효과를 검증하고자 하였다. 이를 위해 서비스업 및 공공조직의 종사자들을 대상으로 설문지법을 통한 자기 보고방식으로 538부의 설문을 수집하였으며, 구조방정식을 사용하여 분석하였다. 실증분석결과 첫째, 지식공유는 일몰입 및 혁신행동에 정(+)의 영향을 미쳤으나, 지식공유의 하위요인인 형식적 지식공유는 일몰입 간의 관계에서 표준화 계수 값이 유의하지 않게 나타나 지지 되지 않았다. 둘째, 지식공유와 혁신행동 간의 관계에서 일몰입의 매개효과를 검증한 결과, 암묵적 지식공유와 혁신행동 간의 관계에서 일몰입은 매개역활을 하였으나, 형식적 지식공유와 혁신행동 간의 관계에서 일몰입은 매개효과가 없는 것으로 나타났다. 끝으로, 지식공유와 혁신행동 간의 관계에서 조직지원인식의 조절효과를 검증한 결과, 높은 조직지원인식은 혁신행동에 정(+)의 영향을 미치는 것으로 밝혀졌다. 이는 조직의 지속적인 성장과 번영을 위해 조직구성원들 간의 지식공유가 필요하며, 구성원의 혁신행동에 지식공유가 중요한 선행요인임을 확인시켜주었다. 끝으로 지식공유 및 혁신행동 강화를 위해서는 조직의 구성원에 대한 인정과 배려가 중요한 요인으로 작용하므로, 조직운영의 효과성 제고나 경쟁력 향상을 위해서 경영자는 조직지원을 강화하여야 함을 주지시켜주고 있다.

Abstract

With increasing competition among industries and the advent of the Fourth Industrial Revolution, companies need to make various efforts to sustain. While many previous studies have been conducted to enhance corporate effectiveness, examinations into individuals’ innovative behavior, work engagement and knowledge sharing are insufficient. Therefore, the purpose of this study is to explore ways to improve organizational competitiveness, focusing on the voluntary participation and innovation of organization members, the importance and effectiveness of knowledge sharing within corporations, and the necessity of organizational support for members. Therefore, this study attempted to verify the relationship between knowledge sharing, work engagement, and innovative behavior, the mediating effects of work engagement between knowledge sharing and innovative behavior, and the moderating effects of perceived organizational support between knowledge sharing and innovative behavior. For this study, data were collected by way of self-reporting through 538 surveys conducted on workers in the service industry and public organizations, and analyzed using structural equation modeling. First, based on the empirical analysis results, knowledge sharing had positive effects on work engagement and innovative behavior, but there was nothing to support the effects of formal knowledge sharing, a sub-factor of knowledge sharing, in the relationship with work engagement based on the standardized coefficient values. Second, based on the results of verifying the mediating effects of work engagement in the relationship between knowledge sharing and innovative behavior, it was found that work engagement played a mediating role in the relationship between implicit knowledge sharing and innovative behavior, but had no mediating effects in the relationship between formal knowledge sharing and innovative behavior. Finally, based on the results of verifying the moderating effects of perceived organizational support in the relationship between knowledge sharing and innovative behavior, higher perceived organizational support was found to have a positive effect on innovative behavior. This confirmed that knowledge sharing between organization members is necessary for the continuous growth and prosperity of organizations, and that knowledge sharing is an important prerequisite for the innovative behavior of members. In addition, recognition and consideration of organization members are important factors for strengthening knowledge sharing and innovative behavior among members. Therefore, the role of managers and leaders to enhance the effectiveness of management and to improve competitiveness is to focus more on organizational support.

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