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팀 구성원의 아이디어 창출과 실행 간의 관계 - 침묵풍토의 조절효과 -

Influences of Team Members' Idea Generation on Idea Implementation - Moderating Roles of Silence Climate -

김정식|김정수
한국인적자원관리학회 (Korean Academy Of Human Resource Management)|2018.12|인적자원관리연구 (Journal of Human Resource Management Research)|제25권 제5호|pp. 55-79|DOI http://dx.doi.org/10.14396/jhrmr.2018.25.5.55

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참고문헌

키워드

점진적 아이디어 창출급진적 아이디어 창출아이디어 실행방어적 침묵풍토체념적 침묵풍토incremental idea generationradical idea generationidea implementationdefensive silence climateacquiescent silence climate
주제분류경영학

초록

본 연구는 개인혁신과정에서 팀 내 구성원의 아이디어 창출이 아이디어 실행에 미치는 영향 및 이 관계에서 침묵풍토의 조절효과를 분석하였다. 이를 위해 국내 기업 68개 팀의 구성원 383명을 대상으로 설문조사를 실시하여 자료를 수집하였다. 특히, 침묵풍토의 형성원인에 따라 방어적 침묵풍토와 체념적 침묵풍토로 구분하여 독립적인 영향을 분석하였다. 또한 팀원의 아이디어 창출과 실행 간의 관계에서 침묵풍토의 환경적 요인에 국한한 영향모형을 실증적으로 검증하기 위해 다층 구조(예: 산업분야, 직급 등)를 고려한 다중소속 다층모형(MMMM)에 기반한 완전-정보 문항기반 요인분석과 베이지언 모형분석을 실시하였다. 분석 결과, 구성원의 점진적 아이디어 창출과 아이디어 실행 사이에 정적인 관계가 있는 것으로 나타나 기존 연구에서 강조했던 혁신의 선행변수로서 개인 창의성의 중요성이 지지되었다. 또한 침묵풍토의 유형에 따라 아이디어 창출-아이디어 실행의 관계가 달라지는 양상이 나타났다. 특히 방어적 침묵풍토 인식이 높을 경우, 급진적 아이디어 창출-아이디어 실행 간의 정적관계가 약화되었으며, 체념적 침묵풍토 인식수준이 높을 때는 급진적 아이디어 창출과 아이디어 실행 간 관계가 오히려 강화되는 현상이 나타났다. 이 결과는 혁신의 긍정적인 부분과 부정적인 부분을 동시에 보여주는 것으로 조직 내 침묵풍토가 강하다고 인식할 경우, 개인들은 자신의 혁신 아이디어가 실제로 수용될 가능성이 낮다고 인식하므로 더 높은 수준의 급진적 아이디어 창출과 실행을 시도하게 되며 이는 혁신피로를 야기할 수 있어 궁극적으로 개인혁신에 부정적인 영향을 미치는 것으로 해석할 수 있다.

Abstract

This study examines the moderating effects of silence climate on the relationship between idea generation and idea implementation as the function of individual innovation process in team context. Survey data obtained from 383 employees working in 68 different work teams at various firms in Korea was analyzed. To reflect the nested structure of sample data with multiple memberships in different classifications such as industry type, position etc., we used multiple membership multi-level model with Bayesian methods. We also performed an exploratory factor analysis by using full-information item factor analysis to fit the suitable factor structures in conjunction with theoretical construct and preliminary items as to silence in the organization from previous studies. Results of analyses showed that team members’ incremental idea generation improved idea implementation only when defensive silence climate level was low. One the other hand, the positive association of radical idea generation with idea implementation was stronger when acquiescent silence climate was high. These results, combined together, suggest both bright and dark sides of innovation. In particular, we interpret that the adverse effects of acquiescent silence climate were observed because the acquiescent silence climate in an organization leads team members to seeking for even more radical innovation ideas and such efforts may bring the innovation fatigue which eventually results in failure of individual innovation. Limitations and suggestions for future research are also discussed.

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