신발기업의 디자인 조직 및 인적자원관리가 디자이너 역량에 미치는 영향
A Study On The Impact Of Design Organization And Human Resource Management On The Designer's Capabilities In Footwear Firms
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본 연구는 신발기업의 디자인 조직 및 인적자원관리가 디자이너 역량에 미치는 영향에 대해 연구했다. 먼저 디자인 조직구조와 인적자원관리 및 디자이너 역량에 대해 기존의 문헌연구를 고찰한 후, 신발기업의 디자이너들을 대상으로 이들의 관계를 실증분석하였다. 신발기업의 디자인 지원 및 조직관리와 인적자원관리가 디자이너 역량을 향상시킬 수 있을 것이라는 관점에서 디자인 지원 및 조직관리와 디자이너 역량과의 관계를 규명하고, 이들의 관계에서 디자인 인적자원관리가 어떠한 작용을 하게 되는지를 분석하기 위한 모형과 가설을 설정하고 이를 실증적으로 검증하였다.
Abstract
The trend for footwear companies is that design competitiveness is drawing more and more attention for them to strengthen competitiveness, because as the focus of consumers' value criteria is shifting from economy and function to diversity and emotional quality, the role of design in contributing to management activities has become important. Therefore, from such perspective, this study intends to find methods to secure design competitiveness of footwear company. For that purpose, it intends to perform empirical analysis on the impact of design support and organizational management on design capability, the impact of human resource management level for design, which is expected to play an important role in design capability, on design support and organizational management, and the impact of their link on design capability. This study performed multiple regression model analysis to test Hypotheses 1 and 2. Test result of Hypothesis 1 was partially adopted: it was shown that design-product development matching has impact on footwear function understanding ability; CEO's design support, design department specialization and design-product development matching have impact on design process understanding ability; and CEO's design support, design department specialization and design-product development matching have impact on creativity. Test result of Hypothesis 2 was partially adopted: it was shown that, among designer capability variables, only creativity had interaction effect of human resource management with design support and department structure. Specifically, it was shown that only interaction effect of ‘design department specialization × designer incentive’ and ‘design-product development matching × specialized designer selection’ had positive (plus) significant impact on creativity. Other interaction effects were not significant.
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