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대기업 혁신 조직에서의 조직 앙트라프러뉴십 관리를 위한 프레임워크

Toward a Framework for Understanding the Management of Entrepreneurs in Established Organizations

이현숙|Donna J. Kelley
한국산업경영학회 (Korean Association Of Industrial Business Administrarion)|2006.08|경영연구 (Journal of Business Research)|제21권 제3호|pp. 191-216

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Agency Theory대리인 이론Corporate Entrepreneurship조직 앙트라프러뉴십Stewardship Theory스튜어드십 이론혁신 조직Innovation-based ProjectsEstablished Organization
주제분류경영학

초록

본 연구는 대리인 이론(Agency Theory)과 스튜어드십 이론(Stewardship Theory)을 혁신 및 조직 앙트라프러뉴십 관점에 비추어 통합한 모델을 제시하였으며, 대기업 혁신조직에서의 대리인(프로젝트 리더, 앙트라프러뉴어)을 어떻게 관리하는 것이 바람직한지에 대한 명제를 제시하였다.첫 번째, 대기업의 혁신 조직의 앙트라프러뉴어(프로젝트 리더)를 선발하는데 있어서 기업가적 동기와 역량을 가진 프로젝트 리더를 어떻게 선발할지의 문제, 두 번째 선발된 프로젝트 리더의 권한위양 및 프로세스 관리 및 지원의 문제를 설명하였으며, 세 번째 혁신 조직에서 조직 앙트라프러뉴십의 함양을 위해서는 혁신 프로젝트의 실패에 대해 어떤 관점에서 접근하고, 관리를 해야 하는지에 대해 제시하였다. 본 연구는 기존의 대리인이론과 스튜어드십 이론이 주인과 대리인의 갈등관계가 명확하고, 결과물의 불확실성이 높고, 팀 위주의 업무로 구성된 프로젝트 조직을 설명하는데 바람직함에도 불구하고 많은 연구가 없었던 것을 감안할 때 대리인 이론 및 관련이론의 발전에 함의점을 제공하였으며, 위험성과 불확실성이 높은 조직의 관리에 있어서 필요한 실무적인 함의점을 제시하였다.

Abstract

This paper argues that goal ambiguity is a more fundamental concern than goal conflict in managing innovation-based corporate entrepreneurship. Integrating agency and stewardship theories with the innovation and corporate entrepreneurship literatures, we develop a framework that sees the managerial role as (1) selecting project leaders based on entrepreneurial motivation and competence, (2) seeking balance in empowering entrepreneurs, providing guidance and support, and evaluating progress, and (3) recognizing entrepreneurs' efforts and ensuring they are insulated from negative consequences associated with failure. We develop propositions to illuminate the relationships suggested in this framework, and to guide future empirical work in this domain.

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