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왜 협상이 결렬되는가 : 행태적 의사결정관점 및 이해관계자 파워 관점에서 본 사례연구
조남신(Namshin Cho) 한국인사ㆍ조직학회 2007 인사조직연구 Vol.15 No.1
본 논문은 K대학교의 노사간 임금협상이 양측의 상당한 노력에도 불구하고 결렬되는 과정을 조명하였다. 이를 위해 행태적 의사결정관점과 이해관계자 파워관점을 채택하였다. 기존 협상연구의 주류를 이루는 행태적 의사결정관점을 통해서는 혼합형태의 동기, 자신의 대안에 대한 과신, 정보의 잘못된 해석, 협상이슈에의 감정적 몰입 등을 주요한 장애요인으로 설명하였다. 본 연구에서 새로이 제시한 이해관계자 파워관점에서는 협상참여자 및 이해관계자의 복잡성과 그 영향력, 협상참여자의 파워강화 의도, 파워강화를 위한 협상의제 제기, 협상대표에 대한 이해관계자들 간의 입장상충 등이 협상 결렬과 연관되어 있는 것으로 설명하였다. 이들 각각의 요인들에 대해 명제를 제시하고 시사점 및 추후 연구과제를 논의하였다. This study illuminates the process through which a series of negotiations resulted in failures, i.e., impasse with all the efforts of each party. Existing studies take either a structural approach based on rational perspective or a behavioral decision-making approach based on socialpsychological perspective. They do not fully explain the process through which negotiations result in impasse, particularly those in labor-management relations such as shown in this paper. This paper adopts Allison’s (1971) perspective to suggest an alternative view to explain impasse, a stakeholder power view. It takes a behavioral decision-making view and a stakeholder power view to explain a labor-management negotiation case of a university that resulted in an impasse. The author participated in and observed a series of labor-management negotiations as a member of the negotiation team on the management side at a university in Korea. This study develops a case based on the participative observation, documents, announcements, and conversations. The case is interpreted from the two perspectives and propositions are suggested respectively. From a behavioral decision-making perspective which assumes bounded rationality of negotiators as decision makers, the following propositions are proposed to illuminate the critical barriers to successful negotiation results. (1) A negotiation with mixed-motives is likely to result in an impasse as much as a distributive negotiation because negotiators often do not recognize the possibilities of integrative outcomes. (2) When negotiators have over-confidence in their own alternatives compared with the actual ones, a negotiation is likely to result in an impasse. (3) Negotiators who misinterpret the interests of the opponents with limited information and communication are less likely to reach an agreement. (4) Negotiators who focus, with affective involvement, on their positions rather than interests are less likely to reach an agreement. A stakeholder power perspective assumes that a number of stakeholders participate in negotiations with their own interests to increase personal and group power. The negotiation outcomes are resultants of ‘power games’ among the participants who often make non-rational decisions. The following propositions are suggested. (5) A negotiation that has a larger number of participants and stakeholders who exert stronger power is like to result in an impasse. (6) Negotiators who have stronger intentions to increase their own power within the subgroup they belong to are less likely to reach an agreement. (7) Negotiators who select issues with an intention to increase their own personal or subgroup power are less likely to reach an agreement. (8) A negotiation whose stakeholders have more conflict of interests is likely to result in an impasse. Implications to avoid or overcome barriers to agreement under bounded rationality are suggested as follows. First, negotiators need to intentionally promote communication between the parties regarding the procedures and issues of negotiation in order to explore the possibility of integrative outcomes. Second, negotiators need to develop open environment with the negotiation team so that they can freely evaluate and discuss about their BATNA. Third, negotiators need to build trust between the parties through informal as well as formal communications. Fourth, negotiators need to make efforts to make and keep rapport with the other party in order not to become affectively involved in their positions. From a stakeholder power view, the following implications are suggested even though they may be difficult to implement. Fifth, negotiators need to make efforts to manage stakeholders so that they can keep the balance of power among the stakeholders. Sixth, negotiators need to adopt rule oriented approach in order to complement power oriented approach. Seventh,
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조일현(Ilhyun Jo),조남신(Namshin Cho) 한국외국어대학교 지식출판콘텐츠원 글로벌경영연구소 2019 글로벌경영연구 = Journal of global business research Vol.31 No.2
본 연구는 조직 구성원들의 사회적 자본이 지식공유에 어떠한 영향을 미치는지를 분석함으로써 기업의 지식경영과 학습조직 전략에 시사점을 제공하는데 목적이 있다. 선행연구를 토대로 사회적 자본을 구조적 차원, 관계적 차원, 인지적 차원으로 구분하고, 세 구성차원이 지식공유에 미치는 영향을 파악하기 위하여 국내 23개 기업 229명을 대상으로 실증분석을 실시하였다. 연구가설 검증결과 사회적 자본의 세 구성차원은 모두 지식공유에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 연구를 통하여 사회적 자본을 통한 지식공유의 중요성과 경쟁우위를 위한 사회적 자본의 배양 및 관리의 중요성을 제시하고 연구의 시사점과 향후 연구방향을 도출하였다. This study explored the influence of relationship among the structural, relational, cognitive dimensions of social capital and knowledge sharing. Nahapiet and Ghoshal(1998) identified three dimensions of social capital and theoretically justified how each of these dimension facilitate the exchange and combination of intellectual capital. Through extending this framework, our current study developed a research model, formulated specific hypotheses to empirical test. The study utilized data on 229 respondents working at 23 companies in Korea and applied hierarchical regression techniques to test the hypothesis. The findings of research indicate that social network as structural dimension, trust as relational dimension, sharing vision as cognitive dimension of social capital had positive effects directly on the knowledge sharing. This article represents an attempt to move from a conceptual view of social capital to a more concrete understanding of construct and provides explicit empirical support for theoretical framework of social capital. Based on these findings, the research provides theoretical and practical implications and suggest a framework for future research.
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조직공정성 인식이 조직시민행동과 경영혁신 수용에 미치는 영향
김봉환(Kim Bonghwan),조남신(Cho Namshin) 한국인사관리학회 2015 조직과 인사관리연구 Vol.39 No.2
신뢰는 조직공정성 인식과 깊은 관련이 있으며 개인의 태도, 행동, 그리고 성과를 결정하는 중요한 요소로 국내외의 많은 연구자들에 의해 논의가 이루어져왔다. 이들 중 다수의 연구들은 사회적 교환관계를 통해 조직 내 개인의 인식과 바람직한 태도, 행동 그리고 조직성과의 관계를 설명하고 있다. 하지만 조직공정성과 조직시민행동의 관계 그리고 기업경영의 중요한 이슈가 되고 있는 경영혁신 수용의 관계를 종합적으로 확인하고 그 관계 속에서 경영자 신뢰의 역할을 규명한 연구는 부족하며 각 변수들 간의 관계를 검증한 연구들은 그 결과에 차이를 보이고 있다. 본 연구는 경영혁신이 진행 중인 세 조직의 소속 직원을 대상으로, 구성원의 조직공정성 인식이 조직에게 직접 도움이 되는 조직차원의 조직시민행동(organization citizenship behavior - organization: OCB-O)에 미치는 영향과 경영혁신 수용에 미치는 영향을 각각 확인하고 경영자 신뢰의 매개효과를 검증하였다. 경영혁신을 실행하고 있는 기관의 소속 직원으로부터 수집된 158부의 설문 데이터로 SPSS 18.0과 AMOS 21을 이용하여 통계분석을 진행한 결과 다음과 같은 결과를 얻게 되었다. 첫째 분배공정성과 절차공정성 중 절차공정성만이 경영자 신뢰에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 둘째 분배공정성과 절차공정성은 OCB-O에 직접 영향을 미치지 않으며 절차공정성만이 경영자 신뢰를 매개로 OCB-O에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 마지막으로 분배공정성과 절차공정성은 경영혁신 수용에 직접 영향을 미치지 않으며 절차공정성만이 경영자 신뢰를 매개로 경영혁신 수용에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 따라서 경영자 신뢰는 절차공정성과 OCB-O 그리고 경영혁신 수용 간의 관계에 완전매개변수라는 것이 검증되었다. 이러한 연구결과를 바탕으로 본 연구의 시사점, 향후연구 과제 그리고 한계점에 관하여 논의하였다. Employees’ perceived organizational justice has been a research agenda(topic) or subject as a determinant of the intended behaviors, attitudes, and values. Previous studies have shown that perceived organizational justice is related with organizational citizenship behavior. Other researchers have studied the relationship between the positive attitude of employees and the adoption of organizational innovation which is an important organizational outcome. Particularly, employees’ trust in managers has been known to have influence on emplyees’ behavior and performance. However, those two groups of studies have been undertaken separately, and therefore, there have been few studies illuminating the relationship between perceived organizational justice, the adoption of organizational innovation, and the employees’ trust in managers. This study examined the impact of the employees’ perceived organizational justice on their organizational citizenship behavior that benefits organizations(OCB-O) and the adoption of organizational innovation with the mediating effects of their trust in managers. Respondents were 158 employees from three organizations in Korea that had undergone organizational innovations. The results were as follows. First, employees’ perceived procedural organizational justice was positively related with their trust in their managers and their trust in their managers was positively related with OCB-O. Their trust in their managers perfectly mediated the relationship between the perceived organizational justice and OCB-O. Employees commit OCB-O when they find that their organizational procedures such as performance evaluations and organizational decisions are made clearly and fairly. This relationship becomes more effective when they have trust in managers. It is recommended, therefore, for managers to get trust from the employees so that procedural organizational justice actually effects employees’ OCB-O. Second, their trust in their managers was also positively related with their acceptance of organizational innovation. Their trust in their managers also strongly mediated the relationship between the perceived procedural organizational justice and the acceptance of organizational innovation. Employees accept organizational innovation when they become aware that their organizational procedures are clear and fair. They do so if they have trust in managers. Managers who build trust of the employees will be able to make procedural organizational justice result in the employees’ acceptance organizational innovation. These results imply that managers need to make efforts to build trust of the employees so that a fair human resource management system(procedural justice), facilitate the employees’ organizational citizenship behavior such as sportsmanship and their acceptance of organizational innovations.
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