조직공정성이 구성원의 지식공유에 미치는 영향

박희태(Hee Tae Park),이수진(Soo Jin Lee),손승연(Seung Yeon Son),김석영(Seck Young Loretta Kim),윤석화(Seok Hwa Yun) 한국경영학회 2011 經營學硏究 Vol.40 No.2

Knowledge Management is the most important issue in the operation of an organization and it has been widely applied in various types of organization. The essential factor to ensure successful Knowledge Management is knowledge sharing. Knowledge sharing is defined in different ways, in general it means the delivery of knowledge (tacit and explicit), and most studies on knowledge sharing focus on How to motivate subordinates of an organization to share knowledge with others. However, relatively few has been on the organization justice that affects the behavior and attitude of subordinates. Organizational justice can be theoretically considered as an important factor of knowledge sharing. According to the social exchange theory, subordinates who recognize organizational justice tend to exhibit cooperative behavior as a reward. In the respect that knowledge sharing is a kind of cooperative behavior for coworkers, the employees who recognize organizational justice is likely to share knowledge in more effective manners. However, the theory set a limitation for us to explain how subordinates who recognize justice from organization or supervisors share their knowledge to coworkers. So we adopted justice heuristic theory to explain the limitation. According to the justice heuristic theory, knowledge sharing is a social dilemma arising in an organization and being decreased by trust. The theory also says that recognition of organizational justice works as a proxy for trust. Therefore organizational justice as the antecedent to promote knowledge sharing has an important meaning when knowledge sharing is observed from the viewpoint of social dilemma. The purpose of this research is to examine the relationships between organizational justice and knowledge sharing based on this theoretical background. Generally, organization justice was studied in terms of distribution, procedures, and interaction (interpersonal and information). Thus, the first goal of this research is to reveal the relationship between distributional, procedural, and interactional justice (interpersonal justice, informational justice) and knowledge sharing. The second goal is to study the moderating effect of interactional justice (interpersonal justice, informational justice) in the relationships between distributional, procedural justice and knowledge sharing. Therefore we hypothesize: H 1: There is positive relationship between distributional justice and knowledge sharing. H 2: There is positive relationship between procedural justice and knowledge sharing. H 3: There is positive relationship between interactional justice (a: interpersonal justice, b: informational justice) and knowledge sharing. H 4: The interactional justice (a: interpersonal justice, b: informational justice) moderates the positive relationship between distributional justice and knowledge sharing such that the relationship will be stronger when the interactional justice (a: interpersonal justice, b: informational justice) is high than interactional justice (a: interpersonal justice, b: informational justice) is low. H 5: The interactional justice (a: interpersonal justice, b: informational justice) moderates the positive relationship between procedural justice and knowledge sharing such that the relationship will be stronger when the interactional justice (a: interpersonal justice, b: informational justice) is high than interactional justice (a: interpersonal justice, b: informational justice) is low. Data was collected by giving questionnaire to 435 pairs of a supervisor and his/her immediate employee. 360 questionnaires were collected. Among those, 322 dyadic data were used for analysis. The results indicated that distributional justice and interpersonal justice were significantly and positively related to knowledge sharing, but procedural justice and informational justice was not. Besides, there was a significant interaction effect of interactional justice (interpersonal justice, informational

상사의 비인격적 행동과 직무수행 간의 메커니즘에 관한 연구

이수진(Soo Jin Lee),손승연(Seung Yeon Son),김석영(Seck Young Loretta Kim),김보영(Bo Young Kim),윤석화(Seok Hwa Yun) 한국경영학회 2012 經營學硏究 Vol.41 No.3

Although much of the leadership research has focused on constructive leader behaviors, researchers recently has shown their interests in dysfunctional leader behaviors that can be referred as abusive supervision. Furthermore, more studies have reported the growing percentage of abusive supervision in their organization as organizations have been pushed for rapid changes in a competitive environment. For that reason, researchers as well as practitioners have demonstrated their growing concern of this topic. Although the direct negative influence of abusive supervision on organization effectiveness is quite predictable, the current empirical literatures on abusive supervision is very limited that previous studies have only focused on the negative impact of abusive supervision on individual`s well being and there is not much attention to find the negative effect of abusive supervision on job related performances. Drawing on insights from Social Exchange Theory (SET), this research examines the negative consequence of abusive supervision on job related performance, specifically, task performance and organization citizenship behaviors. In order to clarify and investigate the mechanisms between these relationships, trust in leader and psychological contract breach are selected as mediating variables. Out of the process, we developed and empirically tested the following hypotheses: H1a: Abusive supervision is negatively related to task performance. H1b: Abusive supervision is negatively related to OCBI. H1c: Abusive supervision is negatively related to OCBO. H2: Abusive supervision is negatively related to trust in leader. H3: Abusive supervision is positively related to psychological contract breach. H4a: Trust in leader mediates the relationship between abusive supervision and task performance. H4b: Trust in leader mediates the relationship between abusive supervision and OCBI. H4c: Trust in leader mediates the relationship between abusive supervision and OCBO. H5a: Psychological contract breach mediates the relationship between abusive supervision and task performance. H5b: Psychological contract breach mediates the relationship between abusive supervision and OCBI. H5b: Psychological contract breach mediates the relationship between abusive supervision and OCBO. The result of this study showed that abusive supervision was negatively related to employee`s job performance, suggesting the support of Hypothesis 1(a, b, and c). Also, as predicted, the results suggested the negative relationship between abusive supervision and employee`s trust in leader(Hypothesis 2) as well as the positive relationship between abusive supervision and his/her psychological contract breach(Hypothesis 3). Next, to test our hypotheses regarding the mediating role of trust in leader, we adopted the approach suggested by Baron and Kenny (1986). The result of mediation analysis suggested the support of Hypothesis 4(a, b, and c). Finally, our hypotheses regarding the mediating role of psychological contract breach was strongly supported, suggesting the support of Hypothesis 5. This study has implications for theory and practice. First, we contribute to the literature on abusive supervision by demonstrating a negative relationship between abusive supervision and job performance. Second, our research identified an important mechanisms related to how abusive supervision influences the occurrence of employee`s job performance, suggesting the mediating effects of trust in leader and psychological contract breach. Finally, our study demonstrated that abusive supervision can damage the long-term success of the organization by increasing employee`s psychological contract breach and reducing his/her trust in leader. Therefore, organizations need to pay more attention to managing supervisor`s abusive behaviors. Limitations and future research are discussed.