조직문화와 조직구성원의 혁신성향 = 중앙정부부처 공무원을 대상으로

다국어 초록 (Multilingual Abstract)

This study analyzes how organizational culture affects employees’ reform tendency by employing Kimberly and Quinn’s Competing Values Model (1984). The organizational culture is categorized by type of group, hierarchical, development, and rational cultures. The effect of the ten central government agencies’ organizational cultures on public employees’ reform tendency is analyzed. The study shows that every type of the organizational culture positively affects public employees’ reform tendency. Development culture which emphasizes creativity, group culture which emphasizes participation, rational culture which focuses on performance, and hierarchical culture which emphasizes balanced organizational management all have a positive effect on public employees’ reform tendency. In addition, public employees have a higher reform tendency when their government agency has a strong and balanced organizational culture. The result of this analysis shows the pooled effect of the four types of organizational culture on the public employees’ reform tendency. Like the argument of the Competing Values Model, all the organizations have mutually exclusive values, and achieve higher performance when they have strong and balanced organizational cultures. Therefore, instead of supporting one individual type of organizational culture, every organizational culture should be developed in order to lessen public employee backlash against organizational reform.

목차 (Table of Contents)

• Ⅰ. 서론
• Ⅱ. 이론적 배경
• Ⅲ. 자료의 구성과 분석방법
• Ⅳ. 분석결과
• Ⅴ. 결론
• 참고문헌

참고문헌 (Reference)

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