기업가정신과 공식화 및 조직문화와 조직성과 간의 관련성에 관한 연구 = Relationships Between Corporate Entrepreneurship, Formalization, and Organizational Cultures, and Organizational Performances

국문 초록 (Abstract)

급변하는 경영환경과 외환위기 등으로 인해 우리나라의 중소기업은 많은 어려움에 직면하게 되어, 혁신을 통한 경쟁우위의 확보가 필수불가결하게 되었다. 중소기업에서 혁신을 고무시킬 수 있는 가장 큰 동력이 바로 기업가정신으로 간주되고 있다. 또한 일반적으로 중소기업은 유기적인 구조를 가지고 있지만, 환경변화나 원청업체의 요구로 인해 공식화수준을 높이는 경우가 많아졌다. 이로 인해 중소기업의 강점이던 유연성 상실은 물론, 심지어는 경직성의 문제까지 야기시키고 있다. 이에 경직성의 문제를 해결하기 위해 몇몇 중소기업에서는 조직문화기제를 도입하여 이를 보완하고 있다. 이에 본 연구에서는 완성차업계의 높은 공식화 요구에 직면해 있는 자동차부품업체를 대상으로 역설의 경영관점에서 기업가 정신과 조직성과 간의 관계에 있어 공식화와 조직문화의 상호작용이 어떠한 역할을 하고 있는지에 대해 실증분석한 결과, 다음과 같은 발견을 하였다.
첫째, 기업가정신과 공식화는 조직성과와 정(+)의 관계를 보여주고 있다. 이는 기업가정신이 강하고 공식화가 높을수록 조직성과가 향상된다는 것을 보여준다.
둘째, 공식화와 조직문화 간의 상호작용항 중 공식화와 위계지향적 문화 그리고 공식화와 과업지향적 문화 간의 상호작용항 만이 조직성과에 부(-)의 조절효과를 미치는 것으로 나타났다. 이는 공식화가 높을수록 위계지향적인 문화와 과업지향적인 문화는 억제시켜야 한다는 관리적 시사점을 주고 있다.

다국어 초록 (Multilingual Abstract)

Since the 1997 foreign currency crisis, many SMEs have faced with various difficulties. To survive these hardships, they should be equipped with competitive advantages, specially through innovation. Innovation is deeply related to entrepreneurship. Generally, SMEs are supposed to have flexible structures; in reality, however, some SMEs which operate in the auto-parts industries where automakers require vendors to comply with their own specifications need to be highly formalized. This high formalization could cause serious problems, especially obstructing flexibility which is regarded as a strength of SMEs. To solve this problem and keep agile, SMEs. sometimes adopt flexible organizational culture.
Therefore, from the perspective of management of paradox, this study is focused on the effects of corporate entrepreneurship, formalization, and organizational cultures on outcome variables such as overall competitive position, perceived growth rate of sales, net income growth ratio, and non-financial performance. In addition, the interaction effect between formalization and each organizational culture type on four outcome variables is also examined.
The major findings from this study are summarized as follows: First, risk-taking and partially proactiveness have significant effects on four outcome variable; Second, the more formalized the organizations are, the higher their performances are; Lastly, of the interaction effects between formalization and each organizational culture type, only the interaction terms between formalization and hierarchical and rational culture types are found to be partially related to all four outcome variables. Further discussion, limitation of this study and future direction were suggested.

목차 (Table of Contents)

• 〈요약〉
• Ⅰ. 서론
• Ⅱ. 이론적 배경과 가설설정
• Ⅲ. 분석 방법론
• Ⅳ. 실증결과의 해석
• Ⅴ. 결론
• 참고문헌

참고문헌 (Reference)

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