집단의 사회적 자본이 집단 효과성에 미치는 영향에 관한 연구 = A Study on the Effects of Group Social Capital on the Group Effectiveness

국문 초록 (Abstract)

  최근 기업의 실행 단위로 집단의 중요성이 점점 증가하고 있으나 집단의 사회적 자본에 관한 연구와 그 메커니즘을 밝힌 연구는 많지 않다. 본 논문은 집단의 사회적 네트워크가 집단성과에 미치는 영향과 그 메커니즘을 연구하고자 한다.<BR>  본 연구에서는 13개 기업에서 65개 팀을 조사하여 집단의 사회적 네트워크가 팀 성과에 미치는 영향을 네트워크 효과가 매개하는지 회귀분석을 통하여 분석하였다. 즉, 집단의 네트워크 다양성, 타 부서 리더들과의 연계 정도, 집단 구성원들의 외부 경계활동 참여정도 등이 팀 성과에 미치는 영향을 정보, 자원, 사회정치적 지원이 매개하는지에 관하여 고찰하였다.<BR>  실증연구 결과 네트워크 다양성이 팀 성과에 미치는 영향을 정보, 자원이 매개하는 것으로 나타났다. 다른 집단 리더들과의 연계정도가 팀 성과에 미치는 영향을 자원이 매개하는 것으로 나타났다. 그리고 네트워크 다양성이 높은 집단의 경우 내부에 강한 게이트키퍼가 존재하면 팀 성과가 높아지는 것으로 나타났다. 이와 같은 연구 결과를 바탕으로 본 논문의 시사점과 한계를 논의하고 집단의 외부 네트워크에 관한 미래 연구방향을 제시하였다.

다국어 초록 (Multilingual Abstract)

  This study examines the factors affecting team performance from a social network perspective. Existing studies dealing with team performance usually focus on factors regarding the internal functioning of a team. Such an approach cannot fully understand the complex mechanism of team performance. For better performance, teams have to exchange and combine resources with each other, while building good internal processes. For this reason, it is important that we understand how teams get to exchange external resources for better team performance.<BR>  Drawing on social network theory, we explain how a team"s external networks influence team performance. We develop hypotheses that relate a team"s external network structures to its performance. In considering network structures, we focus on network diversity. Network diversity can be formed horizontally or vertically within organization. Horizontal network diversity refers to the extent to which the team has ties with diverse teams. Through horizontal network diversity, a team can gain access to diverse information, resources, socio-political supports that contribute to its overall performance from diverse teams. The second type of network diversity is vertical network diversity. Vertical network diversity is defined as the extent to which the team has ties with leaders of other teams. Formal leaders have the authorities to mobilize the various resources that enhance a team performance. Thus, the teams that have ties with many formal leaders can better utilize resources they need.<BR>  In addition to network diversities, we examine the effect of the gatekeeper on the team performance. According to information processing theory, when the information processing capacity of a team does not correspond to the information processing need, the team cannot perform well. Having many diverse ties, the team has to handle diverse information, resources, and supports. Hence it should have more gatekeepers than the one that has smaller number of ties. We examine the joint effect of diverse ties and the gatekeepers of the team.<BR>  Most of the existing network studies measured only the social ties of the groups and assumed that various resources flew through the ties and ultimately influenced group performance. Our study aims to distinguish network structure from network benefits which are presumed to flow through social ties. This distinction helps us to understand the mechanism in which social networks influence group performance. We propose resources, information, socio-political supports as network benefits.<BR>  Our hypotheses are as follows. First, the effects of a team"s diverse social ties on team performance are mediated by access to information, resources, and socio-political supports. Second, the effects of a team"s social ties with other teams" formal leaders on the team performance are mediated by access to information, resources, and socio-political supports. Third, in the team with many diverse social ties, the effects of the extent to which external networking is decentralized by the team members on the team performance are mediated by access to information, resources, and socio-political supports.<BR>  The work group in this study was drawn from 24 organizations in Korea. Following previous research on the network properties of work groups in organization, we excluded work groups with less than 80% response rate on our questions. These exclusions reduced the final sample to 65 work groups ranging in size from 3 to 10 members. The work groups" main functions included accounting/finance, marketing/sales, production management, human resources, strategy, MIS, research and development.<BR>  Using egocentric method, we surveyed task advice network structures of the team members. Network properties included alter"s name, position in his/her team, and the name of alter&quo

목차 (Table of Contents)

• 〈초록〉
  Ⅰ. 서론
  Ⅱ. 이론적 배경 및 가설 설정
  Ⅲ. 연구방법
  Ⅳ. 연구 결과
  Ⅴ. 결론 및 미래 연구방향
  참고문헌
  〈부록〉 : 설문지
  ABSTRACT
  

참고문헌 (Reference)

1 "집단의 사회적 자본이 집단 효과성에 미치는 영향에 관한 연구- 165 -"

2 "집단의 사회적 자본이 집단 효과성에 미치는 영향에 관한 연구- 163 -"

3 "인사조직연구- 166 -"

4 "인사조직연구- 164 -"

5 Ibara, "and diversity of social cir cles in managerial networks Academy of Management Journal" 673-703,

6 Craig, "Where to now in new product develop ment research European Journal of Marketing" 1-49, 1992

7 Gargiulo, M, "Trapped in your own net? Netw ork cohesion, structural holes, and the adaptation of social capital" 11 (11): 183-196, 2000

8 Burt, "The social structure of competition" (hria & r) : 57-91, 1992

9 Perry-Smith, J. E, "The social side of creativity: A static and dynamic social network perspective" 28 (28): 89-106, 2003

10 Hansen, M. T, "The search-transfer problem: The role of we ak ties in sharing knowledge acros organizational subunits" 4 : 82-111, 1999

11 Oh, "The role of informal socializing ties Academy of Management Journal" 860-875,

12 Smith, "The rol e of social integration and communication" 412-438, 1994

13 Burt, R. S, "The network structure of social capital" Greenwich, CT: JAI Press 2 : 345-423, 2000

14 & Foster, "The network paradigm in organizational research Journal of Management" 991-1013,

15 Joshi, A, "The influence of organizational demography on t he external net-working behavior of teams" 31 (31): 583-595, 2006

16 Burt, R. S, "The contingent value of social capital" 42 : 339-365, 1997

17 Dougherty, D, "Sustained product innovation i n large, mature organizations: Overcoming inovation-to-organization problems" 39 (39): 1120-1153, 1996

18 Ancona, "Strategies for team survival in an organization Academy of Management Journal" 334-365, 1990

19 "Special boundary roles in the innovation p roces" 587-605, 1977

20 "Social structural characteristics of psychological empowerment Academy of Management Journal" 482-504,

21 Kilduff, M, "Social networks and Organizations" Thousand Oaks, CA: Sage 2006

22 Scott, J, "Social network analysis: A handbook" Newbury Park, CA: Sage 2000

23 Lin, N, "Social capital: A theory of social structure and action" Cambridge, UK: Cambridge University Press 2001

24 Inkpen, A. C, "Social capital, networks, and knowledge transfer" 30 (30): 146-165, 2005

25 Nahapiet, J, "Social capital, intellectual capital, and the organizational advantage" 23 : 242-266, 1998

26 Coleman, "Social capital in the creation of human capital" 1988

27 McFadyen, M. A, "Social capital and knowledge creation: Diminishing returns of the number and strength of exchange rela tionships" 47 (47): 735-746, 2004

28 Podolny, J. M, "Resources and relationships: Social networks and mobility in the workplace" 62 : 673-693, 1997

29 Adler, "Prospects for a new concept" 17-40,

30 Brown, S. L, "Product development: Past research, present findings, and future directions" 20 (20): 343-378, 1995

31 In N, "Problems of explanation in economic socio logy" gra (gra): 25-56, 1992

32 Thompson, "Organization in action Knowledge transfer in intraorganizational networ ks Efects of network position and absorptive capacity on business unit innovation an d performance Academy of Management Journal" McGraw-Hill 996-1004, 1967

33 Reagans, R, "Networks, diversity, and productivity: The social capital of corporate R&D teams" 12 (12): 502-517, 2001

34 Oh, H. S, "Multilevel model of group social capital" 31 (31): 569-582, 2006

35 Baron, "Journal of Personality and Social Psychology" 1173-1182, 1986

36 Ancona, "External activity and performance in organizational teams" 634-665, 1992

37 Choi, J. N, "External activities and team efectiveness: Review and theoretical development" 3 (3): 181-208, 2002

38 Katz, "An empirical evaluation and integration i n an R&D setting" 139-162, 1979

39 Seibert, S. E, "A social capital theory of career success" 44 (44): 219-237, 2001

40 Sandefur, R. L, "A paradigm for social capital" 10 (10): 481-501, 1998

41 Cohen, "A new perspective on learning and innovation" 128-152, 1990