팀의 핵심역량과 팀효과성에 관한 실증적 연구

다국어 초록 (Multilingual Abstract)

As the system of team based organizations for better enterprise competition as a w3.y of organization innovation has recently been spread all over the world, the value that the competing enterprises can't create easily, that is, a study for team core competence is needed acutely. It is very important to develope peculiar competence of teams which enable enterprises to compete under better circumstance.
The purpose of this paper is to study the followings as below:
First, to find out what the team competence is, in this paper, the crucial factors of the team core competence are determined with the help of the case study by Cannon-Bowers et al. And then, to understand the team core competence, whether or not team knowledge, team work skill, and team attitude can be applied to the Korean enterprises in the process of organization system changing; whether there can be groups of teams sharing similar characteristic in team competence; and whether there appear some common characteristics among team groups, are examined, so that ways of activating groups of similar teams can be found.
And next, the relationship between team competence and team effectiveness is examined using the team effectiveness model of tannebaum's, and this paper verifies what variables have an effect on the team effectiveness. Futhermore, in the process that the team competence exercise an influence on team effectiveness, it is testified how much influence the top manager s support to a team and a member s pride in his team have on the team effectiveness. This paper has made a survey of the above on LGCU, in which the questionnaires form 460imployee in 37teams are collected. It use the statistics of the Factor Analysis, the Correlation Analysis, the Cluster Analysis, the Discriminant Analysis, ANOVA, the Multiple Regression Analysis.
The results of analysis are as follows: To begin with, the three ideas on team competence which Cannon-Bowers has presented are also applied to some Korean enterprises whose organization systems are changing, and these three ideas (team knowledge, team work skill, team attitude) are differently applied to each team according to team competence. Most of team members understand the object of the team and the essence of team work skill very much, which means they have already understood well basic ideas, principles, and knowledge for better achievement, and more, they have obtained the ideas on team attitude. But it is turned out that they don't understand the subordinate ideas under the team work skill which help members to act effectively.
And also, teams with similar competence pattern are found to exist together in the same organization. Especially three different team groups are found in aspect of 8 factors of core competence, which shows significant differences in achievement according to each team. And also, the discriminant analysis shows that the most important variables which distinguish between each team group are communication, attitude toward team work, and the vision that team members share. It signifies that the most important factors in obtaining competence according to each group are the communication, the attitude toward the team work, and the vision that the team members share.
The characteristics of each group from the total mean show that the group1 has low level of team competence, which means it is poor at team training, and so performance of the team competence is being delayed; The group2 shows high level of the team competence, especially a mental model and the vision that the team members share about the object of the beam. The characteristics of this group show that it has obtained fully the team competence from the team learning; The group3 shows that it shares the team competence comparatively equally, which means the team members understand the subordinate factors of the team competence well, and tend to follow after the characteristics of the group 2.
All this indicates that the team competence is on the same line of the team learning in creating achievement of the team, and the team competence is formed from the team learning.
And also, this paper proves that there are differences of the team effectiveness between each group. There are different levels of competence in the order of the group 2, which can have control over competence, the group3, which is prepared to obtain competence, the group3, which is stagnant in obtaining competence.
Futhermore, according to the groups, it is proved that the team competence have different influences on the team effectiveness. And in the group2, which has the highest level of the team competence, the adaptability which is subordinated to the team work skill is the most significant factor which influences commitment to and satisfaction with the team; in the group l, the vision which the team shares together has a strong influence on the team effectiveness.
Finally, it is verified that according to a top manager's support to a team and team members' pride in value of the team, the team competence acts on the team effectiveness differently. In particular, between the team that the top manager supports much, and the one he support little, it is proved, the subordinate factors of the team competence exercise very different influence on the team effectiveness. And also, between the team which takes much pride in its job and little, the team competence have different effect on the team effectiveness.
The results of theoretical analysis in this study show the followings: First, this paper shows that the team competence model which cannon-Bowers et.al. has presented, and the team effectiveness model which Tennenbaum presented can be applied to the Korean enterprises. And also, it proves that even under the same organization, the different group team with similar characteristics of the team competence live together. Finally, it shows that it is likely that the team competence based on three basic ideas by Cannon-Bowers can exercise different influences on the team effectiveness.
This paper, in aspect of management and administration, signifies the followings: According to team groups, different motivations are needed to be given. For example, the teams should be classified into the ones with high competence and the ones with low competence, so that different ways to motivate each team organization can be applied. The different ways to motivate can include the estimation of work performance, training, reward, which can improve the team competence of the whole team.
This paper offers the guideline for improving the team competence. It is considered that the paper presents the orientation about the way the Korean producing enterprises which make use of the system of the team organization can improve the team competence.

목차 (Table of Contents)

• 목차 = ⅰ
• ABSTRACT = ⅴ
• 제1장 서론 = 1
• 제1절 문제의 제기 = 1
• 제2절 연구의 목적 = 3
• 제3절 연구의 범위와 방법 = 5
• 제2장 팀제에 대한 이론적 배경 = 6
• 제1절 팀제의 개념과 효과적인 팀의 특성 = 6
• 1. 팀제의 필요성 및 의의 = 6
• 2. 팀제의 개념 = 8
• 3. 전통적 조직과 팀제의 차이점 = 10
• 제2절 효과적인 팀에게 요구되는 핵심특성 = 12
• 1. 효과적인 팀의 특성 = 12
• 2. 팀구성원에게 요구되는 핵심적 특성 = 15
• 3. 조직에게 요구되는 핵심적 특성 = 19
• 제3장 팀역량과 팀 유효성 모델에 관한 이론적 접근 = 23
• 제1절 팀의 핵심역량 = 23
• 1. 팀역량의 개념 = 23
• 2. 팀 지식 = 29
• 3. 팀워크 스킬 = 33
• 4. 팀 태도 = 38
• 제2절 팀 효과성 모델 = 39
• 1. 효과적인 팀의 특성과 팀 성과와의 관계 = 39
• 2. 팀 효과성 모델 = 40
• 제3절 팀제 및 팀역량에 관한 선행연구 = 42
• 제4장 연구의 모형 및 가설설정 = 47
• 제1절 연구의 모델 = 47
• 제2절 가설설정 = 48
• 제3절 변수의 조작적 정의 = 51
• 제5장 실증적 분석 및 논의 = 53
• 제1절 자료분석 방법 = 53
• 1. 자료 = 53
• 2. 자료분석 방법 = 54
• 제2절 가설검증 및 분석 = 60
• 1. 팀역량 및 팀효과성의 수준분석 = 60
• 2. 군집별 팀역량과 팀효과성의 차이분석 = 62
• Ⅲ. 팀 핵심역량과 팀효과성의 영향력 분석 = 67
• 4. 팀역량과 팀효과성의 조절효과 분석 = 77
• 제6장 결론 = 83
• 제1절 연구결과의 요약과 논의 = 83
• 제2절 본 연구의 시사점 = 86
• 제3절 연구의 한계와 향후 연구 방향 = 87
• 參考文獻 = 89