組織文化와 下位文化의 適合性및 集團凝集性이 組織沒入에 미치는 影響에 관한 硏究 = (A) Study on the Influence of Culture-Subculture Fit and Group Cohesion on Organizational Commitment

다국어 초록 (Multilingual Abstract)

Nowadays, Firm's environment is rapidly changing. In the information society, the source of firm's competitiveness lies in the abundance of creative human resources and the firm's innovative capacity on the basis of it. However, even if the firm has affluence of manpower full of creativity, it does not necessarily produce innovation without organizational culture and climate which is capable of making the best use of their creativity.
In order to produce firm's innovation, it has to be premised that employees should be clearly aware of management ideology and goal on the basis of high motivation and morale as well as shared value which goes in with all employees. Therefore it is important to manage organizational culture.
A good deal of empirical studies on organizational culture shows that groups divided by business units, functions and regions formulate subcultures within the organization, and this subculture influences each individual's consciousness and behavior, and consequently it plays an important role in achieving the goal of the whole organization. Therefore, it is also important to formulate and manage desirable subculture
The objectives of this study are firstly to verify the cultural fit between organization and division affects on organizational commitment by empirical test, and then to identify whether group cohesion has a moderating effect between cultural fit and organizational commitment.
To attain the objectives of this study, two hypotheses were generated and tested using data collected from 703 employees of the total 151 divisions from six domestic companies such as financial institutions, public communities, manufacturing companies, service companies and so on.
The first hypothesis is to examine whether the fitness between organizational culture and subculture influences organizational commitment . Empirical results are indicated as follows.
The correlation between organization-division cultural fit and organizational commitment showed positive and high relationship. Accordingly correlation between each component of organizational culture and organizational commitment also showed high relationship. As the result, the first hypothesis was accepted.
Meanwhile, when we compare organizational culture with divisional culture, two cases can be indicated. That is, in case divisional culture is more positive than organizational culture, we define it "leader culture" and in opposite case, we define it "follower culture." The result to examine which one is higher level of organizational commitment showed that leader culture had higher level of organizational commitment than follower culture. It implies that managing divisional culture is very important, since employee's positive recognition of divisional culture has higher influence on organizational commitment than that of organizational culture.
The second hypothesis is to verify that divisional cohesion and divisional characteristics have moderating effect between cultural fit and organizational commitment. The result showed that even though the degree of cultural fit is same between two divisions, the level of organizational commitment was different in case the level of divisional cohesion was different. The result also showed that divisional characteristic had moderating effect . between cultural fit and organizational commitment. Concretely speaking of this result, the clarity of work process and consequence showed high moderating effect and the degree of temporary work showed average moderating effect, and lastly the diversity of customer demands showed no moderating effect.
The implication of this study is as follows.
First, this study shows that the level of cultural fit between organization and division is highly related to organizational commitment. Therefore the effort to match the organizational values and divisional value is important to enhance organizational commitment..
Second, the positive awareness of divisional culture affects on organizational commitment. That is, the positive awareness of divisional culture has more affects on the organizational commitment than that of organizational culture
Finally, even though the level of cultural fitness is the same between two divisions, the level of organizational commitment is different in case that the level of divisional cohesion is not the same. This fact means that even if the gap is high between organizational culture and divisional culture, it is possible to enhance organizational commitment throughout the enhancement of divisional cohesion. Therefore, it is important to manage divisional cohesion for high organizational commitment.

목차 (Table of Contents)

• 第1章 序論
• 第1節 硏究의 目的 = 1
• 第2節 硏究의 方法 = 5
• 第3節 論文의 構成 = 6
• 第2章 理論的考察
• 第1節 理論的考察을 위한 基本的틀 = 7
• 第2節 組織文化 = 8
• 1. 組織文化의 槪念 = 8
• 2. 組織文化의 構成要素 = 16
• 3. 組織文化硏究의 接近方法 = 26
• 4. 組織文化에 대한 先行硏究 = 31
• 第3節 下位文化 = 42
• 1. 下位文化의 槪念 = 42
• 2. 下位文化의 形成要人 = 45
• 3. 下位文化에 대한 先行硏究 = 48
• 第4節 組織文化와 下位文化의 適合性 = 63
• 1. 適合性의 槪念 = 63
• 2. 組織文化와 下位文化의 適合性 = 68
• 第5節 集團凝集性 = 70
• 1. 集團凝集性의 槪念 = 71
• 2. 集團凝集性의 强化要因 = 73
• 3. 集團凝集性과 成果와의 關係 = 75
• 第6節 組織沒入 = 79
• 1. 組織沒入의 槪念 = 81
• 2. 組織沒入에 관한 硏究 = 83
• 第3章 硏究模型및 硏究方法
• 第1節 硏究의 槪念的틀 = 86
• 第2節 假設의 設定 = 87
• 1. 組織文化와 部署文化의 適合性에 따른 組織沒入差異假設 = 87
• 2. 集團凝集性및 部署特性의 組織沒入에 대한 調節假設 = 89
• 第3節 變數의 操作的定義및 測定方法 = 92
• 1. 組織文化와 部署文化의 適合性 = 92
• 2. 部署의 特性 = 97
• 3. 團凝集性 = 99
• 4. 組織沒入 = 100
• 第4章 實證硏究
• 第1節 資料의 蒐集및 分析方法 = 101
• 1. 資料의 蒐集및 標本의 構成 = 101
• 2. 設問紙構成 = 103
• 3. 資料의 分析方法 = 105
• 第2節 硏究의 結果 = 107
• 1. 測定道具의 信賴性및 妥當性 = 107
• 2. 記述的統計 = 114
• 3. 假設의 檢證 = 115
• 第5章 結論
• 第1節 硏究結果의 要約 = 130
• 第2節 硏究의 示唆點및 向後課題 = 131
• 1. 硏究의 示唆點 = 131
• 2. 硏究의 限界및 向後課題 = 133
• 參考文獻 = 135
• ABSTRACT = 145
• 設問紙 = 149