전략수립과정과 중소기업의 성과 사이의 관계

김상표 ( Sang Pyo Kim ),신진교 ( Jin Kyo Shin ) 한국중소기업학회 2006 中小企業硏究 Vol.28 No.1

피부 편평상피세포암과 기저세포암에서 p16INK4A 유전자의 이상 검색

김창덕 ( Chang Duk Kim ),김창욱 ( Chang Wook Kim ),서성일 ( Sung Il Suh ),김상표 ( Sang Pyo Kim ),이규석 ( Kyu Suk Lee ) 대한피부과학회 2004 대한피부과학회지 Vol.42 No.7

감정표현규칙의 명확성과 긍정적 정서전달 간의 관계

김상표(Kim, Sang Pyo),하환호(Ha, Hwan Ho) 한국서비스경영학회 2009 서비스경영학회지 Vol.10 No.3

사회적 교환, 수용자의 능력, 그리고 성과

김상표(Sang-Pyo Kim),전수욱(Su-Wook Jeon),김태열(Tae-Yeol Kim) 한국인사조직학회 2011 인사조직연구 Vol.19 No.1

이 논문은 조직에서 사회적 교환이 계속적으로 유지되기 위해서 수용자의 능력이 중요한 역할을 할 것으로 가정하고, 이를 증명하기 위해 연구하였다. 구체적으로, 사회적 교환이 수용자의 능력인 행동의 자주관리에 미치는 영향과 행동의 자주관리가 성과에 미치는 영향, 그리고 행동의 자주관리가 매개효과를 발생시키는지 연구한 것이다. 연구 자료는 경상북도와 경상남도에 위치한 기업을 대상으로 최고경영자의 양해를 구해 각 부서의 부서장이 부하와 직속상관에 대한 목록을 작성하여 수집했다. 총 배부된 설문지는 800부이고, 분석에 사용된 설문지는 610부이다. 구조방정식 모형을 사용하여 자료를 분석한 결과, 사회적 교환이 수용자의 능력인 행동의 자주관리에 정(+)의 영향을 주는 것으로 나타났다. 또한 행동의 자주관리가 조직의 성과변수인 직무만족, 조직몰입, 조직시민행동, 직무성과에 정(+)의 영향을 미치는 것으로 확인되었다. 사회적 교환은 대체로 조직의 성과에 직접적인 영향을 주지 않는 것으로 나타났으며, 행동의 자주관리를 매개로 하여 간접적으로 조직의 성과에 영향을 미치는 것으로 검증되었다. 이러한 연구결과를 바탕으로 연구의 시사점, 한계 및 추후연구 과제에 대해 논의하였다. Social exchange theory suggests that employees and their supervisors and organizations build social exchange relationships(i.e., supervisory and organizational social exchange, respectively) within which parties continuously exchange socio-emotional benefits such as recognition and esteem(Cropanzano and Mitchell, 2005; Rupp and Cropanzano, 2002). Social exchange relationships are different from pure economic exchange relationships in that the obligations of parties in social exchange are unspecified. An open-ended obligations strengthen bonds of indebtedness and trust which trigger one exchange party to become committed to the other(Blau, 1964). As a result, employees in social exchange relationships tend to form a high degree of trust, a high level of investment and obligation, and a long-term orientation relationship with their supervisors and organizations(Rupp and Cropanzano, 2002; Shore, Tetrick, Lynch, and Barksdale, 2006). In addition, employees who enjoy a goodwill and a caring of an organization will feel obligated to reciprocate with positive behaviors toward supervisors and organizations. Current social exchange studies have contributed to enhance our understanding about the effects of social exchange relationships on employee outcomes. However, they paid little attention to examining how social exchange relationships influence employees’ intentions or abilities to reciprocate with behaviors and attitudes that benefit supervisors and organizations. Supervisory and organizational social exchange can be maintained if the receiver, who gets the benefits(e.g., employees), can provide some intangible socio-emotional resources to the giver(e.g., supervisors or organizations). On the other hand, if the receiver harms the giver, the social exchange relationship can be broken(Gouldner, 1960). In general, receivers in social exchange relationship are willing to improve their ability to benefit the giver and maintain the trust. In this study, we examined how supervisory and organizational social exchange influence receiver’s(i.e., employees) behavioral self-management(i.e., ability) and how employees’ behavioral selfmanagement affect their work attitudes and behaviors. We collected the data from three organizations in Republic of Korea(i.e., one air manu-facturing, one hotel, and one telecommunication company). In the survey we provided, employees assessed supervisory and organizational social exchange, their behavioral self-management, job satisfaction and organizational commitment. Supervisors reported their subordinates’ job performance and organizational citizenship behavior. We distributed the survery to 500 employee-supervisor pair. Of 351 surveys collected(i.e., response rate = 70.2 %), we deleted 34 due to errors and missing values. All measures had high reliabilities. The average of supervisory and organizational social exchange was 4.43 and 4.53, respectively, which are not high based on a 7-point Likerttype scale. As expected, correlations between supervisory and organizational social exchange and employees’ behavioral self-management were statistically significant. To test the research hypotheses, we used structural equation modeling and tested the mediation effects using Sobel’s(1982) test. Results revealed positive effects of supervisory and organizational social exchange on employee’s behavioral self-management. Employee’s behavioral self-management was also significantly associated with their job satisfaction, organizational commitment, organizational citizenship behavior, and job performance. In addition, supervisory and organizational social exchange indirectly influenced employee outcomes(i. e., job satisfaction, organizational commitment, organizational citizenship behavior, and job performance) through employees’ behavioral selfmanagement. This study provides several theoretical and practical implications.

사회적 교환, 수용자의 능력, 그리고 성과

김상표(Sang-Pyo Kim),전수욱(Su-Wook Jeon),김태열(Tae-Yeol Kim) 한국인사조직학회 2010 한국인사ㆍ조직학회 발표논문집 Vol.2010 No.2

본 논문은 조직에서 사회적 교환이 계속적으로 유지되기 위해서, 수용자의 능력이 중요한 역할을 할 것으로 가정하고, 이를 증명하기 위해 연구하였다. 구체적으로, 사회적 교환이 수용자의 능력인 행동의 자주관리에 미치는 영향과 행동의 자주관리가 성과에 미치는 영향, 그리고 행동의 자주관리가 매개효과를 발생시키는지 연구한 것이다. 연구자료는 경상북도와 경상남도에 위치한 기업을 대상으로 최고경영자의 양해를 구해 각 부서의 부서장이 부하와 직속상관에 대한 목록을 작성하여 수집했다. 총 배부된 설문지는 800부이고, 분석에 사용된 설문지는 610부이다. 구조방정식 모형을 사용하여 자료를 분석한 결과, 사회적 교환이 수용자의 능력인 행동의 자주관리에 정(+)의 영향을 주는 것으로 나타났다. 또한 행동의 자주관리가 조직의 성과변수인 직무만족, 조직몰입, 조직시민행동, 직무성과에 정(+)의 영향을 미치는 것으로 확인되었다. 사회적 교환은 대체로 조직의 성과에 직접적인 영향을 주지 않는 것으로 나타났으며, 행동의 자주관리를 매개로 하여 간접적으로 조직의 성과에 영향을 미치는 것으로 검증되었다. 이러한 연구결과를 바탕으로 연구의 시사점, 한계 및 추후연구 과제에 대해 논의하였다. Social exchange theory suggests that employees and their supervisors and organizations build social exchange relationships (i.e., supervisory and organizational social exchange, respectively) within which both parties continuously exchange socio-emotional benefits such as recognition and esteem (Cropanzano & Mitchell, 2005; Rupp & Cropanzano, 2002). Social exchange relationships are different from purely economic exchange relationships in that the obligations of the both parties in social exchange are unspecified. The open-ended obligations strengthen bonds of indebtedness and trust which trigger one exchange party to become committed to the other (Blau, 1964). As a result, employees in social exchange relationships tend to form a high degree of trust, a high level of investment and obligation, and a long-term orientation relationship with their supervisors and organizations (Rupp & Cropanzano, 2002; Shore, Tetrick, Lynch, & Barksdale, 2006). In addition, employees who enjoy the goodwill and caring of an organization will feel obligated to reciprocate with positive behaviors toward the supervisors and organizations. Current social exchange studies have contributed to enhance our understanding about the effects of social exchange relationships on employee outcomes. However, they paid little attention to examining how social exchange relationships influence employees’ intentions or abilities to reciprocate with behaviors and attitudes that benefit the supervisors and organization. Supervisory and organizational social exchange can be maintained if the receiver who gets the benefits (e.g., employees) can provide some intangible socio-emotional resources to the giver (e.g., supervisors or organizations), if the receiver harms the giver, the social exchange relationship can be broken (Gouldner, 1960). In general, the receivers in social exchange relationship are willing to improve their ability to benefit the giver because they would not like to break the trust with the giver and feel obligation to benefit the giver. In this study, we examined how supervisory and organizational social exchange influenced the receivers (i.e., employees)' behavioral self-management (i.e., ability) and how employees’ behavioral self-management affected their work attitudes and behaviors. We collected the data from three organizations in Republic of Korea (i.e., one air manufacturing, one hotel, and one telecommunication company). In the survey, employees assessed supervisory and organizational social exchange, their behavioral self-management, job satisfaction and organizational commitment. Supervisors reported their subordinates’ job performance and organizational citizenship behavior. We distributed 500 employee-supervisor pair surveys. Of 351 surveys collected (i.e., response rate = 70.2 %), we deleted 34 ones due to errors and missing values. The reliabilities of all the measures are great. The average of supervisory and organizational social exchange was 4.43 and 4.53, respectively, which is not high on a 7-point Likert-type scale. As expected supervisory and organizational social exchange significantly correlated with employees’ behavioral self-management. To test the research hypotheses, we used structural equation modeling and tested the mediation effects using Sobel (1982)’s test. Results revealed the positive effects of supervisory and organizational social exchange on employee’s behavioral self-management. Employees’ behavioral self-management was also significantly associated with their job satisfaction, organizational commitment, organizational citizenship behavior, and job performance. In addition, supervisory and organizational social exchange influenced employee outcomes (i. e., job satisfaction, organizational commitment, organizational citizenship behavior, and job performance) indirectly through employees’ behavioral self-management.

한국의 여성 창업성향 변화에 관한 실증분석

김상표 ( Sang Pyo Kim ),반성식 ( Sung Sik Bahn ),조동환 ( Dong Hwan Cho ),박종해 ( Jong Hae Park ) 한국중소기업학회 2010 기업가정신과 벤처연구 Vol.13 No.1

화이트헤드 철학과 조직이론의 만남 -실체철학을 넘어서-

김상표 ( Sang Pyo Kim ),김영진 ( Young Jin Kim ) 한국화이트헤드학회 2010 화이트헤드 연구 Vol.20 No.-

이 논문은 화이트헤드의 유기체 철학이 조직이론에 어떤 기여를 할 수 있는지를 검토한다. 조직의 패러다임이 실체 관점에서 과정 관점으로 이동하고 있음을 반증하는 증거들이 제시되고 있다. 이러한 문제의식 하에서 우리는 다음과 같은 순서로 논의를 전개한다. 먼저 화이트헤드의 유기체 철학에 기대어 실체 철학의 근본 전제들을 비판적으로 검토하고, 다음으로 실체 철학이 근대 과학에서 기계주의 형태로 변형되고 이것이 현대 조직이론에 어떻게 침투되었는지를 구체적으로 설명한다. 이 과정에서 우리는 조직 내 제도적 메카니즘을 설계하는 데 기본 전제로 작용하는 자유주의와 공동체주의의 존재론 및 인식론이 공통적으로 실체 철학의 범주를 벗어나고 있지 못함을 보여준다. 마지막으로 유기체 철학 혹은 과정철학을 조직이론에 불러들임으로써 조직이론가들이나 경영자들이 이론적, 실천적 측면에서 어떠한 도움을 받을 수 있는지를 개략적으로 살펴본다. This paper tried to show how Whitehead`s work on process paradigm has contributed significantly towards efforts in organization theory to explore organization as process. Whitehead`s discussion of the relationship between organism and substance in particular served to highlight central dynamic features of process. The Western tradition of thinking, the metaphysics of substance, based upon the binary separation between transcendental ideas and appearances in the real world, challenged by process philosophy through contemporary philosophy and modern physics. Process philosophy is increasingly relevant for organization theory as everyday organization`s institution and practice has to deal with fluid, changing and complex realities. But organization also must need to conserve stability, uniformity. Therefore, The aim of this paper is to discuss the notion of Whitehead`s process philosophy as being a unifying label for theoretical models that together emphasize change and stability, novelty and uniformity, becoming and being, and individuals and community.

연구논문 : 화이트헤드와 들뢰즈의 과정철학 -조직의 창조성과 실천적 프로네시스를 위한 새로운 문제 설정-

김상표 ( Sang Pyo Kim ),김영진 ( Young Gin Kim ) 한국동서철학회 2011 동서철학연구 Vol.59 No.-

화이트헤드와 들뢰즈는 초월성 보다는 내재성을 통해서 실재에 대한 이해를 탐구하였다. 내재성을 과정을 실재로 이해하는 것이다. 과정을 지성으로 이해한다는 것은 베르그손의 말대로 ``공간화``에 머물 수도 있다. 지성은 고체의 논리에 머물기 때문에 결코 지속을 파악할 수 없다는 것이 베르그손의 생각이다. 하지만 현대 과학의 발전과 연결된 철학은 연속성과 원자론이 결합된 과정철학을 전개할 필요가 있다. 화이트헤드와 들뢰즈는 생성의 양자론을 받아들인다. 새로움은 가능태가 아니라 잠재태 혹은 실재적 가능태에 대한 사유가 있어야 가능하다. 본질주의와 유형주의는 가능태와 현실태의 관계만 말하기 때문에 새로움이 나오는 것을 설명할 수 없다. 하지만 새로움이 반드시 긍정적인 의미만을 가질 수 없다. 오히려 조직의 지속적인 성장에 위해를 가져올 수 있다. 이를 극복하기 위해서는 실천적 프로네시스가 필요하다. 실천적 프로네시스는 진정한 긍정적인 차이를 생산하며. 그것만이 새로운 신체에 계승되는 힘을 가질 수 있다. 오늘날 조직이론에서 새로움에 대한 논의가 활발하게 진행되고 있지만 내재성의 장이 아니라 초월성의 저 주에 매몰되어 있는 경우도 많다. 이 점을 극복하는데 과정철학자인 들뢰즈와 화이트헤드의 존재론이 기여하는 바가 있을 것으로 보인다.

과정 철학과 프로네시스 -조직의 창조적 전진을 위한 길찾기-

김상표 ( Sang Pyo Kim ),김영진 ( Young Jin Kim ) 한국화이트헤드학회 2011 화이트헤드 연구 Vol.22 No.-

화이트헤드는 초월성보다는 내재성을 통해서 실재에 대한 이해를 탐구하였다. 내재성은 과정을 실재로서 이해하는 것이다. 과정을 지성으로써 이해한다는 것은 베르그손의 말대로 ``공간화``에 머물 수도 있다. 과정은 오직 직관을 통해서만 이해할 수 있다는 것이 베르그손의 관점이다. 화이트헤드는 베르그손과는 달리 지성과 직관은 모두 인간 경험의 중요한 측면이라고 보며, 이 양자의 결합을 통해 과정을 더욱 정합적이고 논리적으로 포착할 수 있다고 본다. 이 글은 화이트헤드의 과정철학에서 궁극자의 범주에 해당하는 창조성, 일자, 다자를 보다 쉽게 이해할 수 있게 설명하였으며, 이를 조직이론에 어떻게 적용가능하지를 살펴보았다. 오늘날 조직이론에서 다양한 변화의 물결이 일어나고 있다. 우리는 이런 변화가 전체적으로 과정철학, 특히 화이트헤드의 개념들과 밀접한 관련이 있음을 밝혀보고자 하였다. How Whitehead`s ultimate category and foresight can contribute to organization theory? This paper tried to show how Whitehead`s work on process paradigm has contributed significantly towards efforts in organization theory to explore organization as process. For a long time, management scholars have been trying to exclude subjectivity from management in order to build an "objective" theory that can be universally applied to any situation that managers face. Despite this rational effort, it is impossible to completely exclude subjectivity from management. As Whitehead points out, science or knowledge cannot be freed from subjective factors, because it is about issues of subjectivity, such as values, intensity. Creativity plays a important role in the relationship between human beings and the world. Process philosophy has been incorporated into the works of a few management scholars. Among them, Nonaka(2007) propose concrescence model of organizational change based on the philosophy of Whitehead. According to Nonaka, to understand management, we have to understand the process in which humans are interrelated. In the substance thinking of conventional economical theory, where the person is viewed as homo economicus, individual relationships are defined in contracts for satisfying people`s desires only in terms of the possession and consumption of goods and the accumulation of wealth. There, there is no community, only individuals who exist apart from others. A contract-based view of external relationships cannot grasp the process of ultimate category (creativity, Th, many). Nonaka also asserts that what defines the firm and the knowledge it creates is its practical ability to make value judgements in each particular situation to realize its vision of the future. This ability was described by Aristotle as an essential habit of mind that grasps the truth. It is the intellectual virtue he called phronesis, roughly translated as prudence, practical wisdom, and practical rationality. Whitehead translated it as foresight, seasonable truth. Therefore, The aim of this paper is to discuss the notion of Whitehead`s process philosophy as being a unifying label for theoretical models that together emphasize innovation and stability, foresight(phronesis), concrete relationship and community.

조직의 사회화 전략들과 근거리 사회화 결과들 그리고 원거리 사회화 결과들 사이의 관계에 관한 연구

김상표(Sang Pyo Kim),김태열(Tae Yeol Kim) 한국경영학회 2004 經營學硏究 Vol.33 No.6

The past organizational socialization studies have devoted their attention to examining how organizational socializations affect various individual outcomes. Although they have provided useful insights on organizational socialization, they have generally failed to examine the processes by which organizational socialization tactics affect various socialization outcomes. In addition, Jones (1986) provided a 3-factor conceptualization of socialization tactics (i.e., context, content, and social aspects) which is conceptually richer and allows for greater hypothesis-testing regarding specific classes of socialization tactics than a single continuum. However, only Cable and Parsons (2001) used the framework to examine the relationship between organizational socialization and person-organization fit (P-O fit). To address these limitations, this study investigated the effects of the 3-factor conceptualization of socialization tactics on socialization outcomes, based on the process model proposed by Saks and Ashforth (1997). According to Saks and Ashforth, socialization tactics are predicted to result in proximal socialization outcomes that are more directly affected by organizational socialization than others. Proximal socialization outcomes are then expected to influence a wide variety of more distal socialization outcomes. That is, proximal socialization outcomes mediate the relationship between organizational socialization and distal socialization outcomes. In this study, we examined how person-organization fit and role clarity (i.e., proximal socialization outcomes) mediate the relationship between the 3-factor socialization tactics and various distal socialization outcomes (i.e., organization commitment, job satisfaction, and intention to quit). To test this research model, we collected data from newcomers whose tenure is between 3 months and 2 years in 9 Korean organizations. Based on 347 completed surveys, we conducted structural equation modeling analysis using AMOS 4.0. The results show that overall the proposed research model fits to the data well based on various fix indices such as CFI and GFI. More specifically, significant tests of each path coefficient show that, as expected, content and social aspects of socialization were positively associated with person-organizational fit and role clarity. P-O fit and role clarity were also significantly associated with three distal socialization outcomes. In addition, P-O fit and role clarity partially mediated the relationship between organizational socialization and the distal socialization outcomes. For example, person-organizational fit and role clarity fully mediated the relationship between content aspect of socialization and organizational commitment and job satisfaction. However, as unexpected, collective and formal socialization (i.e., context aspects of socialization) was negatively and significantly associated with P-O fit. It is possible that when organizations provide the same socializations to newcomers while separating them from the existing employees, the newcomers may develop their own subcultures that may deviated from the current organizational culture and values. In particular, in Korea, where generation differences are substantial (Inglehart, 1990), the negative impact of collective and formal socialization on person-organizational fit may be not unusual. Thus, when organizations use collective and formal socialization tactics (i.e., the context aspect of socialization), they have to pay more attentions to clarifying the purpose and the content of the socialization. Theoretical and practical implications are discussed.