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개인의 아이디어 제안과 채택에 대한 연구: LMX, TMX, 그리고 혁신지원풍토의 조절효과를 중심으로

Title
개인의 아이디어 제안과 채택에 대한 연구: LMX, TMX, 그리고 혁신지원풍토의 조절효과를 중심으로
Other Titles
The Study on Idea Generation and Implementation : The Moderating effect of LMX, TMX, and Support for Innovation
Author
김민수
Keywords
혁신과정; 아이디어 제안; 아이디어 채택; LMX; TMX; 혁신지원풍토; Innovation Process Idea Generation; Idea Implementation; Support for Innovation
Issue Date
2015-10
Publisher
한국기업경영학회
Citation
기업경영연구, v. 22, NO 5, Page. 67-85
Abstract
조직 내 혁신의 중요성에도 불구하고, 아직까지 국내에서 혁신과정에 대해 다룬 연구가 부족한 실정이다. 이에 본 연구에서는 혁신과정의 두 단계인 아이디어 제안과 아이디어 채택 단계를 살펴보고자 하였다. 먼저, 개인의 아이디어 제안이 아이디어 채택에 어떠한 영향을 미치는지 살펴본다. 다음으로 개인의 아이디어 제안과 채택 간의 관계에 있어 개인의 사회적 교환관계, 즉 리더와의 교환관계와 팀 구성원들과의 교환관계가 어떠한 영향을 미치는지 살펴보고, 더 나아가 팀의 혁신지원풍토의 효과까지 살펴보고자 하였다. 자료 수집은 2013년 하반기에 설문지 응답법을 통해 이루어졌고, 최종적으로 49개 팀, 228명으로부터 설문지를 회수하여 최종 통계분석에 사용하였다. 실증분석 결과, 첫째, 아이디어 제안은 아이디어 채택에 유의미한 정(+)의 관계를 갖는다. 둘째, 아이디어 제안과 아이디어 채택 간 관계에서 LMX는 유의미한 조절효과를 갖지 않는 것으로 나타났다. 셋째, TMX는 아이디어 제안과 아이디어 채택 간 관계를 조절하는 것으로 나타났다. 넷째, 팀의 혁신지원풍토 또한 개인의 아이디어 제안과 아이디어 채택 간 관계를 조절하는 것으로 나타났다.Innovation in organizations has long been recognized as a source of competitive advantage and is essential for prosperity and growth. Innovation is commonly characterized as a process that composed two broad stages: idea generation and idea implementation (Clegg, Unsworth, Epitropaki, & Parker, 2002; West, 2002). Idea generation, the first stage of the process, involves behaviors producing ideas regarding improving or modifying organizational products, policies, or procedures by employees in organization(Amabile, 1988). The Idea implementation which is the second stage of the process refers to the extent to which the ideas generated by employees are successfully adopted by the organization (Amabile, 1988; Clegg, Unsworth, Epitropaki, & Parker, 2002; West, 2002). Prior research in organizational behavior has focused on the production of novel and useful ideas for innovation than idea implementation in organizations. However, recent evidence suggests that the implementation of such ideas can be of great value to the organization, thus considering the idea implementation as an important process (Birkinshaw et al., 2008). Based on earlier research, there were inconsistent results the relationship between idea generation and idea implementation. Therefore, this study verifies this relationship. Although members generate a lot of ideas for organization’ innovation, all ideas doesn’t accept or implement by the organization (Choi & Chang, 2009). In the view of social-political process, the relationship with team leader and other members and support climate for innovation in organizations are crucial factor for implementing their ideas. If their ideas don’t get agreement and support from team leader and other members, the ideas would not converted into successful innovative performance. For this reason, this study examined moderating effects of LMX, TMX, and support climate for innovation between member’s idea generation and implementation. To test hypotheses, A survey was conducted to gather data from 228 members and 49 teams in domestic companies. Questionnaire consists of two version: the idea implementation for leaders and the rest variables for members separately. The result of the hypotheses about idea generation and idea implementation showed that members’ idea generation influenced idea implementation. Also there are moderation hypotheses indicated that TMX in individual level moderated the relationship between idea generation and idea implementation. But, LMX was not significant. Lastly, supportive climate for innovation in team level moderated the relationship between idea generation and idea implementation. In this study, we distinguished the concept and found a positive association between idea generation and idea implementation. Also, we verify the importance of social exchange relationship with others in innovative process. That is, we found that team member exchange and team’ climate was important for idea implementation. In these points, our research has several theoretical implications and practical implications. Team leaders should realize their role of exchange relationship among team members for innovative performance. And the support, the will, and rewards of organization for innovation have also crucial.
URI
http://www.kocoma.or.kr/html/sub3_01.html?pageNm=article&code=295352&Page=17&year=&issue=&searchType=&searchValue=&journal=1http://hdl.handle.net/20.500.11754/27922
ISSN
1229-957X
Appears in Collections:
GRADUATE SCHOOL OF BUSINESS[S](경영전문대학원) > BUSINESS ADMINISTRATION(경영학과) > Articles
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