주재원의 이문화 동기부여와 경계관리행동, 현지채용인의 태도에 관한 다수준 연구: 중국 진출 한국기업을 대상으로

Abstract

다국적 기업의 주재원은 본사와 지사의 경계에서 오는 문화의 차이를 극복하여 정보를 공유하고 갈등을 해결하여 협력을 이끌어 냄으로써 기업 내 상호의존성을 높이는 중요한 역할을 한다. 이러한 경계관리행동을 통해 나아가 현지채용인을 조직에 애착을 가지도록 도와 모기업의 일원으로 사회화 시키는 역할을 한다. 본 연구는 네트워크 이론을 이론적 틀로 채택하여 경계관리행동을 정의하고 경계관리행동을 어떻게 높이는지, 그리고 이것이 부하직원인 현지채용인에게 어떠한 영향을 미치는지에 대한 이해를 돕고자 했다. 이를 위해 중국에 진출한 한국기업들을 대상으로 15명의 심층면접과 주재원수준 76명, 현지채용인 수준 288명의 다수준 구조의 자료를 수집하여 이론적 모델을 뒷받침하도록 하였다. 결과는 이문화 동기부여와 경계관리행동(본사대표행동, 지사대표행동, 과업조정행동)의 관계가 정의 관계가 있는 것으로 나왔다. 그리고 업무적응이 이문화 동기부여와 경계관리행동의 인과적 관계를 연결하는데 중요한 역할을 한다는 것을 밝혔다. 또한 주재원의 경계관리행동, 특히 본사대표행동은 현지채용인의 조직동일시와 조직몰입을 이끈다는 것을 보여주었다. 이러한 결과들은 주재원이 집중하고 힘써야 할 경계관리행동의 범주를 제시하여 주고 효과성에 대한 기준을 확장하였을 뿐만 아니라 선행요인과 결과변인들을 탐색하는데 시사점을 주었다.| Expatriate has critical roles to increase interdependence within MNCs by overcoming cultural boundaries between headquarter and subsidiary and sharing information and cooperating to resolve the conflict. These roles are called boundary spanning behaviors. Through these roles, furthermore, he or she helps host country nationals have attachment as a member of MNCs in socialization. Adopting a social network perspective, I re-defined boundary spanning behaviors and sought how to raise these behaviors and how to effect on host country nationals' attitudes. Analyses of multilevel data collected from 76 expatriates and 288 host nationals subsidiaries in China indicated that expatriate's cross-cultural motivation was positively related to boundary spanning behaviors(headquarter representative behavior, subsidiary representative behavior, task coordination behavior) and work adjustment was more likely to mediate the positive relationship between cross-cultural motivation and boundary spanning behaviors. Results also revealed that expatriate's boundary spanning behavior, especially headquarter representative behavior predicted host country nationals' organizational identification and organizational commitment. This study not only offers the insight about the boundary spanning behaviors that should be focused and be strived while on international assignments and expands criteria of the expatriate assignment effectiveness, also has implications to explore antecedents and consequences.; Expatriate has critical roles to increase interdependence within MNCs by overcoming cultural boundaries between headquarter and subsidiary and sharing information and cooperating to resolve the conflict. These roles are called boundary spanning behaviors. Through these roles, furthermore, he or she helps host country nationals have attachment as a member of MNCs in socialization. Adopting a social network perspective, I re-defined boundary spanning behaviors and sought how to raise these behaviors and how to effect on host country nationals' attitudes. Analyses of multilevel data collected from 76 expatriates and 288 host nationals subsidiaries in China indicated that expatriate's cross-cultural motivation was positively related to boundary spanning behaviors(headquarter representative behavior, subsidiary representative behavior, task coordination behavior) and work adjustment was more likely to mediate the positive relationship between cross-cultural motivation and boundary spanning behaviors. Results also revealed that expatriate's boundary spanning behavior, especially headquarter representative behavior predicted host country nationals' organizational identification and organizational commitment. This study not only offers the insight about the boundary spanning behaviors that should be focused and be strived while on international assignments and expands criteria of the expatriate assignment effectiveness, also has implications to explore antecedents and consequences.