창업기업의 경영자 혁신이 구성원의 혁신행동에 미치는 영향 : 실행 DNA 관점에서

Abstract

본 연구의 목적은 창업 기업에 있어서의 경영자의 혁신을 실행 (operation) DNA 관점에서 조직구성원의혁신행동에 미치는 영향을 분석하기 위함이다. 기존에 이루어졌던 경영자의 혁신과 관련된 연구는 주로 경영자의 학습과 능력 개발이라는 2가지 주안점에 초점을 맞추어 진행되었다. 즉, 경영자가 변화하는 환경에 대한대처하기 위한 관점의 연구라 할 수 있다. 하지만, 본 연구에서는 경영자가 본질적으로 가지고 있는 선천적능력인 역량 (competency)의 측면 접근하였다. 실행 DNA는 Dyer et al. (2009)이 혁신적 기업가와 일반 기업가의 차이를 설명하면서 제시한 개념으로 분석하기, 계획하기, 세부업무추진하기, 절도 있게 업무 처리하기 등의4가지 능력을 뜻한다. 결국, 경영자의 혁신 능력이라 할 수 있는 실행 DNA가 조직구성원의 변화된 행동이라할 수 있는 혁신행동을 이끌어내는 것을 확인하기 위해 연구를 진행하였다. 연구가설을 검증하기 위해 대구 경북에 위치한 5년이하의 창업기업 구성원을 대상으로 111분의 설문을수거하고 분석하였다. 연구 가설을 분석하기 위하여 다중회귀분석(multi regression analysis)을 실시하였으며분석결과, 첫째, 실행 DNA의 계획하기는 구성원의 혁신행동에 유의미한 정(+)의 영향을 미치는 것으로 확인되었다. 즉, 창업기업의 경영자가 목표달성을 위해 구성원들에게 제시하는 세부적인 계획과 계획에 따른 책임감등의 공유는 구성원들에게 변화된 행동을 이끌어 낸다. 둘째, 실행DNA의 세부업무추진하기는 구성원의 혁신행동에 유의미한 정(+)의 영향을 미치는 것으로 나타났다. 구성원들이 느끼는 경영자의 세세한 관심과 업무의체계적 조직화 및 추진이 혁신행동을 유발시키는 것을 확인하였다.

In terms of the impact of innovation, Hamel (2006) argues that entrepreneurial innovation has meaning in creating corporate performance by influencing members of the organization. In addition, in the study of Lecler and Kinghorn (2014), the difference in perception of opportunities, realization of opportunities, and problem-solving strategies of managers was defined as innovation, and this ability was explained as an important factor affecting changes in employee behavior and corporate performance. The context of these studies began with the framework that organizational innovation comes from entrepreneurial innovation, and managerial innovation is based on entrepreneurship. The purpose of this study is to explore the impact of management's innovation on the innovation behavior of organizational members from the perspective of operation DNA. Previous researches related to managerial innovation were conducted mainly focusing on the two main focuses of manager learning and ability development. In other words, it can be said to be a study from the perspective of managers to cope with the changing environment. However, in this study, it was approached from the viewpoint of competency, which is an inherent ability of managers. Operation DNA refers to the four skills Dyer et al (2009). Management's innovation affects the behavior of members of the organization, which in turn creates a company's competitive advantage and performance (Klein, 2008). In addition, product innovation is driven by the voluntary innovation behavior of members of the organization (Newey & Zahra, 2009). In addition, in the case of managers with high operation DNA, the situation that becomes an issue is carefully analyzed, planned, promoted, and handled, leading to innovation behavior of members of the organization. This study was conducted to confirm that the operation DNA, which is the manager's innovation ability, leads to the innovation behavior, which is the changed behavior of the members of the organization. To verify the research hypothesis, 111 questionnaires were collected and analyzed for the members with less than 5 years in start-up companies located in Daegu and Gyeongbuk areas. To analyze the research hypothesis, a multi-regression analysis was performed. Study results are as follows: first, it was confirmed that planning of operation DNA had a significant positive (+) effect on the innovation behavior of members. In other words, the sharing of the detailed plans and responsibility according to the plans that the manager presents to the members to achieve the goals leads to changed behavior to the members. Second, it was found that the promotion of detailed tasks of operation DNA had a significant positive (+) effect on the innovation behavior of members. It was confirmed that managerial attention and systematic organization and promotion of work, felt by members, triggered innovation behavior. The implications of this study are as follows. First, in a series of studies by Dyer et al. (2009), it is meaningful in that it has demonstrated the need to strengthen the innovation DNA of managers for organizational innovation, targeting startup companies (less than 5 years) located in Daegu and Gyeongbuk. In particular, Dyer et al. (2009) have conducted research on innovative companies, dividing the concept of innovative DNA into discovery DNA and operation DNA. However, in this study, the scope of the study was expanded by targeting start-up companies centering on the operation capability of the innovative DNA, the operation DNA. Second, the study was conducted not from the perspective of managers' learning ability, but from the perspective of innate ability, that is, manager's competency. Operation DNA can be interpreted not as a manager's specialized ability but as a fundamental ability that anyone has. In this respect, it can be said that a different level of approach to managers' innovation ability was attempted. Finally, it was confirmed that planning and detailed task processing among the operation DNA had a positive (+) effect on innovation behavior. Using these results, managers can identify the areas of intensive effort required to induce the innovation behavior of members of the organization. In future studies, it is necessary to deal with the research in depth through a multidimensional approach that applies the internal and external environment of the organization. Thus, it is necessary to conduct research by adopting a compensation and support system as an independent variable that can lead to the innovation behavior of members of the organization.