통합 기제로서의 사회적 자본: 분리된 활용과 탐험 조직 간 통합을 중심으로 = Social Capital as an Integration Mechanism: Its Role in Organizational Ambidexterity of Structurally Separated Organizations

국문 초록 (Abstract)

조직양면성을 달성하는 근본적인 방법 중의 하나로서 탐험 활동을 담당하는 조직과 활용 활동을 담당하는 조직 단위를 분리하는 것을 들 수 있다. 그러나, 조직양면성을 달성하기 위해서는 구조 분리와 함께, 분리된 조직 단위 간의 상호 협력과 지식이나 자원의 공유 등과 같은 통합 활동이 필요하다. 그동안 조직양면성을 달성하는 방법에 대해서는 개념적 논의와 사례연구가 주를 이루어왔으며, 최근에 들어 실증연구들이 이루어지기 시작하고 있다. 그러나 이러한 실증연구는 최고경영팀의 행위 통합이나 기능횡단팀 등과 같은 구조적, 공식적 통합 장치에 주로 초점을 두고 이루어지고 있다.
본 연구는 분리된 탐험 조직과 활용 조직을 효과적으로 통합하는 메커니즘으로서 사회적자본의 역할에 주목하였다. 이러한 관점에서 조직양면성 이론과 사회적 자본 이론의 결합을 통해 사회적 상호작용, 신뢰, 비전과 코드의 공유와 같은 사회적 자본의 제 차원이 조직 분리와 조직양면성의 관계를 매개한다는 가설을 도출하고, 기술집약적 기업의 연구개발 부문을 대상으로 자료를 수집하고 가설을 검정하였다. 연구 결과, 조직 단위의 공간적 분리는 기업이 활용 활동과 탐험 활동을 동시에 추구할 수 있도록 함으로써 조직양면성 제고에 긍정적인 영향을 미치는 것으로 나타났다. 그러나, 사회적 자본 변수를 포함할 경우, 사회적 자본의 세 차원은 탐험 조직과 활용 조직의 분리가 조직양면성에 미치는 영향을 완전 매개하는 것으로 나타나, 연구의 가설이 모두 지지되었다. 본 연구는 동태적인 환경에서 사회적 자본과 같은 비공식적이고 사회적인 통합 수단은 분리된 조직을 효과적으로 통합하는 메커니즘으로 작용할 수 있다는 점을 제시하는 결과이며, 조직양면성 연구의 발전에도 새로운 시사점을 제공하고 있다. 이러한 연구 결과를 바탕으로 연구의 실무적 시사점과 한계 및 향후 연구방향을 논의하였다.

다국어 초록 (Multilingual Abstract)

How do firms survive and prosper in a dynamic and volatile environment? A growing consensus among management and organization scholars is that an appropriate balance between exploitation and exploration is essential for a firm’s survival and long-term prosperity. Thus, the organizational ambidexterity framework has emerged as a promising research area. Whereas most studies have focused on the benefits and economic consequences of organizational ambidexterity, far less attention has been paid to uncovering how firms may achieve this ambidexterity.
How should organizations manage the tension and balance between exploitative and exploratory activities? This study looks at how to achieve the balance between exploitation and exploration. Prior research on the modes of organizational ambidexterity has stressed that structural differentiation is crucial to the simultaneous pursuit ofexploitation and exploration, yet our understanding of the modes of ambidexterity is still limited. Structural separation can help organizations maintain multiple inconsistent and conflicting demands; however, separate exploitative and exploratory activities (units) should be coordinated and integrated. In terms of organizational integration mechanisms for ambidexterity in structurally separated organizations, previous research has mainly focused on structural and formal integration mechanisms such as cross-functional interfaces and behavioral integration within top management teams. However, these structural and formal integration devices are costly and, more importantly, lead to organizational complexity. Based on this line of reasoning, this study focuses on the role of social capital as a potential integration mechanism between exploitative and exploratory organizational units.
This study investigates the role of social capital in the organizational ambidexterity of structurally differentiated organizations. Prior studies have emphasized that ambidextrous organizations are composed of structurally separated exploitative and exploratory units. However, organizational separation is a necessary condition. In this study, I focus on the role of social capital in integrating structurally differentiated exploitation and exploration activities. Based on this idea, I developed and tested a research model that investigated how the three aspects of social capital (structural, relational, and cognitive dimensions) mediate the relationship between organizational separation and ambidexterity. The hypotheses are as follows:H1: Organizational separation between exploitative and exploratory units is positively related to organizational ambidexterity.
H2: Social interaction (the structural dimension of social capital) among organizational members mediates the relationship between organizational separation and organizational ambidexterity.
H3: The level of trustworthiness (the relational dimension of social capital) among organizational members mediates the relationship between organizational separation and organizational ambidexterity.
H4: Shared vision and codes (the cognitive dimension of social capital) among organizational members mediates the relationship between organizational separation and organizational ambidexterity.
A field study of R&D divisions in knowledge-based industries in Korea showed that social interaction, trust, and shared vision and codes fully mediated the relationship between organizational separation and organizational ambidexterity. This study confirms previous assertions that structural separation provides an important but insufficient structural characteristic for achieving ambidexterity. Structural separation helps organizations to buffer exploratory activities from ongoing exploitative activities. However, it also demonstrates that certain integration mechanisms need to be coordinated between separate organizational subunits. The empirical findings indicate that various aspects of social capital work as effective integration m...

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