전술 번들링과 전략실행의 효과에 관한 연구 = Tactic Bundling and the Effectiveness of Strategy Implementation

국문 초록 (Abstract)

  이제까지의 경영전략 분야는 전략의 수립과 내용 측면의 연구가 많이 진행되어, 전략수립에 비해 전략실행에 대한 연구와 이해는 부족한 실정이다. 본 연구는 이와 같은 전략실행 연구의 부족함을 일부 메우고자, 전략을 행동으로 옮기는 구체적인 방법이라 할 수 있는 실행전술(implementation tactic)에 초점을 맞춘다. 전략실행은 조직 구성원들이 함께 움직일 경우에만 성공할 수 있으므로 실행전술을 ‘경영자가 자신이 의도하는 전략적 방향으로 직원들을 움직일 수 있도록 영향력과 권력 기반으로 몰입을 증가시키고 저항을 줄이기 위해 발휘되는 책략’으로 상정하였다. 본 논문에서는 기존 전술연구들을 통합, 정리하여 9가지의 실행 전술을 도출하였으며, 이를 토대로 실행 전술의 효과성을 파악하였다. 실행 전술은 사용 순서나 실행 내용 즉, 전략에 따라 그 효과성이 다르게 나타날 것이며, 다양한 전술들이 동시다발적으로 혹은 순차적으로 사용될 수 있을 것이라고 예측하였다. 이와 같이 다양한 전술들을 순차적으로 혹은 동시에 결합하여 사용하는 것을 “전술 번들링(tactic bundling)”이라고 이름 붙였다. 이러한 예측들을 실증 분석하기 위하여 9개월의 참여관찰과 인터뷰를 포함한 총 2년 4개월 동안 심층사례 연구를 수행하였다. 연구결과로는 첫째, 개별전술 혹은 전술 번들링은 그 사용 순서 및 결합되는 전술의 유형에 따라 효과성에 차이가 있다. 감정적 전술의 경우 타 전술과 결합되는 모든 경우에서 긍정적 효과가 발견되었으며, 강압적 전술의 경우는 그 사용순서에 따라 효과가 전혀 다르게 나타났다. 둘째, 전술의 효과성은 전략 내용(대상의 가시성여부, 이해관계의 대립정도)에 따라 효과 차이가 발생한다. 전술을 많이 사용하면 효과적이라는 전술 번들링 효과는 일반적인 현상이지만, 필요 이상의 번들링은 경제성(parsimony)에 반하는 현상으로 비효율성을 증가시키게 된다. 따라서 전략 내용에 따른 적정수준의 전술 규모 및 사용이 고려되어야 한다.

다국어 초록 (Multilingual Abstract)

  Organizations in today’s hyper-competitive environment need to formulate a strategy in order to survive and to sustain competitive advantages. Unfortunately, only a small number of them achieve the intended result, indicating a gap between formulation and implementation. Thus, knowledge and wisdom for successful strategy implementation is in high demands, from business circles and academicians alike. Until now, strategy implementation has received much less research attention than strategy formulation, even though the number of studies on strategy implementation has recently increased.<BR>  Under these circumstances, the study raises the following research questions. What are the strategy implementation tactics and the pattern of tactic usage? And what kind of implementation tactic and usage are effective to achieve implementation objective and to mitigate employee resistance for change?<BR>  To address these questions, this study first reviews relevant theories and existing research on the following topics: concept of strategy implementation, strategy implementation tactics drawing upon power and influence tactics studies, resistance as the consequence of implementation tactics, and the contextual factors and their interactions. Based on the literature review, a general strategy implementation process is mapped out, which incorporates the implementation cases, implementation tactics, and resistance.<BR>  To follow the process of implementation, a two-year, in-depth case study was conducted using a participant-observation method at a Korean subsidiary of a multinational pharmaceutical company. While the implementation process of this company is one big case, it is composed of thirteen sub-cases. Therefore, this study has an element of both singleand multiple-case study.<BR>  To evaluate the effectiveness of certain tactics applied to change events and programs i.e., sub-cases, two criteria were used. Based upon whether intended changes, programs, and policies were actually introduced and implemented, and change in the resistance level, the sub-cases were classified into three categories: (1) success: when planned change did happen and there was little resistance from employees or resistance was reduced, (2) partial success: when planned change happened but employee resistance could not be addressed, and (3) failure: when change did not happen as planned and resistance remained high. Level of employee resistance was measured, before and after certain tactics were applied. Using intra- and inter-rater comparison coding method, implementation tactics were divided into nine specific types. Using the same process as in the implementation tactic coding procedure, employee resistance was classified into commitment, compliance, indifference, passive resistance, and active resistance, depending on the strength of resistance. To examine the relation between strategy and effectiveness of tactics, we also divided strategy into four groups based on two dimensions, conflict of interest and tangibility of change target.<BR>  Major findings of this study are as follows. First, there seems to be an effective way of using strategy implementation tactics. Nine implementation tactics are developed in this study, based on the existing implementation, power, and influence tactics. Nine implementation tactics are classified into four groups: 1) rational, 2) emotional, 3) manipulation, and 4) coercive tactics.<BR>  Second, each tactic has different result depending on the context, that is, the specificity of the case and order of tactic usage. Rational tactics seem to be the natural choice in the course of introducing new changes because the CEO, a change agent, tries to persuade employee to understand direction and intention of new program or policy with rational methods. While rational tactics were used 100% of the cases, they were rarely used alone. All the cases wh

목차 (Table of Contents)

• 〈초록〉
  Ⅰ. 서론
  Ⅱ. 이론적 배경
  Ⅲ. 실행전술의 유형과 효과성
  Ⅳ. 연구 방법론
  Ⅴ. 연구 결과 및 명제 도출
  Ⅵ. 결론
  참고문헌
  부록 : A사 전략 실행 사례정리
  ABSTRACT
  

참고문헌 (Reference)

• 1 권석균, "조직변화와 저항연구 : 한국 통신사업체의 사례연구" 서울: 다산출판사 389-464, 1997
• 2 비전 워크샵, "전술 번들링과 전략실행의 효과에 관한 연구- 125 -사례 정리윤리규정 제정 사장 취임 이후 윤리경영 강화를 위한 첫 시발점으로 윤리 강령 제정 프로젝트 팀이 구성되어 진행되었음 가시적으로는 윤리강령 제정 작업이지만 실질적으로 뿌리 깊이 내재되어 있는 업무 관행의 변화와 영업 직원들의 신념 변화를 의도한 프로젝트였음 제약 산업 내 오랫동안 뿌리 내려온 관계 지향적인 영업 관행을 깨고자 수행한 것으로 영업사원들은 극심한 반대가 있었으나 지속적인 필요성 강조와 함께 일관적인 수행으로 점차 그 중요성을 받아들이게 됨 워크샵은 204년 5월 수립된 비전을 전사적으로 공유하기 위하여 실시되었음 2달동안 동안 각 부서에서 추천된 15명의 TFT와 외부 컨설턴트의 도움으로 준비되었으며 본 원크샵은 204년 10월에 하루 동안 진행되었음 워크샵의 내용은 비전 수립과정에 대한 이해 및 비전관련 내용을 학습 홍보한 워크샵으로 마지막 시간에는 직원들이 직접 만든 자신들의 2010년도 모습 이라는 제목의 비디오 클립을 상영하였음 직원들은 비전 수립단계를 경험하며 비전에 담겨 있는 많은" 2003년9월~1월2004년9월~10월
• 3 김언수, "움직이는 전략" 서울: 세영사 2001
• 4 Cenek, R. E, "Why improvement eforts fail and what to do about it" 18 : 66-73, 1995
• 5 Mabin, V. J, "Using the theory of constraints to assist change management" 25 : 2001
• 6 Schwarzwald, J, "Usage of and compliance with power tactics in routine versus nonroutine work settings" 18 : 385-402, 2004
• 7 Douglas, C, "Transition to self-directed work teams : Implications of transition time and self-monitoring for manager s’ u s e o f influence tactics" 25 : 47-65, 2004
• 8 Dunphy, "Transformational and coercive strategies for planned organizational change" 317-334, 1988
• 9 Smith, K.A, "Toward a research agenda on top management teams and strategy implementation" 17 : 135-152, 1996
• 10 Huy, Q. N, "Time, temporal capability, and planned change" 26 : 601-623, 2001
• 11 Eisenhardt, K. M, "Theory building from cases : Opportunities and chalenges" 50 : 25-32, 2007
• 12 Beer, M.,, "The silent kilers of strategy implementation and learning" 41 : 29-40, 2000
• 13 Fox, S, "The power of emotional a ppeals in promoting organizational change programs" 15 : 84-95, 2001
• 14 & Charan, "The discipline of getting things done"
• 15 Tepper, B. J, "Test of a justice-based model of subordinates" 23 : 144-160, 1998
• 16 "Tactics of implementation Academy of Management Journal" 230-261, 1986
• 17 Nut, P. C, "Surprising but true Half the decisions in or ganizations fail" 13 : 75-90, 1999
• 18 Pettigrew, A. M, "Studying organizational change and development : Chalenges for future research" 44 : 697-713, 2001
• 19 Hutzschenreuter, T.,, "Strategy-process research:What have we learned and what is stil to be explored" 32 : 673-720, 2006
• 20 Kim, E.,, "Strategy on the move" Seoul, Korea: Se-young-sa 2001
• 21 Quinn, "Strategies for change" Logical incrementalism 1980
• 22 Jones, "Strategics and tactics of planned organizational change Philippine Journal of Administration" 320-342, 1966
• 23 Appelbaum, S. H, "Strategic downsizing: Critical success factors" 37 : 535-552, 1999
• 24 Leana, C. R.,, "Stability and change as simulta neous experiences in organizational life" 25 : 753-759, 2000
• 25 Piderit, S. K, "Rethinking resistance and recognizing ambi valence : A multidimensional view of attitudes toward and organizational ch ange" 25 : 783-794, 2000
• 26 Bovey, W. H, "Resistance to organizational chan ge : The role of cognitive and affective processes" 22 : 372-382, 2001
• 27 Ford, "Resistance and the background conversations of change Journal of Organizational Change Management" 105-121,
• 28 Tyler, "Psychology of procedural justice Antecedent s of distributive and procedural justice Journal of Personality and Social Psychology" 850-863, 1994
• 29 & Brockner, "Procedural unfairness and psychology of the contingent worker Paper presented at the annual meeting of the Academy of Management" 1993
• 30 & Lawler, "Power and politics in organizations The social psychology of conflict" Jossey-Bass 1981
• 31 Buchanan, D, "Politics and organizational change: The lived" 52 : 609-629, 1999
• 32 Siggelkow, N, "Persuasion with case studies" 50 : 20-24, 2007
• 33 Yukl, G.,, "Patterns of influence behavior for managers" 18 : 5-28, 1996
• 34 Kwon, S, "Organizational change and resistance: A case study of Korean telecommunication company" Seoul, Korea: Dasan Publishing Co 289-464, 1997
• 35 Brooker, "Journal of Business Strategy" 4-8, 1991
• 36 Nadler, "Journal of Applied Behavioral Science" 1981191-211
• 37 A, "Influence tactics used by subordinates A theoretical and empirical analysis and refinement of the Kipn is Journal of Applied Psychology" 246-257, 1990
• 38 Higgins, C. A, "Influence tactics and work outcomes: A meta-analysis" 24 : 89-106, 2003
• 39 & Tracey, "Influence tactics and objectives in upward downward Journal of Applied Psychology" 132-140, 1992
• 40 Lines, R, "Influence of participation in strategic change" 4 : 193-215, 2004
• 41 "Implementation approaches for project plannin g Academy of Management Review" 600-611, 1983
• 42 "How to earn your employees ’ commitment Academy of Management Executive" 58-67,
• 43 Nut, P. C, "Half of the decisions we make are wrong Why?" 30 : 63-66, 2001
• 44 Schendel, "Fundamental issues in strategy Fundamental issues in strategy" Harvard Busin ess School Press 9-47, 1994
• 45 Coetsee, L, "From resistance to commitment" 204-222, 1999
• 46 "Formulation tactics and the success of organi zational decision making" 519-540, 1992
• 47 Schmidt, "Explorations in getting one ’s way Journal of Applied Psychology" 440-452, 1980
• 48 Huy,Q. N, "Emotional balancing of organizational continui ty and radical change The contribution of middle managers" 47 : 31-69, 2002
• 49 Antonacopoulou, E. P, "Emotion, learning and organizational change: Towards an integration of psychoanalytic and other pers pectives" 14 : 435-451, 2001
• 50 Armenakis,A,A, "Crafting a change message to create transformational readiness" 15 : 169-183, 2002
• 51 "Consequences for managers of usi ng single influence tactics and combinations of tactics Academy of Management Journal" 638-652, 1992
• 52 Markoczy, L, "Consensus formation during strategic change" 22 : 1013-1031, 2001
• 53 & Schlesinger, "Choosing strategies for change" 106-14, 1979
• 54 Dent, E. B, "Challenging resistance to change" 35 : 25-41, 1999
• 55 Beer, M, "Breaking the code of change" Bosto n, MA: Harvard Business School Press & (&): 2000
• 56 Sandy, "Avoid the breakdowns between planning and imple mentation" 30-33, 1991
• 57 Feuer R, "Analysis of strategy formulation and implementation at Hewlet-Packard" 33 : 4-16, 1995
• 58 K i p n i s, "An influence perspective on bargaining Negotiating in organizations" 308-319, 1983
• 59 "Academy of Management Review" 442-454, 1982
• 60 Coton, "Academy of Management Review" ath : 8-22, 1988
• 61 Walton, "A theory of change in labor-management relations" 1994
• 62 Huf, "A review of strategic process research" 212-236, 1987
• 63 Coghlan, "A person centered approach to dealing with re sistance to change" 10-14, 1993
• 64 Hope, "A cognitive-expectancy analysi s of compliance decisions" 739-751, 1988
• 65 Myers, "10 rules for change" 9-10, 1991