Earticle

지난 30년간에 걸쳐 개인-환경 적합성에서 개인-조직 적합성이 중점적으로 논의되면서 조직구성원의 행동 등에 바람직한 효과를 발휘하는 것으로 나타났다. 하지만 개인-조직 적합성과 창의성, 혁신 간의 관계를 부정적 으로 논할 수 있는 ASA(Attraction-Selection-Attribution)이론, 유사성-매력이론과 긍정적으로 논할 수 있는 사회 교환이론, 사회정체성이론, 긍정적 정서의 확장-형성이론 등이 있으며 실증 분석 결과에서도 혼재된 결과가 나 타나고 있다. 이러한 논쟁을 해소할 수 있는 상황적 요인을 살펴볼 필요가 있는데 조직의 기본적 업무 단위로 팀이 제시되었다는 측면과 더불어 급변하는 경영환경에서 팀의 적응력을 높일 수 있는 팀 동적역량에 관심을 두게 되었다. 이에 팀 동적역량이 높으면 긍정적 정서의 확장-형성이론에서 논의된 유연성, 개방성 등이 높아지 면서 개인-조직 적합성과 창의적 행동 간의 관계가 긍정적일 수 있지만 팀 동적역량이 낮으면 ASA이론에서 논 의된 동질성이 높아지면서 개인-조직 적합성과 창의적 행동 간의 관계가 부정적일 수 있다고 판단하였다. 52개 팀의 팀장과 210명의 팀원들로부터 수집한 자료로 통계 검증한 결과 개인-조직 적합성과 창의적 행동 간의 관 계에서 팀 동적역량은 유의한 교차수준 조절효과가 있는 것으로 나타났다. 구체적으로 팀 동적역량이 높은 팀 에서 조직구성원의 개인-조직 적합성은 창의적 행동을 향상시키는 반면 팀 동적역량이 낮은 팀에서 조직구성원 의 개인-조직 적합성은 창의적 행동을 감소시킨다는 결과가 나타났다. 이러한 이론적 논의와 실증 검증을 통해 얻을 수 있는 기업경영의 실무적 시사점과 함께 연구의 한계를 제시하였다.

A number of studies have been done over the past 30 years regarding the effect of person-environment fit on employee behavior. Among the type of person-environment fit, it has been demonstrated that person-organization fit contributes to organizational success. There is, however, a theory that negatively discusses the relationship between person-organization fit and creativity and innovation, as in the ASA(Attraction-Selection-Attrition) theory and similarity-attraction theory. The social exchange theory, social identity theory, and the broaden-and-build theory of positive emotions, on the other hand, provide positive discussions of the relationship between person-organization fit and creativity, innovation. An empirical analysis of these theories shows mixed results. There are situational factors that can help resolve disputes. These include teams as the basic work units of the organization and team dynamic capabilities that make them more flexible in a fast-changing environment. According to the broaden-and-build theory of positive emotions, if team dynamics are high, flexibility and openness increase, and the relationship between person-organization fit and creative behavior become more positive. ASA theory suggests that, if team dynamic capabilities are low, homogeneity increases, causing a negative relationship between person-organization fit and creative behavior. In a statistical analysis of data collected from 52 team leaders and 210 team members, it was found that there was a significant cross-level moderating effect on the relationship between person-organization fit and creative behavior. As a result of the person-organization fit of organizational members, creative behavior is improved in teams with high team dynamic capabilities. The person-organization fit of organizational members, however, reduces creative behavior in teams with low team dynamic capabilities. Through these theoretical discussions and empirical verifications, this study examined the practical implications of corporate management and its limitations.

Since team performance has become one of the core factors for companies’ success, companies are putting every effort to raise team productivity. In this vein, the purpose of this study was to examine the influence of team learning behavior upon team dynamic capabilities, team effectiveness, and to verify the mediating effect of team dynamic capabilities in corporations. 312 employees were randomly selected to participate in a questionnaire survey. The result has shown that the static correlation exists between team learning behavior, team dynamic capabilities, and team effectiveness. Team dynamic capabilities mediated the relationship between team learning behavior and team effectiveness. Based on the findings, the study implies that learning behaviors among team members should be supported in order to improve its outcome, and HR representatives must help to develop dynamic capabilities.