조직지원지각과 조직정치지각이 공유책임감을 매개로 팀혁신과 팀성과에 미치는 영향에 관한 연구

This research examines the effects of shared responsibility and its antecedent conditions on team innovativeness and team performance. The organizational changes within current corporations, given the horizontal spread of team systems, can utilize the felt responsibility of all employees who have outstanding capabilities for team task. The ability of team members to share responsibility is the key to the overall functioning of the team organization. This study proposes that perceived organizational support and perceived organizational politics would be antecedents of share responsibility because these two constructs can show organizational climate for team functioning respectively. I also hypothesized the shared responsibility has positive effect on team innovativeness and team performance. To verify the effect of shared responsibility, I tested hypothesis at the team level. The analysis conducted on 152 teams of employees in the fields of manufacturing industry, financial industy, and service industry showed that perceived organizational support has a positive effect on share responsibility and perceived organizational politics has a negative effect on share responsibility. Both perceived organizational support and perceived organizational politics were all crucial antecedent conditions for shared responsibility. And shared responsibility has positive effects on team innovativeness and team performance. In addition, shared responsibility as a mediator of perceived organizational support and perceived organizational politics was found to have a significant mediating effect on the actual team innovativeness and team performance. Based on these findings, I strongly recommend that team-based organizations shift the focus on individual responsibility to the shared responsibility. I also discuss managerial implications of this claims in details.