공공연구기관에서 위기감 조성이 발언행동에 미치는 영향: 리더신뢰와 변화저항의 조절된 매개효과를 중심으로

The influence of creating a sense of urgency on the process of organizational change may differ depending on the characteristics of the organization and its members and the leader-member relationship. To empirically examine this assumption, this study collected data from 316 members working in public R&D institutes to verify the relationship between creating a sense of urgency, resistance to change, trust in leader, and employee voice behavior, and the results are as follows: First, creating a sense of urgency had a significant positive effect on psychological resistance to change but not on behavioral resistance to change. Second, psychological resistance to change had a significant negative effect on employee voice behavior, while behavioral resistance to change had a significant positive effect. Third, psychological resistance to change fully mediated the relationship between creating a sense of urgency and employee voice behavior, but behavioral resistance to change did not have a significant mediating effect. Fourth, trust in leader moderated the relationship between creating a sense of urgency and psychological resistance to change but not the relationship between creating a sense of urgency and behavioral resistance to change. Finally, trust in leader moderated the mediating effect of psychological resistance to change but not the mediating effect of behavioral resistance to change. The results of this study suggest that differentiated change strategies are required according to the characteristics of the organization and the quality of relationship between leaders and organizational members.