조직학습의 권력 작용이 업무 긴장을 매개로 인적자원 경쟁력에 미치는 영향: 위계문화, 수평적 의사소통, 일터학습 효과를 중심으로

This study aims to identify the impact of political power necessary for organizational learning on members' job tension and its effect on organizational performance, namely human resource competitiveness. Particularly, it conceptualizes the power dynamics of organizational learning as influence, coercion, domination, and discipline as presented by Lawrence et al. (2005). Coercion and domination, which represent objective power, were defined as hierarchical culture, while influence and discipline, representing subjective power, were defined as horizontal communication and workplace learning effectiveness, respectively, and used as research variables. Furthermore, using the Job Demands-Resources model, the study hypothesizes that job control and supportive elements, connected with power attributes, can affect organizational performance through job stress. The research methodology utilized 8,001 samples applicable to this study from the 2021 Second Human Capital Corporate Panel data conducted by the Korea Research Institute for Vocational Education and Training, analyzed using structural equation modeling. The study results showed that the hierarchical culture of coercion and domination has the effect of reducing human resource competitiveness through job tension. Conversely, influence and discipline were found to decrease job tension and increase human resource competitiveness. In summary, the study found that power dynamics within organizational learning impact human resources via job tension, with differing directions of effect. Through this research, it is suggested that it is necessary to manage members' job tension derived from coercion and domination while simultaneously improving organizational performance through organizational learning by acknowledging the dual role of power phenomena essential for organizational learning.