조직의 변화준비성이 경영성과로 전이되는 행동적 메커니즘: 혁신행동의 매개역할

Amid rapid technological advancement and environmental turbulence, organizations increasingly rely on readiness for change as a strategic capability to sustain innovation and competitiveness. Although prior studies have conceptualized readiness primarily as an attitudinal or cognitive state at the individual level, little is known about its behavioral consequences and organizational outcomes. Drawing on social exchange theory, this study develops and empirically tests a mediation model linking organizational readiness for change to management performance via employees’ innovation behavior. Using firm-level data from the 2022 National Entrepreneurship Survey of Korea, we apply PROCESS Macro Model 6 to examine both direct and indirect effects. Results reveal that readiness for change enhances management performance indirectly through innovation behavior, supporting the notion that readiness operates as a collective, behavior-based capability rather than a mere psychological condition. By identifying innovation behavior as the key behavioral mechanism through which readiness translates into organizational outcomes, this study extends the theoretical understanding of change readiness from a cognitive state to an action-oriented organizational capability. These findings advance the change management literature by highlighting the collective and behavioral nature of readiness for change and provide actionable insights for leaders seeking to institutionalize change-supportive systems and communication structures that foster continuous innovation and organizational resilience.