은행업의 성과주의 문화와 조직 구성원의 혁신성 사이에서 동료지지 및 권한위임 문화의 이중 매개효과 연구

This study aims to empirically analyze how empowerment and peer support play a dual mediating role in the impact of a performance-based culture on the innovativeness of organizational members among Korean banking employees. The subjects of this study were currently employed in the financial industry. A quota sampling method, a non-probability sampling method, was used to select a sample of 416 individuals over a three-month period from June to September 2023. Data collected from the sample were analyzed using frequency analysis, descriptive statistics, and correlation analysis using IBM SPSS Statistics (ver. 27.0), and confirmatory factor analysis and structural equation path analysis using AMOS (ver. 24.0). As a result of this analysis, first, there was no significant positive effect of performance-oriented culture on the innovativeness of organizational members. Second, there was a statistically significant indirect effect of empowerment culture between performance-oriented culture and organizational members' innovativeness. Third, there was a statistically very significant indirect effect of peer support culture between performance-oriented culture and organizational members' innovativeness. Fourth, the sequential mediating role of empowerment culture and peer support culture between performance-oriented organizational culture and organizational members' innovativeness was found to be statistically insignificant. The academic implications of this study are as follows: First, The findings contribute to a deeper understanding of the mediating dynamics in organizational culture by highlighting how performance-driven environments foster innovativeness specifically through the conduits of empowerment and peer support.Second, by combining self-determination theory and social exchange theory, we attempted to theoretically expand research on organizational culture and innovative behavior by proposing a mechanism through which empowerment restores employee autonomy even under performance pressure. Third, from the perspectives of social capital theory and competition-cooperation theory, we confirmed that peer support mitigates the negative impact of a performance-based culture, providing academic grounds for a model of balance between a performance-based culture and a culture of empowerment and peer support. Next, practical implications include: First, bank managers should foster a culture of peer support to enhance the innovativeness of organizational members. Second, they should implement a phased approach to delegation that takes into account the hierarchical culture of banks. Third, team-based performance evaluations and collective reward systems should be utilized to strengthen the culture of peer support.