강한 균형 조직문화와 조직성과와의 관계: 조직양면성의 매개효과를 중심으로

Abstract

In the midst of the uncertainty of the 4th industrial revolution, companies must develop their current business and adapt to future environmental changes at the same time. Successful organizations generate competitive advantages through revolutionary and evolutionary innovation. Particularly, Chinese companies must compete with advanced technology companies from the US, Europe, and Japan. Accordingly, In order for Chinese companies to win the competition with these companies, they must create innovative products and services and commercialize them. Organizational ambidexterity refers to a company capable of both exploring new innovations and exploiting activities that signify competitiveness of existing businesses. Therefore, Organizational ambidexterity is the most important competency that Chinese companies need to compete with advanced companies. The purpose of this study is to identify the relationship between the strong & balanced organizational culture and organizational performance. And the mediating effect of organizational ambidexterity between strong & balanced organizational culture and organizational performance and the moderating effect of high-involvement human resource management systems and difference in China’s North-South region between strong & balanced organizational culture and organizational ambidexterity were analyzed. To this end, we set the hypothesis about the effect of the strong & balanced organizational culture on organizational performance. Second, we hypothesized the effects of the strong & balanced organizational culture on organizational ambidexterity. Third, we set the hypothesis about the effect of the organizational ambidexterity on organizational performance. Fourth, we hypothesized the mediating effect of organizational ambidexterity between the strong & balanced organizational culture and organizational performance. Lastly, this research hypothesized the moderating effect of high-involvement human resource management systems and difference in China’s North-South region between the strong & balanced organizational culture and ambidexterity. This research data were collected form 95 Chinese companies and analyzed at the organizational level. In order to reduce common method bias, this study collected data from different sources. Data on strong & balanced organizational culture, an independent variable, were obtained from 913 employees. Data on organizational ambidexterity, high-involvement human resource management systems, and organizational performance were collected from 423 managers. In this study, exploratory and confirmatory factor analysis were performed for validation. And this study verified the reliability of the variables. Then, the data collected from individuals were aggregated and analyzed at the organizational level, and the validity and reliability of this were verified through ICC(1) and ICC(2). This study verified the hypotheses through regression analysis and bootstrap. As a result of the empirical analysis of this study, strong & balanced organizational culture had a positive relationship with organizational performance and organizational ambidexterity. In addition, it was found that organizational ambidexterity had a mediating effect between strong & balanced organizational culture and organizational performance. Also, high-involvement human resource management systems had a moderating effect between strong & balanced organizational culture and organizational ambidexterity. However, because the difference in China’s North-South region had no moderating effect on the relationship between the two, the hypothesis was rejected. This study on Chinese companies will provide various theoretical and practical implications for the organizational culture and organizational ambidexterity and Chinese companies. In this study, it was shown that strong & balanced organizational culture had a positive effect on organizational ambidexterity and organizational performance. And this study showed that strong & balanced organizational culture enhanced organizational performance through organizational ambidexterity. And this study suggested that high-involvement human resource management systems were needed to strengthen the relationship between strong & balanced organizational culture and organizational ambidexterity. These results will provide theoretical implications for the relationship between these concepts. And as a practical implication, managers of Chinese companies will need to strive to establish a strong & balanced organizational culture to enhance competitiveness.