본 연구는 한국 직장인의 가치 지향성이 조직 내 행동 변수에 어떠한 영향을 미치며, 이 과정에서 포용 과 심리적 안전감과 같은 조직 상황 요인이 조절 역할을 하는지를 한국 직장인 8.5천명 데이터로 실증 분석하였다. 전통적으로 한국 직장인은 유교적 관계 중심성과 집단주의적 가치에서 비롯된 충성, 신뢰, 조화를 중시해왔지만, 급속한 산업화, 세계화, COVID-19 이후의 일·생활 재편, 생성형 AI 기술 도입 등의 환경 변화 속에서 가치체계가 동적으로 재편되고 있다. 본 연구는 이러한 가치 변동성에 주목하여, 12가지 가치(예: 일에 대한 자부심, 높은 임금, 복지, 안정성, 성취감, 지식/성장, 봉사 등)를 선정하고, 각 가치가 성장지향성, 혁신지향성, 직무만족과 이직의도에 미치는 영향을 회귀분석으로 검증하였다. 나아가 포용과 심리적 안전감이 가치-행동 관계를 어떻게 강화 또는 약화시키는지 살펴보았다. 분석 결과, 지식/성장, 성취감, 안정성, 봉사와 같이 발전 지향적 가치 추구는 성장, 혁신, 직무만족을 높이고 이직의도를 낮추는 경향을 보였다. 반면 높은 임금, 복지, 몸과 여유 등 물질·안정 지향 가치는 성장 및 혁신 의지 약화, 이직 의도 상승과 연관되었다. 또한 포용과 심리적 안전감은 가치-행동 관계를 특정 방향으로 조정하여, 일부 가치는 포용적 풍토나 심리적 안전감이 높은 환경에서 더 긍정적인 영향력을 발휘하거나 부정적 효과를 완화하는 것으로 나타났다. 이는 환경에 따라 변하는 주요 한국 직장인의 가치와 행동 변수간의 관계를 규명했다는 점에서 이론 및 실무적 시사점이 있다고 할 수 있다.

This paper examines how learning orientation and self-efficacy contributed to explaining innovation behaviors. In order to verify the relationships and mediating effect, data were collected from 368 individuals in employees working in small and medium-sized firms at Gyeongnam region to test theoretical model and its hypotheses. All data collected from the survey were analyzed using with SPSS 18.0. This study reports findings as follows: first, the relationship between the learning orientation and the employee's self-efficacy is positively related. Second, there was also a positive correlation between the employee's self-efficacy and the innovation behaviors. Third, the relationship between the learning orientation and the innovation behaviors is positively related. Finally, the employee's self-efficacy played as a partial mediator on the relationship between learning orientation and innovation behaviors. Based on these findings, the implications and the limitations of the study were presented including some directions for future studies.

The purpose of this study was to investigate how constructs of job embeddedness (fit, links and sacrifice) affected innovation-related behaviors. This study also investigated the relationship between innovation-related behaviors and turnover intention. The samples of this study were employees of Daegu City restaurants who visited the 2010 Daegu Food Tour Expo on October 7-10. A total of 302 questionnaires were analyzed with the statistical methods of factor analysis, reliability test, and covariance structural analysis. There were two findings of the research. First, we found that fits, links, and sacrifice were positively related to innovation-related behaviors. Second, we found that innovation-related behaviors were negatively related to turnover intention. Therefore, restaurant managers in Daegu City should pay attention to providing employee organization that helps them to first in, makes sure that they have lots of links with other employees, and bestows as many wage and fringe benefits as possible. Also, restaurant managers should reward the innovation-related behaviors of employees.

An alternative method for team diversity studies is to examine demographic faultlines. A concept of demographic faultline enables us to better understand team dynamics with multidimensional diversity. This study suggests the demographic faultline as a new situational factorto influence the relationship between leader teamwork behaviors and a climate of support for innovation. When subgroups divided by demographic faultline are homogeneous within them and heterogeneous between them, the homogeneity may increase intimacy in each subgroup while the heterogeneity may increase exclusiveness between those subgroups. We argued that a leader could play an important role to build a cooperative relationship between faultline-based subgroups and highlight positive aspects of developing and maintaining subgroups in organizations. With a sample of 81 teams (558 employees), it was examined how leader teamwork behaviors would affect a team-level climate of support for innovation and how this relationship would be moderated by each team’s demographic faultline (gender, age, and educational specialty). As predicted, it was found that there was a significant positive relationship between each leader’s teamwork behaviors and each team’s climate of support for innovation. In addition, this relationship was stronger for teams with strong faultline than with weak faultline. Our findings and their implications were further discussed.