본 연구는 상사의 성과코칭이 지식공유행동에 미치는 영향을 밝히고자 하였다. 그 과정에서 ‘개인이 대상을 자신의 것처럼 느끼는 상태’로 정의되는 심리적 주인의식을 향상적 주인의식과 방어적 주인의식 으로 구분하였으며, 그중에서 긍정적인 향상적 주인의식의 매개효과를 검증하였다. 또한, 방어적 주인의 식이 향상적 주인의식의 영향을 조절하는 효과를 검증하였다. 본 연구를 수행하기 위해 국내 서울 및 경기 지역의 직장인 260명을 대상으로 설문을 수집하였다. 수집한 자료를 바탕으로 위계적 다중회귀분석을 진행한 결과, 상사의 성과코칭이 지식공유행동에 정적인 영향을 미치는 것으로 나타났다. 또한, 그 관계를 향상적 주인의식이 완전매개한다는 것을 확인하였으며, 향상적 주인의식과 지식공유행동의 관계에서 방어적 주인의식이 유의미하게 조절하는 것으로 나타났다. 이러한 연구결과를 바탕으로 본 연구의 학문적 의의와 실무적 의의를 논의하고, 제한점과 향후 연구과제에 대해 제시하였다.

With the development of information technology, the market situation is changing more rapidly than ever. The change is most rapid in the preferences and lifestyle of consumers. For companies to survive in such an environment, it is indispensable to develop innovative and competitive new products by better understanding the needs of consumers. Any novel and meaningful idea of a new product basically originates from knowledge, which plays an important role in the performance of new products because it is the most valuable asset for a business entity. In this study, the author considers the knowledge sharing process as a dynamic aspect based on the term “knowledge,” carrying a static meaning as used in the existing research. The nature of the knowledge sharing process pertaining to new product development has been largely divided into three terms and then re-established. The author focuses on a new product development team as the subject of sharing and providing knowledge on new products, and regards the solution to problems that may arise in the development process as the stability of the team. The moderating effect was examined by the relationship between the type of knowledge sharing process and the outcome of the new product with the variable of team stability. The results indicate that the convergence and similarity of the knowledge sharing process affect new product performance as positive variables, whereas the tacitness of the knowledge sharing process does not lead to a significant result in terms of performance of new products. This study also shows that the stability of the team has a positively direct effect on the outcome of the new product. Thus, the convergence process of various kinds of knowledge positively affects the diversity and innovation of new product concepts. Moreover, the same recognition area or shared goal awareness and sense of responsibility play important roles in the performance of the new product. The moderating effect of team stability between the type of knowledge sharing process and new product performance is described in the convergence and tacitness of the knowledge sharing process. In the process of merging existing knowledge with new knowledge or sharing embedded knowledge in the members with, the activity wherein the members of the NPD team communicate and collaborate with each other over a long period of time will provide opportunity to improve the performance of the new product. The purpose of this paper is to examine the relationship between the type of knowledge sharing process, the stability of the team, and new product performance. Academic and managerial implications and the directions for future research are discussed as well.

This study wants to test the nexus among resource orientation, market orientation, social network, and knowledge sharing toward organizational innovation, and the nexus between organizational innovation and MSMEs performance. Questionnaires and interviews are conducted with some MSMEs actors in Central Java Province, Indonesia, in Klaten Regency and Pekalongan City. These two areas have creative MSMEs, especially Batik MSMEs that have been very large and known worldwide. The sampling technique is done purposively with certain criteria for the respondents. The data analysis technique is done using Partial Least Square. This study provides recommendations about strategic practice and policy (resource and market), social network, and knowledge sharing in increasing organizational innovation, and the impact of organizational innovation toward MSMEs performance. It also offers a comprehensive model of the determinant factor of organizational innovation by considering the aspect of strategic orientation, social network, and knowledge sharing. Other unique aspects that are also important to consider are social network and the importance of knowledge sharing in improving MSMEs Performance. The respondents are still limited in two areas, namely, Pekalongan and Klaten, so it still cannot represent the whole population. These areas also have different orientation of production process approach, namely, synthetic and natural dyes.