창업기업의 경영자 혁신이 구성원의 혁신행동에 미치는 영향 : 실행 DNA 관점에서

초록

In terms of the impact of innovation, Hamel (2006) argues that entrepreneurial innovation has meaning in creating corporate performance by influencing members of the organization. In addition, in the study of Lecler and Kinghorn (2014), the difference in perception of opportunities, realization of opportunities, and problem-solving strategies of managers was defined as innovation, and this ability was explained as an important factor affecting changes in employee behavior and corporate performance. The context of these studies began with the framework that organizational innovation comes from entrepreneurial innovation, and managerial innovation is based on entrepreneurship. The purpose of this study is to explore the impact of management s innovation on the innovation behavior of organizational members from the perspective of operation DNA. Previous researches related to managerial innovation were conducted mainly focusing on the two main focuses of manager learning and ability development. In other words, it can be said to be a study from the perspective of managers to cope with the changing environment. However, in this study, it was approached from the viewpoint of competency, which is an inherent ability of managers. Operation DNA refers to the four skills Dyer et al (2009). Management s innovation affects the behavior of members of the organization, which in turn creates a company s competitive advantage and performance (Klein, 2008). In addition, product innovation is driven by the voluntary innovation behavior of members of the organization (Newey & Zahra, 2009). In addition, in the case of managers with high operation DNA, the situation that becomes an issue is carefully analyzed, planned, promoted, and handled, leading to innovation behavior of members of the organization. This study was conducted to confirm that the operation DNA, which is the manager s innovation ability, leads to the innovation behavior, which is the changed behavior of the members of the organization. To verify the research hypothesis, 111 questionnaires were collected and analyzed for the members with less than 5 years in start-up companies located in Daegu and Gyeongbuk areas. To analyze the research hypothesis, a multi-regression analysis was performed. Study results are as follows: first, it was confirmed that planning of operation DNA had a significant positive (+) effect on the innovation behavior of members. In other words, the sharing of the detailed plans and responsibility according to the plans that the manager presents to the members to achieve the goals leads to changed behavior to the members. Second, it was found that the promotion of detailed tasks of operation DNA had a significant positive (+) effect on the innovation behavior of members. It was confirmed that managerial attention and systematic organization and promotion of work, felt by members, triggered innovation behavior. The implications of this study are as follows. First, in a series of studies by Dyer et al. (2009), it is meaningful in that it has demonstrated the need to strengthen the innovation DNA of managers for org

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