공동 혁신과 통합적 협상(Integrative Negotiation) : 협력 네트워크에서 구매기업의 공급사 의견 반영 및 성과공유 (Benefit-Sharing) 결정 요인에 대한 연구 (Collaborative Innovation and Fairness : The Influence of Suppliers’ Innovative Knowledge Sharing on Integrative Negotiation)

서지정보

· 발행기관 : 한국인사조직학회
· 수록지 정보 : 인사조직연구 / 19권 / 2호 / 299 ~ 341페이지
· 저자명 : 김경묵

초록

본 연구에서 저자는, 거래비용이론, 통합적 협상이론, 자원의존이론 등에 기반을 두고, 협력 네트워크에서 공급사의 혁신적 아이디어 제공이 공급사의 의사결정 참여, 성과공유(benefit-sharing) 등에 미치는 영향을 분석하였다.
우리나라 74개 쌍의 협력 네트워크를 대상으로 하여 실증 조사를 한 결과, 공동 혁신 활동, 공급사 제안 등은 공급사의 의사결정 참여, 성과공유 정도 등과 정(正)의 유의한 관계가 있는 것으로 나타났다. 이러한 연구 결과는 구매기업은 공급사가 공동 혁신 활동, 혁신적인 아이디어 제안 등을 통하여 자사에게 혁신적인 지식을 많이 제공할수록 그 공급사의 의견을 의사결정 과정에서 많이 반영하고, 그 공급사에게 혁신 성과를 많이 분배한다는 것을 시사한다.
본 연구 결과, 공급사 대체가능성이 큰 경우에는 공동 혁신 활동 정도와 의사결정 참여의 관계, 공급사 제안과 의사결정 참여의 관계 등이 약화되는 것으로 나타났다. 이러한 결과는 공급사 대체가능성이 큰 경우에는, 공급사의 혁신에 대한 기여가 크더라도, 구매기업은 공급사가 의사결정 과정에서 의견을 개진할 수 있는 기회를 적게 제공한다는 것을 시사한다.

영어초록

In a knowledge economy, innovative idea sharing between manufacturers and suppliers can become the locus of partnership networks, as the creation of knowledge is crucial to improving a competitive position. Manufacturers can accomplish more innovative tasks they could not do individually by sharing innovative idea with their suppliers and many manufacturers are now initiating joint-innovation and innovative-idea-suggestion practices with preferred suppliers.
Opportunistic behavior of manufacturers can affect innovative idea sharing of suppliers. Previous research asserts that, for suppliers, improper sharing can result in victimization by an opportunistic manufacturer that leaves suppliers worse off than if they maintained more remote relationships.
Therefore, manufacturers that want to operate joint-innovation and innovative-idea-suggestion practices with suppliers should give signals that they will not behave opportunistically since there is a built-in reluctance among suppliers to hand over innovative ideas.
Many suppliers want to be involved in the decision making process that determine the contents and process of innovative idea sharing practices. Also, they want to get a fair share of the practices’ results. Given these predispositions, guaranteeing the involvement in the decision making process and the fair sharing of the results of innovative idea sharing become critical aspects of effective joint-innovation and innovative-idea-suggestion practices for manufacturers.
Thus, this study examines the impact of suppliers’ participation in the joint-innovation practices and innovative-idea-suggestions on integrative negotiation. First, this study theorizes a positive relationships between suppliers’ innovative idea sharing and suppliers’ participation in jointinnovation practices(Hypothesis 1-1), innovative-idea-suggestions and suppliers’ participation in joint-innovation practices(Hypothesis 1-2), suppliers’ innovative idea sharing and fair benefitsharing(Hypothesis 2-1), and innovative-idea-suggestions and fair benefit-sharing(Hypothesis 2-2). Second, this study theorizes that supplier-substitutability negatively moderates the relationships between suppliers’ innovative idea sharing and suppliers’ participation in joint-innovation practices(Hypothesis 3-1), innovative-idea-suggestions and suppliers’ participation in jointinnovation practices(Hypothesis 3-2), suppliers’ innovative idea sharing and fair benefit-sharing (Hypothesis 4-1), and innovative-idea-suggestions and fair benefit-sharing(Hypothesis 4-2). The findings show that suppliers’ participation in the joint-innovation practices and innovativeidea-suggestion is positively related to not only suppliers’ involvement in the decision making process but also to fair benefit-sharing. These findings empirically demonstrate that suppliers’ participation in joint innovation practices have a significant influence on fair sharing of the process and outcome of joint-innovation. The findings also show that supplier-substitutability not only negatively moderates the relationship between suppliers’ participation in joint-innovation practices and their involvement in the decision making process, but also negatively moderates the relationship between suppliers’ innovative-idea-suggestions and their involvement in the decision making process. This result implies that manufacturers behave opportunistically in deciding the operation of joint-innovation and innovative-idea-suggestion practices with suppliers when they can easily substitute the suppliers. Contrary to expectations, the findings demonstrate that supplier-substitutability positively moderates the relationship between suppliers’ participation to joint-innovation practices and fair benefit-sharing. This result implies that manufacturers reward more generously when the suppliers with remote-relationship help them by participating in joint-innovation and suggesting innovative ideas.

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