팀 자본인가, 팀 동적역량인가?: 팀 성과 예측을 위한 자원준거관점과 동적역량관점의 통합에 관한 연구 (Test of an Integrative Model of the Resource-Based View and the Dynamic Capability One)

서지정보

· 발행기관 : 한국경영학회
· 수록지 정보 : 경영학연구 / 42권 / 1호 / 53 ~ 83페이지
· 저자명 : 정예지, 윤정구

초록

본 연구는 팀의 성과를 예측하는 대표적인 두 이론으로 자원준거관점(resource based view)과 동적역량관점(dynamic capability view)의 통합적 모형을 제시하고 그 영향력을 검증하는 것을 목적으로 한다. 자원준거관점에서는 고성과 달성을 위한 차별적 자본을 팀이 보유하고 있는가의 여부에 따라 팀의 경쟁우위 및 성과가 결정된다고 보는 반면 동적역량관점은 팀이 성과를 내기 위해서는 급격하게 변화하는 환경에 잘 적응해나갈 수 있는 팀의 고유한 업무 방식과 프로세스를 구축하는 것이 중요하다고 주장한다. 통합 모형에서는 자원준거관점의 예측대로 팀이 가지고 있는 차별적 자원의 조합이 팀 효과성에 직접적으로 영향을 줄 수도 있지만 다른 한편으로는 주어진 기존 팀 자원을 조합, 활용, 조정, 통합하는 팀 특유의 루틴, 즉 동적역량을 매개로 하여 팀 효과성을 거둘 수 있다고 주장한다. 따라서 본 연구에서는 팀 자본과팀 동적역량이 팀 효과성에 직접적으로 미치는 영향력을 살펴봄은 물론 통합 모형을 통해 팀 자본이 팀 동적역량을 매개로 팀 성과를 창출한다는 통합 가설을 검증하고자 한다. 가설 검증을 위해서 팀 제도가 활성화 되어 있는 국내 5개 기업,121개 팀의 693명을 대상으로 팀 수준 분석을 실시하였다. 연구 결과, 가설에서 제시한대로 팀 자본과 팀 동적역량은팀 성과에 직접적으로 영향을 미침과 동시에 팀 자본은 동적역량의 매개역할을 통해서 성과에 긍정적 영향을 미쳤다. 본논문에서는 이와 같은 연구 결과에 대한 실무적, 이론적 의미에 대해서 심도 있게 논의했다.

영어초록

Team Performance is determined by two key factors: (1) the competitive team-based capital,and (2) the effective and efficient utilization of that capital. The resource-based view (RBV) is built upon the first factor and the dynamic capability one (DCV) is built upon the second factor. The resource-based view argues that companies gain competitive advantage when they can mobilize unique and non-substitutable resources compared with their competitors’. In contrast, the dynamic capability view stipulates that companies entertain higher performance when they develop distinctive routines, that is, dynamic capability that enable them to apply the capital to gain competitive advantage in ever-changing environments.
Building upon the research of resource-based and dynamic capability views, we propose that teams can gain their competitive advantage when they have both unique resources and ability to mobilize them successfully. As a way of integrating the two perspectives, we theorizes the mediating model of team dynamic capability. We argue that team dynamic capability mediate the given combination of team resource or capital to the team performance.
To test the integrative model, we developed the typology of team capital into team cultural capital, structural capital, social capital, and human capital. We also elaborate the concept of team dynamic capability on the team level. Specifically, we define team dynamic capabilities as the ability for a team not only to exploit the configuration of various capital but also explore or innovate it to the team’s performance. The integrative model was tested with 121 teams and 693 team members sampled from the 5large companies in Korea in a given time period. To correct the common method variance, we collected data from team leaders and members separately. The unit of analysis is team. We used Lisrel analyses to examine the causal model with the measurement model corrected.
Our findings can be summarized as follow. First, team capital as unique and distinctive team resources increases team dynamic capability significantly. Looking at the relative effect size of each component of team capital, effects of social capital and human capital on the dynamic capability are larger than those of structural and cultural capital. This result would imply that social and human capital at the team level play a key instrumental role in bridging the ‘outside’ resources into the inside capital of the team. The social and human capital also levels up the team learning ability by exploring new ideas in environments.
Second, team dynamic capability promoting both exploitation and exploration is the key parameter that mediates the relationship between team capital and team performance.
Especially, team dynamic capability fully mediates the effects of structural capital and social capital on team performance. By leveraging, modifying, and recreating the configuration of team capital, teams excel higher performance.
These findings of the research support our ‘synthetic model’ of the resource-based and dynamic capability perspectives evidencing that teams simply equipped with sufficient capital are not good enough to attain high performance. Teams should have dynamic capability as well as unique resources. Retaining valuable team capital and building capital-utilizing-ability are two distinct, but interrelated mechanisms to excel team performance. The rationale is that team capital as team resources affects team performance ‘prior to’ the resource exploration and exploitation, that is, team dynamic capability. The key to excellent team performance is that the team has routines known as dynamic capability. We conclude that resource keeping and utilizing are complementary to each other and the synthesis of the resource based and dynamic capability view provides a comprehensive perspective for analyzing how firms or teams are creating higher performance.

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