팀신뢰 연구의 현황 및 이슈 정립과 향후 연구방안에 대한 제언 (Team Trust: Review, Conceptualization, and Recommendations for Future Research)

서지정보

· 발행기관 : 한국경영학회
· 수록지 정보 : 경영학연구 / 39권 / 4호 / 1049 ~ 1094페이지
· 저자명 : 안성익, 박원우

초록

조직론에서 신뢰에 대한 관심은 많았으나, 신뢰에 대한 연구가 본격화된 것은 1990년대 중반부터이다. 이는 한편으로 조직이 수평화됨에 따라 위계에 기반을 둔 전통적 조직통제 방식의 대체수단으로 신뢰의 필요성이 높아졌고, 다른 한편으로는 팀제의 확산에 따라 팀제 활성화를 위해서도 신뢰의 필요성이 높아졌기 때문이다. 그런데 ‘위계기반 통제 대체수단으로서의 신뢰’ 관점의 연구는 활성화되어 있지만, ‘팀제 활성화 차원의 신뢰’ 관점의 연구는 그 중요성에 비해 미흡한 편이고, 개념 정립도 이루어져 있지 않은 실정이다.
팀신뢰 연구는 신뢰연구와 팀연구가 교차하는 영역이므로, 팀신뢰의 올바른 개념정립을 위해서 양자의 관점을 취합하는연구가 필요하다. 이에 본 연구는 양자의 관점을 함께 고려하여 팀맥락에서 수행된 신뢰연구에 대한 문헌연구를 시행하였다. 먼저 신뢰연구와 팀연구를 함께 고려하여 잠정적으로 팀신뢰 정의를 내리고, 이의 유형을 도출하였다. 신뢰주체와 신뢰객체의 수준구분에 따라 도출된 15가지의 신뢰유형을 바탕으로 팀맥락에서 수행된 기존 신뢰연구를 분석해 본 결과,신뢰주체가 집단수준인 연구가 72.2%를 차지하였고, 연구의 내용 측면에서도 이 유형의 연구가 팀연구와의 관련성도 컸다. 이 결과를 바탕으로 본 연구는 팀맥락에서 수행된 모든 신뢰연구를 광의의 팀신뢰 연구로, 이들 중 신뢰주체가 집단수준인 신뢰연구를 협의의 팀신뢰 연구라고 지칭하였는데, 기존 연구에서 팀신뢰는 대체로 협의의 팀신뢰를 의미한다.
이어서 팀유효성 모형에 기반하여 팀신뢰의 선행요인과 결과요인을 분석한 결과, 팀신뢰가 투입-매개-산출 모형 내에서일종의 팀발현상태요인인 것으로 나타났다. 더불어 팀신뢰 측정에 대한 문헌연구를 한 결과, 기존 연구들은 팀신뢰를 인적 신뢰로 한정하고, 팀전반에 대한 신뢰 혹은 팀에 대한 비인적 신뢰는 아직 고려하지 않는 것으로 나타났다.
이상의 문헌연구 결과를 토대로 기존 연구의 한계점을 정리하였는데, 그 중에서 가장 부각된 한계점은 팀신뢰의 정의와관련된 사항들이었다. 이런 한계점을 극복하기 위해서, 본 연구는 팀신뢰를 인적 신뢰와 비인적 신뢰를 포괄하는 다차원구성개념으로 새롭게 정의하고, 팀신뢰의 하위 차원으로 팀장 신뢰, 팀동료 신뢰, 팀위상 신뢰, 팀내운영시스템 신뢰를제시하였다. 나아가 본 연구가 새롭게 제시한 다차원 구성개념으로서의 팀신뢰가 실제 실증연구에 활용될 수 있도록 이에대한 측정방안도 제시하였다.

영어초록

Although the importance of trust has long been recognized by social scientists, the studies on trust flourished only after 1990s in the organizational research. Not surprisingly, there are some reasons why trust had not been a main topic of organizational research until the 1990s. On the one hand, as the hierarchy of an organization was more flattened, the organization reasonably needed to substitute something for the hierarchy system as an organizational control and it started to focus on trust. On the other hand, as more organizations adopt a team-based structure, they realized the need for trust among team members for team effectiveness. In the line of reasoning, trust can be viewed as two following perspectives:trust as a substitute for hierarchy-based control and trust for team effectiveness.
Considered the recent review studies on trust, such as Dirks & Ferrin (2001), Dirks &Ferrin (2002), Colquitt et al. (2007), and Burke et al. (2007), most of the studies on trust were conducted in terms of the former perspective: trust as a substitute for the hierarchybased organizational control. In contrast, the latter perspective has been shed little light on.
Specifically, even though there were theoretically or practically implicit agreements that trust should be something indispensible for team effectiveness, research on trust has never been extended to trust for enhancement of team effectiveness (hereafter, team trust), and thus the concept of trust has never been fully developed. For the reasons, the research on team trust starts at the point, where research on trust and research on team are overlapped each other, not only for the development of two fields but also for the establishment of team trust as a new academic field. To the end, - to conceptualize a new term, team trust, on the balanced consideration of trust research and team research - we investigated and reviewed the trust-related studies conducted in team context in the following manners. First, we investigated what types of team trust are related to team effectiveness. Reviewing all of the trust-related studies, we classified team trust in terms of two dimensions: level (which is either individual- or team-level) and trust direction (which is either vertical or horizontal trust). Second, we analyzed how team trust functions in Input-Mediator-Outcome (IMO) model, one of team effectiveness models, classified all of the antecedents and the consequences of team trust,and found that team trust might function as an emergent state in the IMO model. After investigations and reviews, we finally concluded that team trust could be considered to be team members’ shared trust to each other, not individual team member’s trust, and that team trust might have effects on team effectiveness and function as an emergent state in the IMO model.
We also found two important limitations of the existing studies on team trust. First,although there were several types of trust relationships in a team in terms of the level analysis, the existing studies have mainly investigated only one type and not cared about the difference among them. Second, even though impersonal as well as personal trust could be considered for the conceptualization of team trust, the existing concept of trust has been restricted only to personal trust.
On the basis of investigations and findings, we finally proposed team trust as a multi-dimensional construct. Since teams in an organization can be viewed as not only the groups composed of team members but also the sub-systems of the organization, we could newly conceptualize team trust as a multi-dimensional construct and definitely define team trust as trust to team entity which includes both personal and impersonal facets. Moreover,for the model elaboration, we divided the facets of teams into two sub-categories. For the personal facet of team, we divided it into trust in team leader and trust in coworkers,focusing on the difference between leaders’ and members’ roles. For the impersonal facet, we divided it into trust in intra-team control system and trust in team prestige because the nature of team, regardless of the nature of team members or the team dynamics, would be determined mainly by internal control system of the team and its comparative importance in the organization.
In short, investigating and reviewing all of trust-related studies, we newly defined team trust as a multi-dimensional construct and suggested four sub-dimensions of it: trust in leader, trust in coworkers, trust in the internal control system, and trust in the team prestige.
Further, we discussed how to measure each sub-dimensions of team trust as well as overall team trust. That is, while the personal trusts (i.e., trust in team leader and trust in team coworkers) can be measured with existing measures for interpersonal trust, the impersonal trusts (i.e., trust in internal control system and trust in team prestige) cannot be measured without developing new measures. For the reasons, we suggested that the measurement items for the impersonal trusts should be created in such a way that a ‘team,’ not team members, is a trustee and impersonal factors (e.g., team design factors, team work process,team’s role importance in the organization, team’s contribution to the organization and so on) are added to describe the team. Finally, the overall team trust can be represented by aggregating all of four sub-dimensions because team trust can be described as an aggregate model of multi-dimensional construal types.

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