Journal of Digital Convergence (디지털융복합연구)

The Society of Digital Policy and Management (한국디지털정책학회)
권호 표지
DOI QR코드

DOI QR Code

A Case Study on the Practices of Leadership Development by Small and Medium-Sized Enterprises in Korea

국내 중소기업 리더십 개발 실행 사례연구

  • Heo, Tae-Yeon (Dept. of Business Administration, Pusan National University) ;
  • Cho, Young-Bohk (Dept. of Business Administration, Pusan National University)
  • Received : 2022.03.21
  • Accepted : 2022.04.20
  • Published : 2022.04.28
Download PDF
⟨ Previous Next ⟩

Abstract

This study attempted to suggest a useful measurement method based on previous. For the empirical analysis of this study, based on the previous studies presented above, the effect of HRM strategy fit on leadership development execution was examined, and the mediating effect of the leadership development attitude of the owner-managers was verified. The questionnaire was set based on the questionnaire verified and used in previous studies, and for empirical analysis, 300 paper of the questionnaire were collected and the entire collected questionnaire was used for statistical analysis. As a result of analyzing the effect of HRM strategy fit on leadership development execution, it was verified to be statistically significant.

본 연구는 대부분이 중소기업 내 리더십 개발 실행의 채택에 대해 거의 알지 못하여 채택의 선례가 불분명하고, 다른 중소기업 HR실행의 채택을 설명하는 요소가 리더십 개발과 관련이 있는지도 불분명하다는 선행연구에 기초하여, 유용한 측정 방법을 제시하고자 하였다. 본 연구의 실증분석을 위하여 앞서 제시된 선행연구를 토대로 HRM 전략 적합성이 리더십 개발 실행에 미치는 영향에 대해 살펴보고, 소유경영자의 리더십 개발 태도의 매개 효과를 검증해보았다. 설문 문항은 선행연구에서 사용되어 검증된 설문을 바탕으로 설정하였으며, 실증분석을 위해 300부의 설문지를 회수, 회수된 설문지 전체를 통계분석에 사용하였다. HRM 전략 적합성이 리더십 개발 실행에 미치는 영향을 분석한 결과, 통계적으로 유의성이 있는 것으로 검증되었다. 또한, HRM 전략 적합성이 리더십 개발 실행에 미치는 영향 관계에서 소유경영자의 리더십 개발 태도의 매개 효과를 확인할 수 있었다. 향후 연구는 연구 초점을 확대하고 본 연구에 포함되지 않은 변수들을 고려하여 실제 실행에 투자하는 것이 유용하도록 해야 할 것이다.

Keywords

References

  1. Baird L and Meshoulam I (1988) Managing two fits of strategic human resource management. Academy of Management Review 13(1): 116-128. https://doi.org/10.5465/AMR.1988.4306802
  2. Behrends T (2007) Recruitment practices in small and medium enterprises: An empirical study among knowledge-intensive professional service firms. Management Revue 18(1): 55-74. https://doi.org/10.5771/0935-9915-2007-1-55
  3. Chadwick C, Super JF and Kwon K (2014) Resource orchestration in practice: CEO emphasis on HRM, commitment-based HR systems and firm performance. Strategic Management Journal 36(3): 360-376. https://doi.org/10.1002/smj.2217
  4. Chadwick C, Way SA, Kerr G, et al. (2012) Boundary conditions of the high-investment human resource systems-small-firm labor productivity relationship. Personnel Psychology 66(2): 311-343. https://doi.org/10.1111/peps.12015
  5. Chen MH (2007) Entrepreneurial leadership and new ventures: Creativity in entrepreneurial teams. Creativity and Innovation Management 16(3): 239-249. https://doi.org/10.1111/j.1467-8691.2007.00439.x
  6. Clarke W and Higgs M (2015) How strategic focus relates to the delivery of leadership training and development. Human Resource Management. Epub ahead of print 22 December. DOI: 10.1002/hrm.21683
  7. Colbert BA (2007) The complex resource-based view: Implications for theory and practice in strategic human resource management. In: Schuler RS and Jackson SE (eds) Strategic Human Resource Management(2nd edn). London: Routledge, pp.98-123.
  8. Day DV (2000) Leadership development: A review in context. The Leadership Quarterly 11(4): 581-613. https://doi.org/10.1016/S1048-9843(00)00061-8
  9. Day DV (2011) Integrate perspectives on longitudinal investigation of leader development: From childhood to adulthood. The Leadership Quarterly 22(2): 561-571. https://doi.org/10.1016/j.leaqua.2011.04.012
  10. Day DV, Fleenor JW, Atwater LE, et al. (2014) Advances in leader and leadership development: A review of 25 years of research and theory. Leadership Quarterly 25(1): 63-82. https://doi.org/10.1016/j.leaqua.2013.11.004
  11. Fey CF, Bjorkman I and Pavlovskaya A (2000) The effect of human resource management practices on firm performance in Russia. International Journal of Human Resource Management 11(1): 1-18. https://doi.org/10.1080/095851900339963
  12. Ford J and Noe R (1987) Self-assessed training needs: The effects of attitudes toward training, managerial level, and function. Personnel Psychology 40: 39-53. https://doi.org/10.1111/j.1744-6570.1987.tb02376.x
  13. Fuller-Love N (2006) Management development in small firms. International Journal of Management Reviews 8(3): 175-190. https://doi.org/10.1111/j.1468-2370.2006.00125.x
  14. Garavan TN, Hogan C and Cahir-O'Donnell A (2009) Developing Managers and Leaders: Perspectives, Debates and Practices in Ireland. Dublin: Gill & Macmillan Ltd.
  15. Garavan TN, O'Brien F and Watson S (2014) Leadership development and organisational success. In: Kraiger K, Passmore J, Dos Santos NB, et al (eds) The Wiley Blackwell Handbook of the Psychology of Training, Development and Performance Improvement. London: Wiley Blackwell, pp.354-397.
  16. Gibb A (2009) Meeting the development needs of owner managed small enterprise: A discussion of the centrality of action learning. Action Learning: Research and Practice 6: 209-227. https://doi.org/10.1080/14767330903299415
  17. Gray C and Mabey C (2005) Management development: Key differences between small and large businesses in Europe. International Small Business Journal 23(5): 467-485. https://doi.org/10.1177/0266242605055908
  18. Hambrick DC (2007) Upper echelons theory: An update. Academy of Management Review 32(2): 334-343. https://doi.org/10.5465/AMR.2007.24345254
  19. Higgins D, Mirza M and Drozynska A (2013) Power, politics and learning: A social enactment of the SME owner/manager. Journal of Small Business and Enterprise Development 20(3): 470-483. https://doi.org/10.1108/JSBED-04-2013-0050
  20. Hurtz GM and Williams KJ (2009) Attitudinal and motivational antecedents of participation in voluntary employee development activities. Journal of Applied Psychology 94(3): 635-653. https://doi.org/10.1037/a0014580
  21. Kempster S and Parry K (2014) Exploring observational learning in leadership development for managers. Journal of Management Development 33(3): 164-181. https://doi.org/10.1108/JMD-01-2012-0016
  22. Klass BS, Klimchak M, Semadem M, et al. (2010) The adoption of human capital services by small and medium enterprises: A diffusion of innovation perspectives. Journal of Business Venturing 25: 349-360. https://doi.org/10.1016/j.jbusvent.2008.12.002
  23. Leitch CM, McMullan C and Harrison RT (2013) The development of entrepreneurial leadership: The role of human, social and institutional capital. British Journal of Management 24: 347-366. https://doi.org/10.1111/j.1467-8551.2011.00808.x
  24. Lubatkin M, Simsek Z, Ling Y, et al. (2006) Ambidexterity and performance on small- to medium-sized firms: The pivotal role of TMT behavioral Integration. Journal of Management 32: 646-672. https://doi.org/10.1177/0149206306290712
  25. Mabey C and Ramirez M (2005) Does management development improve organisational productivity? A six country analysis of European Firms. International Journal of Human Resource Management 11(7): 1067-1082. https://doi.org/10.1080/09585190500143931
  26. Marchington M and Suter J (2013) Where informality really matters: Patterns of employee involvement and participation (EIP) in a non-union firm. Industrial Relations: A Journal of Economy and Society 52: 284-313. https://doi.org/10.1111/irel.12004
  27. Matlay H (2000) Training and the small firm. In: Carter S and Jones-Evans D (eds) Enterprise and Small Business. Harlow: Pearson Education, FT Prentice Hall, pp.323-336.
  28. Messersmith JG and Guthrie JP (2010) High performance work systems in emergent organisations: Implications for firm performance. Human Resource Management 49: 241-264. https://doi.org/10.1002/hrm.20342
  29. Mitchelmore S and Rowley J (2013) Entrepreneurial competencies of women entrepreneurs pursuing business growth. Journal of Small Business and Enterprise Development 20(1): 125-142. https://doi.org/10.1108/14626001311298448
  30. Ngo HY, Foley S, Loi R, et al. (2011) Factors affecting the adoption of high performance work systems in foreign subsidiaries: An empirical investigation in Hong Kong. International Journal of Employment Studies 19(2): 1-33.
  31. Ocasio W (1997) Towards an attention-based view of the firm. Strategic Management Review 18: 187-206. https://doi.org/10.1002/(SICI)1097-0266(199707)18:1+<187::AID-SMJ936>3.0.CO;2-K
  32. Oliver C (1991) Strategic responses to institutional processes. Academy of Management Review 16: 145-179. https://doi.org/10.2307/258610
  33. Perren L and Grant P (2001) Management and Leadership in UK SMEs: Witness Testimonies from the World of Entrepreneurs and SME Managers. London: Council for Excellence in Management and Leadership.
  34. Polyhart RE (2006) Staffing in the 21st century: New challenges and strategic opportunities. Journal of Management 32: 868-897. https://doi.org/10.1177/0149206306293625
  35. Schlosser F (2015) Identifying and differentiating key employees from owners and other employees in SMEs. Journal of Small Business Management 53: 37-53. https://doi.org/10.1111/jsbm.12066
  36. Shaw E and Conway S (2000) Networking and the Small Firm: Enterprise and Small Business (ed. S Carter and D Jones-Evans). Harlow: FT Prentice Hall.
  37. Sheehan M (2014) Human resource management and performance: Evidence from small and medium-sized firms. International Small Business Journal 32(5): 545-570. https://doi.org/10.1177/0266242612465454
  38. Smallbone D, Kitching J, Blackburn R, et al. (2015) Anchor Institutions and Small Firms in the UK: A Review of the Literature on Anchor Institutions and Their Role in Developing Management and Leadership Skills in Small Firms. Yorkshire: Commission for Employment and Skills.
  39. Smith B and Morse E (2005) Entrepreneurship Competencies: Literature Review and Best Practices. Ottawa, ON, Canada: Small Business Policy Branch, Industry Canada.
  40. Subramony M (2009) A meta-analytic investigation of the relationship between HRM bundles and firm performance. Human Resource Management 48: 745-768. https://doi.org/10.1002/hrm.20315
  41. Teo STT, Le Clerc M and Galang MC (2011) Human capital enhancing HRM systems and frontline employees in Australian manufacturing SMEs. International Journal of Human Resource Management 22(12): 2522-2538. https://doi.org/10.1080/09585192.2011.588034
  42. Thorpe R, Cope J, Ram M, et al. (2009) Leadership development in small and medium sized enterprises: The case for action learning. Action Learning: Research and Practice 6(3): 201-208. https://doi.org/10.1080/14767330903299399
  43. Way SA and Johnson DE (2005) Theorizing about the impact of strategic human resource management. Human Resource Management Review 15(1): 1-19. https://doi.org/10.1016/j.hrmr.2005.01.004
  44. Wright PM, Dunford BB and Snell SA (2001a) Human resources and the resource-based view of the firm. Journal of Management 27: 701-721. https://doi.org/10.1016/S0149-2063(01)00120-9
  45. Wright PM, McMahon GC and McWilliam A (1994) Human resources and sustained competitive advantage: A resource-based perspective. International Journal of Human Resource Management 5(2): 301-326. https://doi.org/10.1080/09585199400000020
  46. Wynarczyk P, Watson R, Storey DJ, et al. (1993) The Managerial Labour Market in Small and Medium Sized Enterprises. London: Routledge