earticle

영어

Business process improvement(BPI) is vital for organizations in dynamically changing environment, such as growing global competition, increased customer expectations, tighten laws and regulations, and service demands of high quality. In order to survive in such an environment and to provide their customers with new or better services, organizations try to improve their existing business processes. That is, Improving the performance and quality of business processes is a central challenge for organizations to be competitive and successful. BPI is a goal-oriented systematic approach to changing the way organizations perform their business processes and BPI also is a challenging task because of the complexity to carry out the change in business processes. In this context, previous researchers focused on effective methodologies(e.g. Six Sigma, Process Mapping, Benchmarking, Lean Production) for the BPI implementation. Methodologies clearly provide organizations with a knowledge and practical experience leading to successful BPI implementation. In other words, Methodologies can be supported by the tools which are the means for creating the results. However, none of these methodologies adequately support all organizations. Business processes are a sets of interrelated activities, or work flows and BPI is mainly controled by employees. Moreover, every employee has a significant potential to improve not only their own business processes, but those of others as well. In this perspective, Employee’s awareness of BPI importance and employee’s behaviors for BPI can become a very important factors for organizations to accomplish innovation through BPI. Meanwhile, the change and improvement in business processes can bring about the resistance to change from employees in organizations. Therefore, it is necessary to know employee’s attitude on both their organizations and business processes to be changed. This study suggests psychological ownership(job-based and organization-based) as employee’s attitude. Psychological ownership has been described as a cognitive-affective construct defined as a state in which an employees feels as though the target of ownership or a piece of that target is theirs (i.e. it is mine) and reflects an employee’s awareness, thoughts, and beliefs regarding the target of ownership. This is considered attitudinal rather than an enduring trait of personality and an essential motivator of human behavior(e.g. cooperative and helping extra-role behavior). Psychological ownership is a kind of attitude with which one may regard related objects as part of himself or herself. Researchers suggested a number of influence factors and outcomes related to psychological ownership. In this context, the purpose of this study is to examine the relationships among employee’s awareness of BPI importance, psychological ownership(job-based and organization-based), internal customer orientation, collaboration orientation, and knowledge sharing. The research collects data from a sample of 300 employees from 48 companies and analyzes the collected data using SPSS 22.0 and smartPLS 2.0 to test hypotheses of the research. Major findings are as follows. First, the influence of awareness of BPI importance on job-based psychological ownership(β=0.244, t=4.003, p<0.001) and organization-based psychological ownership(β=0.266, t=4.664, p<0.001) is positively significant. This results imply that the more employees are aware of the importance of BPI, the bigger psychological ownership(job-based and organization-based) employees have. Second, the impacts of job-based psychological ownership on internal customer orientation(β=0.334, t=4.287, p<0.001), collaboration orientation(β=0.293, t=3.798, p<0.001), and knowledge sharing(β=0.403, t=5.374, p<0.001) are also positively significant. Third, the effects of organization-based psychological ownership on collaboration orientation(β=0.279, t=3.904, p<0.001), and knowledge sharing(β=0.152, t=2.062, p<0.001) are also positively significant, but the influence of organization-based psychological ownership on internal customer orientation(β=0.145, t=1.688, p<0.001) is not significant. This results show that psychological ownership can promote employee’s positive behavior for organizations. When employees feel psychologically connected to either the organization or the job, they may experience greater feelings of personal responsibility toward their organizations. This, in turn, may lead employees to adopt a more caring and protective attitude toward their organizations. Psychological ownership has much in common with widely recognized positive organizational behavior such as psychological capital. Therefore, psychological ownership can share a sense of positivity among employees as a positive psychological resource. The study provides researchers and practitioners with a matter of primary interest in employee’s psychological ownership as a driving force leading to the strong relationship between awareness of BPI importance and employee’s behaviors. Limitations arisen in the course of the research and suggestions for future research directions are also discussed.

한국어

비즈니스 프로세스 개선(BPI)은 역동적인 환경변화에 민첩하게 대응하여 경쟁력 있는 고객가치를 제공하고 조직성과를 달성하고자 하는 조직에게 필수요건이 되고 있다. 성공적인 BPI는 방법론과 함께 사람중심의 다양한 요소가 중요한 역할을 함에도 불구하고 학문적 관점에서는 후자의 관심이 크게 부족한 실정이다. 이와 함께 BPI는 변화관리 활동으로 구성원들의 심리적인 변화태도를 유발하기도 한다. 따라서 본 연구는 BPI의 중요성에 대한 구성원들의 인식과 심리적 주인의식 그리고 행동 간에 어떠한 관계가 있는지를 조사하였다. 분석결과 첫째, BPI의 중요성 인식은 심리적 주인의식(직무, 조직)에 정(+)의 영향을 미치는 것으로 나타났다. 둘째, 직무기반 심리적 주인의식은 내부고객지향, 협업지향, 지식공유에 정(+)의 영향을 미치는 것으로 나타났다. 셋째, 조직기반 심리적 주인의식은 협업지향, 지식공유에 정(+)의 영향을 미치는 반면에 내부고객지향은 영향을 미치지 않는 것으로 나타났다. 이러한 결과를 토대로 본 연구는 BPI로 경쟁력과 민첩성을 달성하고자 하는 조직에게 시사점과 한계점 그리고 향후 연구방향을 제시하였다.