스타트업 문화(Start-up Culture)는 실리콘밸리 신생 벤처기업의 문화를 가리키며, 늘 빠르게 변해야 하며, 혁신적이며, 유연해야 한다는 점이 핵심이다. 기업가치가 1조가 넘는 유니콘 스타트업(Start-up)인 구글, 애플, 페이스북등은 그들만의 고유한 조직문화를 가지고 있다. 능력있는 창업가, 기발한 사업 모델과 비즈니스 모델, 아이디어 그리고 이를 뒷받침해 줄 자본력과 기술력이 있다고 성공을 장담할 수 없다. 7년 미만 초기 스타트업 기업의 구성원은 새로운 비즈니스 가치를 만든다는 혁신 정신과 경제적 보상 가능성에 대한 기대심리와 같은 강력한 동기요인이 있다. 따라서 스타트업(Start-up)은 기업이 갖는 브랜드(Breand)와 이미지의 한계에도 불구하고, 조직 구성원은 높은 조직 몰입도를 보여준다
스타트업(Start-up) 기업을 굴러가게 하는 원동력은 결국 조직 구성원에게 나오기에 성공한 스타트업(Start-up)에게 모두 그들만의 ‘조직문화(Organizational Culture)’가 있다. 모든 스타트업(Start-up)에겐 좋은 문화일 필요는 없으며, 그 조직에 가장 적합하고, 조직 구성원 모두 가 ‘일하고 싶은 기업’이 될 수 있게 하는 조직문화(Organizational Culture)’가 있는 스타트업(Start-up)이 좋은 인재들과 함께 성장을 거듭해 올 수 있으며, 그것이 결국 스타트업(Start-up)을 성공으로 이끌었던 것이다. 이런 조직문화(Organizational Culture)’는 회사 초창기에 도입할수록 해당 기업은 성공 확률도 높아진다.
본 연구는 빠르게 변하는 기업 경영 환경 속에서 변화, 혁신, 지속성장이 강조되고 있는 7년 미만 초기 스타트업 구성원의 직무만족에 미치는 요인의 경로를 분석하고자 하였다. 이를 위해 7년 미만 초기 스타트업 구성원의 직무만족에 영향을 미칠 것으로 기대되는 조직문화는 조직문화 하위 요인인 합의문화, 개발문화, ...
스타트업 문화(Start-up Culture)는 실리콘밸리 신생 벤처기업의 문화를 가리키며, 늘 빠르게 변해야 하며, 혁신적이며, 유연해야 한다는 점이 핵심이다. 기업가치가 1조가 넘는 유니콘 스타트업(Start-up)인 구글, 애플, 페이스북등은 그들만의 고유한 조직문화를 가지고 있다. 능력있는 창업가, 기발한 사업 모델과 비즈니스 모델, 아이디어 그리고 이를 뒷받침해 줄 자본력과 기술력이 있다고 성공을 장담할 수 없다. 7년 미만 초기 스타트업 기업의 구성원은 새로운 비즈니스 가치를 만든다는 혁신 정신과 경제적 보상 가능성에 대한 기대심리와 같은 강력한 동기요인이 있다. 따라서 스타트업(Start-up)은 기업이 갖는 브랜드(Breand)와 이미지의 한계에도 불구하고, 조직 구성원은 높은 조직 몰입도를 보여준다
스타트업(Start-up) 기업을 굴러가게 하는 원동력은 결국 조직 구성원에게 나오기에 성공한 스타트업(Start-up)에게 모두 그들만의 ‘조직문화(Organizational Culture)’가 있다. 모든 스타트업(Start-up)에겐 좋은 문화일 필요는 없으며, 그 조직에 가장 적합하고, 조직 구성원 모두 가 ‘일하고 싶은 기업’이 될 수 있게 하는 조직문화(Organizational Culture)’가 있는 스타트업(Start-up)이 좋은 인재들과 함께 성장을 거듭해 올 수 있으며, 그것이 결국 스타트업(Start-up)을 성공으로 이끌었던 것이다. 이런 조직문화(Organizational Culture)’는 회사 초창기에 도입할수록 해당 기업은 성공 확률도 높아진다.
본 연구는 빠르게 변하는 기업 경영 환경 속에서 변화, 혁신, 지속성장이 강조되고 있는 7년 미만 초기 스타트업 구성원의 직무만족에 미치는 요인의 경로를 분석하고자 하였다. 이를 위해 7년 미만 초기 스타트업 구성원의 직무만족에 영향을 미칠 것으로 기대되는 조직문화는 조직문화 하위 요인인 합의문화, 개발문화, 합리문화, 위계문화를 포괄하는 조직문화 복합도를 독립변수로 설정하였고, 조직몰입 하위 요인인 정서적 몰입, 근속(지속)적 몰입, 규범적 몰입을 매개변수로 사용하였다. 직무만족을 종속변수로 설정하여 사용하였고,. 인구통계학적 특성으로 성별, 연령, 학력, 근속기간, 직책, 직종을 조절변수로 설정하여 사용하였다. 경로분석(Path analysis)을 통해 아래와 같은 연구 결과와 시사점을 확인할 수 있다.
스타트업 문화(Start-up Culture)는 실리콘밸리 신생 벤처기업의 문화를 가리키며, 늘 빠르게 변해야 하며, 혁신적이며, 유연해야 한다는 점이 핵심이다. 기업가치가 1조가 넘는 유니콘 스타트업(Start-up)인 구글, 애플, 페이스북등은 그들만의 고유한 조직문화를 가지고 있다. 능력있는 창업가, 기발한 사업 모델과 비즈니스 모델, 아이디어 그리고 이를 뒷받침해 줄 자본력과 기술력이 있다고 성공을 장담할 수 없다. 7년 미만 초기 스타트업 기업의 구성원은 새로운 비즈니스 가치를 만든다는 혁신 정신과 경제적 보상 가능성에 대한 기대심리와 같은 강력한 동기요인이 있다. 따라서 스타트업(Start-up)은 기업이 갖는 브랜드(Breand)와 이미지의 한계에도 불구하고, 조직 구성원은 높은 조직 몰입도를 보여준다
스타트업(Start-up) 기업을 굴러가게 하는 원동력은 결국 조직 구성원에게 나오기에 성공한 스타트업(Start-up)에게 모두 그들만의 ‘조직문화(Organizational Culture)’가 있다. 모든 스타트업(Start-up)에겐 좋은 문화일 필요는 없으며, 그 조직에 가장 적합하고, 조직 구성원 모두 가 ‘일하고 싶은 기업’이 될 수 있게 하는 조직문화(Organizational Culture)’가 있는 스타트업(Start-up)이 좋은 인재들과 함께 성장을 거듭해 올 수 있으며, 그것이 결국 스타트업(Start-up)을 성공으로 이끌었던 것이다. 이런 조직문화(Organizational Culture)’는 회사 초창기에 도입할수록 해당 기업은 성공 확률도 높아진다.
본 연구는 빠르게 변하는 기업 경영 환경 속에서 변화, 혁신, 지속성장이 강조되고 있는 7년 미만 초기 스타트업 구성원의 직무만족에 미치는 요인의 경로를 분석하고자 하였다. 이를 위해 7년 미만 초기 스타트업 구성원의 직무만족에 영향을 미칠 것으로 기대되는 조직문화는 조직문화 하위 요인인 합의문화, 개발문화, 합리문화, 위계문화를 포괄하는 조직문화 복합도를 독립변수로 설정하였고, 조직몰입 하위 요인인 정서적 몰입, 근속(지속)적 몰입, 규범적 몰입을 매개변수로 사용하였다. 직무만족을 종속변수로 설정하여 사용하였고,. 인구통계학적 특성으로 성별, 연령, 학력, 근속기간, 직책, 직종을 조절변수로 설정하여 사용하였다. 경로분석(Path analysis)을 통해 아래와 같은 연구 결과와 시사점을 확인할 수 있다.
Start-up culture refers to the culture of Silicon Valley start-up venture companies, and the key point is that they should always change quickly, be innovative and flexible. Google, Apple and Facebook, unicorn startups with more than 1 trillion won in corporate value, have their own unique organ...
Start-up culture refers to the culture of Silicon Valley start-up venture companies, and the key point is that they should always change quickly, be innovative and flexible. Google, Apple and Facebook, unicorn startups with more than 1 trillion won in corporate value, have their own unique organizational culture We can’t guarantee success with a capable start-up, ingenious business models, business models, ideas, and the capital and technology to support them. Members of an early seven-year startup company have strong motivations such as the innovative spirit of creating new business value and the expectation of economic rewards. Thus, despite the limitations of the brand and image that a company has, the members of the organization show a high degree of organizational immersion. The driving force behind start-up companies is the start-up, which eventually has succeeded in ageing members of the organization, all of them have their own "Organizational Culture." Not all start-ups need to be a good culture, but start-ups with good people who are most attached to the organization and who are all members of the organization are able to become" Organizational Culture" can continue to grow, which in turn has led to the success of start-up. As these organizational cultures are introduced in the early years of the company, the chances of success are higher for the entity. This study was intended to analyze the path of factors affecting job satisfaction for early start-up members of less than seven years, where innovation and growth are emphasized in a rapidly changing business environment. To this end, the organizational culture, which is expected to affect job satisfaction of startup members in the early seven years or less, set the organizational culture complex encompassing the organizational culture sub-factor, development culture, rational culture, and hierarchical culture as independent variables, and used emotional immersion, continuous immersion, and normative immersion as parameters. Job satisfaction was used as a dependent variable. In addition, demographic characteristics (sex, age, education, length of service, position, and occupation) were set and used as adjustment variables. Path analysis provides the following results and implications. First, the organizational culture of early start-up companies of less than seven years was found to have a positive effect on the sub-factor of organizational immersion, normative immersion, and was found to have a negative effect on emotional immersion. This has shown that organizational culture has a negative effect on emotional attachment to an organization that is enjoyed and equated as a member of an organization, and that involuntary immersion as shown by rational calculation of profits and losses in relation to an organization and its inherent values as a result of the psychological attachment that organizational members feel personally about the organization through the goals, values, and internalization of the organization. Second, normative immersion, a sub-factor of tissue immersion, was found to have a negative effect on job satisfaction, and continuous immersion was found to have a positive effect on job satisfaction. Emotional immersion turned out to be insignificant and rejected. Third, organizational culture has been proven to have no significant indirect impact on job satisfaction. Fourth, positions according to demographic characteristics (founders, members) were found to have a negative effect on emotional immersion in organizational culture, and continuous immersion and normative immersion in organizational culture were found to have a positive effect. Normative immersion, continuous immersion, and emotional immersion, which are sub-factors of tissue immersion, have all been shown to be insignificant. Based on the research results, it can be recognized that continuous immersion, which is a sub-factor of organizational culture and immersion, is an important factor in the job satisfaction of members of early start-up companies for less than seven years. This means that early start-up companies under seven years emphasize achievement achievement, productivity of task performance, performance and the continuation of members in a competitive atmosphere, rather than friendship and participation among members, and family and humane cohesion that value mutual cooperation and trust. In addition, members of early start-up companies under seven years reflect an age-based social environment that prioritizes stable workplaces and cultures over unstable work environments. Therefore, we recognize the importance of factors affecting the job satisfaction of early start-up companies of less than seven years through this study, and we expect that the implications of prior factors will help the long-term survival and continued growth of early start-ups of less than seven years.
Start-up culture refers to the culture of Silicon Valley start-up venture companies, and the key point is that they should always change quickly, be innovative and flexible. Google, Apple and Facebook, unicorn startups with more than 1 trillion won in corporate value, have their own unique organizational culture We can’t guarantee success with a capable start-up, ingenious business models, business models, ideas, and the capital and technology to support them. Members of an early seven-year startup company have strong motivations such as the innovative spirit of creating new business value and the expectation of economic rewards. Thus, despite the limitations of the brand and image that a company has, the members of the organization show a high degree of organizational immersion. The driving force behind start-up companies is the start-up, which eventually has succeeded in ageing members of the organization, all of them have their own "Organizational Culture." Not all start-ups need to be a good culture, but start-ups with good people who are most attached to the organization and who are all members of the organization are able to become" Organizational Culture" can continue to grow, which in turn has led to the success of start-up. As these organizational cultures are introduced in the early years of the company, the chances of success are higher for the entity. This study was intended to analyze the path of factors affecting job satisfaction for early start-up members of less than seven years, where innovation and growth are emphasized in a rapidly changing business environment. To this end, the organizational culture, which is expected to affect job satisfaction of startup members in the early seven years or less, set the organizational culture complex encompassing the organizational culture sub-factor, development culture, rational culture, and hierarchical culture as independent variables, and used emotional immersion, continuous immersion, and normative immersion as parameters. Job satisfaction was used as a dependent variable. In addition, demographic characteristics (sex, age, education, length of service, position, and occupation) were set and used as adjustment variables. Path analysis provides the following results and implications. First, the organizational culture of early start-up companies of less than seven years was found to have a positive effect on the sub-factor of organizational immersion, normative immersion, and was found to have a negative effect on emotional immersion. This has shown that organizational culture has a negative effect on emotional attachment to an organization that is enjoyed and equated as a member of an organization, and that involuntary immersion as shown by rational calculation of profits and losses in relation to an organization and its inherent values as a result of the psychological attachment that organizational members feel personally about the organization through the goals, values, and internalization of the organization. Second, normative immersion, a sub-factor of tissue immersion, was found to have a negative effect on job satisfaction, and continuous immersion was found to have a positive effect on job satisfaction. Emotional immersion turned out to be insignificant and rejected. Third, organizational culture has been proven to have no significant indirect impact on job satisfaction. Fourth, positions according to demographic characteristics (founders, members) were found to have a negative effect on emotional immersion in organizational culture, and continuous immersion and normative immersion in organizational culture were found to have a positive effect. Normative immersion, continuous immersion, and emotional immersion, which are sub-factors of tissue immersion, have all been shown to be insignificant. Based on the research results, it can be recognized that continuous immersion, which is a sub-factor of organizational culture and immersion, is an important factor in the job satisfaction of members of early start-up companies for less than seven years. This means that early start-up companies under seven years emphasize achievement achievement, productivity of task performance, performance and the continuation of members in a competitive atmosphere, rather than friendship and participation among members, and family and humane cohesion that value mutual cooperation and trust. In addition, members of early start-up companies under seven years reflect an age-based social environment that prioritizes stable workplaces and cultures over unstable work environments. Therefore, we recognize the importance of factors affecting the job satisfaction of early start-up companies of less than seven years through this study, and we expect that the implications of prior factors will help the long-term survival and continued growth of early start-ups of less than seven years.
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