사회기술체계론과 대화적 접근법 기반 일터혁신: 영국사례를 중심으로

This study conducts a qualitative study on a British case of the workplace innovation based on socio-technical and dialogue perspectives. The results of this study document that the workplace innovation model has also employee-involved innovations as its core, but organization redesigns such as self-managed team, employee empowerment, multi-skilling, job redesign, flatter organizational structure, are suggested as essential enablers of the innovations. It is noted that two-way communication between management and labor, coaching-based management style, information-sharing and visible management are also components of the workplace innovation model. Above all, the system as a bundle of the essential factors is also necessary to create its synergy effects. The results of this study indicate that the model improves organizational performance through intrinsic job satisfaction and employee engagement, even though the British model of workplace innovation does not use any pre-existing innovation tool such as TQM or 6 Sigma unlike lean production system.