공공기관의 전략·실행·문화간 디커플링이 경영성과에 미치는 영향

Abstract

The public sector is under institutional pressure to simultaneously demand market principles such as economy and efficiency required by the private sector due to the spread of the New Public Management (NPM) paradigm along with traditional values-oriented ideology such as accountability and accountability. In this study, decoupling that appears in this management performance evaluation system was interpreted based on the new institutional theory and structural situation theory. In addition, an analysis was attempted on the effect of decoupling on management performance. In this study, the dependent variable, management performance, was measured as a management evaluation grade. In addition, decoupling between independent variables, strategy, execution, and culture, was measured through management evaluation indicators. Specifically, the strategic system was set as a 'strategic planning' indicator, the implementation system was set as a sum of 'organization, personnel, general remuneration, and welfare' indicators, and the cultural system was measured through differences. All analyses were conducted through panel regression analysis.
 As a result of the analysis, it was found that decoupling between the strategy and implementation system had a negative (-) correlation with management performance. In the end, it was confirmed that the decoupling between the strategy and implementation system of public institutions was close to a negative phenomenon that had to be resolved. In addition, this study analyzed the moderating effects of strategy-execution decoupling and management performance by separating the innovation set as a cultural system. As a result, it was found that organizational innovation further strengthens the negative (-) correlation of decoupling on management performance, unlike the positive (+) effect of innovation on management performance.