국방개혁 2.0 시대 군 조직의 혁신성에 대한 고찰: 조직양면성(Organizational Ambidexterity)을 중심으로

Recently complex and dynamic environments require military organizations to strengthen not only efficiency but also creativity and innovativeness. The present study focuses on the potential conflict that may arise from pursuing these two required properties within military organizations. Researchers argue that the heterogeneity of organizational contexts relevant for efficiency activities (exploitation) and innovative activities (exploration) would underlie the potential conflict and suggest that organizations need to establish ambidexterity in order to solve the conflict and to ensure the continuous development. Drawing on these arguments, the present study conducted an exploratory investigation to diagnose the status of ambidexterity in military organizations with the data collected from three Air Force units. Results indicate that Air Force organizations are, in general, characterized as a collaborative- hierarchical culture. Structural separation of the organizational contexts between units was not found, meaning that Air Force units are likely to have homogeneous contexts regardless of their heterogeneous roles. Moreover, results show that organizational members’ ambidextrous behaviors can be facilitated by paradoxical leadership of work group supervisors.