한국생산성학회

The innovative behavior can serve as a source of sustainable competitive advantage. The various antecedent factors that improve innovative behavior have been identified in previous studies. And what is important for innovative behavior is a friendly and supportive organization environment and employees' perception of it. This study verified that perceived organizational support and perceived supervisor support are the leading influencing factors of innovative behavior. Meanwhile, some argued that congruence between perceived organizational support and perceived supervisor support from different sources is important. However, there are not enough studies on the effect of congruence between perceived organizational support and perceived supervisor support. Also, the effect of congruence between perceived organizational support and perceived supervisor support may differ depending on the tenure of the employees perceiving this. Based on the social exchange theory developed by the balance theory, as employees with long-term organization tenure, team tenure had a higher level of knowledge and experience, the effect of congruence between perceived organizational support and perceived supervisor support on innovative behavior worked more effectively. Based on data collected from 207 employees, this study empirically analyzed the effect of congruence between perceived organizational support and perceived supervisor support on innovative behavior, and the moderating effect of tenure in organization and team. The analysis results showed that the more congruence between perceived organizational support and perceived supervisor support, the higher the innovative behavior and that the more congruence between perceived organizational support and perceived supervisor support at a higher level, the higher the innovative behavior. Also the analysis results showed that the effect of congruence between perceived organizational support and perceived supervisor support on innovative behavior, had significantly moderating effect of organization tenure. But contrary to the hypothesis, the analysis results showed that in the case of a shorter organization tenure, the more congruence between perceived organizational support and perceived supervisor support, the more innovative behavior was, and the more congruence between perceived organizational support and perceived supervisor support coincided at a high level, the more innovative behavior increased. And the analysis results showed that in the case of a long organization tenure, the more congruence between perceived organizational support and perceived supervisor support coincided at a high level, the more innovative behavior increased. First, in order to improve innovative behavior, this study provides two solutions for congruence of perceived organizational support and perceived supervisor support. The first solution may ensure emotional-cognitive consistency through the congruence between perceived organizational support and perceived supervisor support of organizational members. In addition, since the supervisor acts as an agent of the organization, organizational members can perceive organizational support through the supervisor. Therefore, perceived supervisor support may have more influence than perceived organizational support. The second solution is that focusing on perceived supervisor support may be effectual when facing the problem of choice. Second, this study verified which situation can strengthen the innovative behavior of organizational members with the congruence between perceived organizational support and perceived supervisor support. This study showed that a high degree of congruence between perceived organizational support and perceived supervisor support improves innovative behavior of organizational members with short organizational tenure. Therefore, organizations and leaders need to make organizational members with short organizational tenure recognize the congruence between perceived organizational support and perceived supervisor support improves innovative behavior. But, it is still effective for the organizational members who have a long organizational tenure. As for organizational members who have a long organizational tenure, the higher innovative behavior can be observed when perceived organizational support and perceived supervisor support are achieved at a high level. Based on these research results, this study suggested the future research directions.