다문화 조직에서 다양성 관리의 성공 조건: 실질적 제도화의 작동 기제에 대한 연구

초록

This study investigates the institutional mechanisms through which Diversity Management Systems (DMS) translate into actual firm performance. The decoupling between the adoption of diversity management systems and their actual implementation is a critical issue in organizational management. For such systems to lead to intended performance outcomes, they must go beyond symbolic adoption and be meaningfully experienced by organizational members and function effectively in practice. To address this issue, the study conceptualizes the degree to which diversity management systems operate effectively as Diversity Management Effectiveness (DME) and proposes that DME plays a mediating role in the relationship between diversity management systems and firm performance. In other words, firm performance is expected to be higher when diversity management systems are not only adopted but also function effectively. Firm performance is measured using two variables—innovation performance and operational effectiveness—to simultaneously examine the exploratory (exploration) and exploitative (exploitation) aspects of diversity management. The empirical analysis is based on survey data collected from 462 employees across 33 Korean-owned firms operating in Vietnam. Given the hierarchical structure of the data, with individuals nested within organizations, the study employs Hierarchical Linear Modeling (HLM) based on mixed-effects models, conducting multilevel regression analyses that include both fixed and random effects. The results show that, at the individual level, diversity management systems have significant positive direct effects on both innovation performance and operational effectiveness. At the organizational level, diversity management systems positively influence operational effectiveness. Notably, at the organizational level, DME significantly mediates the relationship between diversity management systems and innovation performance in a positive direction. This finding suggests that for diversity management systems to translate into innovation outcomes, substantive institutionalization grounded in authenticity—rather than mere formalization—is required. This study contributes to the literature by providing a multilevel analysis of the effectiveness of diversity management systems in the context of emerging Asian economies and by empirically identifying mechanisms that explain the gap between institutional adoption and implementation. In addition, it offers practical implications for multinational corporations seeking effective localization strategies and sustainable competitive advantage. Finally, the study discusses its limitations and suggests directions for future research.

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