파타고니아의 자율경영조직과 성과 창출 메커니즘: 조직문화와 조직몰입을 중심으로

초록

[Purpose] This study examines the operational mechanisms and performance of self－managing organizations through the case of Patagonia. It focuses on how autonomy and horizontal communication shape the formation and functioning of such organizations, and how these dynamics contribute to organizational culture, employee commitment, and performance outcomes. [Methodology] Patagonia was selected as a representative self－managing organization, and a case study approach was used. Based on literature review and operational analysis, the study examined the causal link between its characteristics and performance from various perspectives. [Findings] Patagonia’s self－managing organization fostered a culture of autonomy and horizontal communication, enhancing employees’ proactivity, creativity, and trust. This strengthened commitment to goals and supported long－term innovation and sustainable performance. [Implications] This study shows that self－managing organizations promote autonomy and collaboration, driving cultural innovation that boosts engagement and performance. It suggests they can build sustainable competitiveness by embedding autonomy and collaboration into organizational design and leadership.

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