The Impact of Intra Embeddedness on Turnover Intentions in Military Officers: Focusing on The Moderating Effect of Extra Social Capital

The strong relationship-oriented and hierarchical organizational culture of South Korean military officers underscores the need for research on 'internal embeddedness'. This concept focuses on the extent to which individuals are integrated into their organization and how this integration influences their behavior. Additionally, military officers exhibit characteristics of firm-specific human capital and thus have limited applicability in other organizations and experience a consequent restriction in external mobility. This situation raises concerns about career stagnation due to involuntary turnover, though it is known that social capital can play a crucial role in addressing this issue. The study was conducted using responses to an online survey of 598 military officers to investigate how an individual's internal embeddedness influences intention to leave the military service and whether external social capital moderates this effect. After verifying variable reliability and validity, descriptive statistics and Pearson's correlation analysis were used to examine correlations between variables. The hypotheses of the research model were tested using multiple regression analysis (SPSS). The study suggests that organizations should encourage members to develop external social capital and actively develop their careers and skills to enhance their external competitiveness.