• The Journal of the Korea Contents Association
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• v.14 no.2
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• pp.387-395
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• 2014

The authors reviewed research related to nursing organizational culture in order to determine the direction for future research, as well as the current status of nursing organizational culture. Research that analyzed nursing organizational culture were selected from journal articles in Korea and were reviewed. A total of 30 articles were collected. The number of studies on nursing organizational culture has shown a rapid increase since the late 1990s. Most research studies used a non-experimental design. The most frequently used organizational culture model and instrument was the competing values model defining culture pattern, which consists of relation-oriented, innovation-oriented, hierarch-oriented, and task-oriented culture. Other factors showing correlation with nursing organizational culture included job satisfaction, effectiveness, and so on. These results will be used to provide basic data for nursing leaders. In Korea, the next phase of research on organizational culture will require use of various approaches and research methods.

• Review of Culture and Economy
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• v.20 no.3
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• pp.61-85
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• 2017

It is recognized universally that international cultural exchanges have the potential to weaken ethnic rivalries and conflicts and promote cultural diversity rather than commercial interests. However, there are often cases in which these exchanges are transformed into private businesses with a great success in markets due to changes in cultural consumption patterns. This research aims to analyze the performance of international cultural exchanges and to develop a policy model that can guide the overseas market performance for Korean traditional performing arts. This study analyzes domestic and foreign cases for comparison. The domestic case is drawn from the research report published by Korea Arts Management Service and the foreign case is Ireland's Riverdance. The results of this study indicate that the policy political model in which a traditional culture may be translated globally with innovative performing activities has the potential to raise market performance overseas.

• Informatization Policy
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• v.28 no.1
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• pp.43-63
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• 2021

The purpose of this research is to examine the relationships among data literacy, organizational culture, and data analytics maturity and the moderating effects of organizational culture. Analysis of the relationship between data literacy and data analytics maturity shows that the higher the data literacy competency of employees, the higher the organization's data analytics maturity. In examining the relationship between organizational culture and data analytics maturity, it is found that relationship culture and innovation culture are positively related to data analytics maturity. In addition, relationship culture and hierarchy culture show significant moderating effects. Relationship culture shows a synergistic effect, whereas hierarchy culture has a buffer effect between data literacy and data analytics maturity.

• Knowledge Management Research
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• v.24 no.4
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• pp.177-193
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• 2023

This study explores the role of organizational culture, job characteristics, and work values and orientation in shaping the competitiveness of a multinational company (MNC) based in Korea. The purpose of the study was to examine the impact of these variables on the competitiveness attributes of the organizational culture profile through MR-QAP analysis. Data were collected from 161 employees in 15 different teams at a Korean automotive company headquartered in Seoul. The results of the study revealed the impact of network characteristics associated with competitive organizational culture on competitiveness. 'found to have a negative effect on competitiveness. Among the organizational culture profiles, social responsibility, supportiveness, innovation, and performance orientation have a significant positive effect on competitive organizational culture, while emphasis on rewards and stability have no significant effect. These findings provide practical implications for understanding the complex dynamics of organizational culture and promoting strategic approaches to enhance organizational competitiveness.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.19 no.2
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• pp.1-11
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• 2024

In the midst of the current turbulent global economy, traditional investment metrics are undergoing a metamorphosis, signaling the onset of what's often referred to as an "Investment cold season". Early-stage startups, despite their boundless potential, grapple with immediate revenue constraints, intensifying their pursuit of critical investments. While financial indicators once took center stage in investment evaluations, a notable paradigm shift is underway. Organizational culture, once relegated to the sidelines, has now emerged as a linchpin in forecasting a startup's resilience and enduring trajectory. Our comprehensive research, integrating insights from CVF and OCAI, unveils the intricate relationship between organizational culture and its magnetic appeal to investors. The results indicate that startups with a pronounced external focus, expertly balanced with flexibility and stability, hold particular allure for investment consideration. Furthermore, the study underscores the pivotal role of adhocracy and market-driven mindsets in shaping investment desirability. A significant observation emerges from the study: startups, whether they secured investment or failed to do so, consistently display strong clan culture, highlighting the widespread importance of nurturing a positive employee environment. Leadership deeply anchored in market culture, combined with an unwavering commitment to innovation and harmonious organizational practices, emerges as a potent recipe for attracting investor attention. Our model, with an impressive 88.3% predictive accuracy, serves as a guiding light for startups and astute investors, illuminating the intricate interplay of culture and investment success in today's economic landscape.

• Journal of Venture Innovation
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• v.7 no.3
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• pp.45-63
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• 2024

The success of a company in the market is linked to the value it delivers to its customers. However, that value is not always constant. As the environment changes, so do customer experiences and requirements, and eventually the value they seek also evolves. Thus, a timely, clear, and effective value proposition, along with the associated benefits, becomes the functional, psychological, and economic foundation of a business. Therefore, the customer value proposition is crucial in terms of Product-Market Fit (PMF), establishing competitive differentiation, and delivering consistent messaging. Despite this, the most widely known and utilized model related to the Customer Value Proposition (CVP) in general businesses is the Value Proposition Canvas (VPC) by Osterwalder and Pigneur. Apart from that, there are only a few other models used by scholars and experts. In this paper, I selected the VPC model, which is widely used by business practitioners globally, and two other major CVP models well-known to experts. I conducted a detailed analysis of these models and derived the essential elements and key features of a customer value proposition. These were then combined with the Lean Startup methodology, which is frequently used for innovation today, to design an integrated CVP model that startups can easily utilize. The framework proposed in this study is a comprehensive CVP model that incorporates the strengths, weaknesses, characteristics, and commonalities of the three existing CVP models. It is designed to flexibly adapt depending on the business direction or strategic characteristics of the company by comprehensively considering all circumstances of the entire company or a specific product/service. Additionally, it systematically manages the contents of customers' wants & needs, strategic focus, and growth horizons, even after application. The Integrative-Lean CVP Model, designed for easy use by startups, is expected to help them with limited funding and marketing capabilities identify value proposition elements for timely PMF, fostering the creation of a new startup ecosystem.

• Korean journal of communication and information
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• v.69
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• pp.71-110
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• 2015

Beyond the technological behaviorism-oriented notion of prosumers, the current study explores the question of digital creative labour of the youth in the interrelated context of post-capitalist crisis and neoliberal ethos of selfhood. This analysis is situated particularly in the social conflicts and struggles in Korea, where the problems related to the precarization of the younger generation have been increasingly aggravated (in the realm of embodied reality) whereas their digital activities have been highly expressive (in the realm of mediated reality). The contradictions embedded in the question of the labour of the youth are delineated in the respect of the subjectivities of young free labour, or 'digital creative labour' in proposed terms: the precarious young free labour in Korea is the compound of social fragmentation, economic polarization, expansion of cognitive and emotion labour, boom of hedonistic consumerism, economic-cultural celebration of creativity and self-entrepreneurship, technological saturation of digital media, subjective/collective affects around excitement and ambition but also of anxiety and fear. The ambivalence and complexity of the young free labour is converged at the emergence of homo-economicus (Michel Foucault) through the subjectivation of the social (con)fusion of post-capitalist crisis and neoliberal governmentality of selfhood.

• Review of Culture and Economy
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• v.20 no.1
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• pp.3-20
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• 2017

This study proposes that the cultural corporation can be more profitable by adopting the 'Buy-One Give-One' Business Model (BOGO BM) under certain conditions. Specifically, the conditions are that 1) consumers' utility for donating is high enough and 2) the production cost is low enough due to economies of scale or process innovation from employee's intrinsic motivation. We adopt a mathematical model where the demand function is a simple linear function and two companies compete with each other by choosing their quantity of output (the Cournot model). Specifically, we investigate the profitability of the BOGO BM in four situations: 1) a monopolist enjoying reduced cost due to process innovation from employee's intrinsic motivation, 2) a monopolist enjoying reduced cost due to economies of scale, 3) the duopoly with BOGO BM and a general company, 4) the duopoly with two BOGO BM companies. In each situation, BOGO BM can be more profitable than other general companies can under certain conditions.

• Korean journal of communication and information
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• v.82
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• pp.73-103
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• 2017

With the introduction and expansion of 'maker movement', maker culture captured attention and saw itself as an emerging culture. This study aims to analyze published books, policy report, columns and news articles related to maker culture through the perspective of critical discourse analysis. Maker movement led by the government gives meaning to the maker culture as the force of 'creative economy' that can overcome the economic crisis. Following this meaning making, one-man digital fabrication start-ups have been actively promoted by government policies. In the case of Seoul, it criticizes government led maker movement that only focuses on economy and institutionalizes maker movement by focusing on the maker culture's aspect as 'digital social innovation' that can resolve social problems. In the world of art, it tries to rediscover the value craft, that is, 'creative craftsman'. Moreover, resistance movement that tries to fight against dominant technology structure through constructing 'critical making' was also spotted. Nonetheless, it is rather untimely to definitely find dominant discourse's power effect in reality and sign of rupture in dominant structure as the result of resisting discourse's struggle. Thus, maker movement is the field of struggle where an ongoing clash can be found: between discourse strategy that tries to make maker culture a social or economic asset by combining with dominant power structure, and alternating or resisting practice of signification that focuses on its cultural techno-political potential.

• Journal of Service Research and Studies
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• v.11 no.3
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• pp.98-116
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• 2021

With the advent of the era of the 4th industrial revolution, various factors such as economy, management, and culture are changing in modern society, unlike in the past. Among them, the main characteristic of management is the change from intangible goods to tangible goods, and companies are trying to pursue innovation such as introducing a new management method, converting from manufacturing to service, and expanding technology. However, with regard to human resources, which is becoming the most important for sustainable value creation in a changing era, efforts to enable practical innovation are lacking as they are still in a simple transition. Therefore, in this study, after recognizing the importance of human resources, we verified the relationship between the elements of the human resource in the service economy era according to organizational culture and organizational structure. The relationship between organizational culture and organizational structure by type was verified using the items of human resources, we verified the relationship between the elements of the human resource in the service economy era that were derived and verified in recent research. As a result, there were some significant differences in the image of human resources, we verified the relationship between the elements of the human resource by organizational culture and type of organization, but when the two factors were combined and interpreted, it was found that all of the human resources, we verified the relationship between the elements of the human resource in the service economy era were necessary. However, in order to overcome the limitation that the indicators of this study were limited, it is necessary to continue research through samples that consider various factors in the future and systematic classification by type of organization and industry by industry.