• Proceedings of the Korea Contents Association Conference
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• 2006.05a
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• pp.103-108
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• 2006

The purpose of this paper is to study of improve the organizational performance and survival with the changes of the circumstances or in pursuit of improving the organizational effectiveness through the learning organization, the organizational culture was inspected with the condition precedent of the learning organization. The result of this empirical study is summarized as followings. First, The learning organization has a positive effect on the organizational effectiveness. The knowledge and experience accumulated by the learning organization improve the official satisfaction. Second, in the organizational culture of the learning organization, developmental and rational culture has positive effect on the learning organization, but hierarchical and group culture has no effect on the learning organization. Therefore, To establish the learning organization through the organizational learning, all managers realize the importance of developmental and rational culture because the organizational effectiveness is significant when the organization change is new.

• Journal of Internet of Things and Convergence
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• v.8 no.4
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• pp.85-96
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• 2022

The purpose of this study was to investigate how the management strategies and organizational culture required in the digital economy have an effect on business performance. It provided basic data on management strategies and organizational culture necessary to approach as a digital leading country. For data collection, a survey was conducted from March 1 to May 30, 2022 for companies located in J province and engaged in industries related to the digital economy. The survey was conducted online and non-face-to-face, and a total of 225 companies participated in the survey. For statistical analysis, frequency analysis, exploratory factor analysis and reliability analysis, cluster analysis, independent sample t-test, and multiple regression analysis were performed. The research results are as follows. First, organizational culture was classified into high and low groups according to preference in innovation oriented, relationship oriented, task oriented, and hierarchical oriented. Second, the 4 types of organizational culture showed differences in prospectors strategy, analyzers strategy, defenders strategy, differentiation strategy, cost leadership strategy, financial performance, and non-financial performance according to preference. Third, management strategies affecting financial performance were found to be analyzers strategy, differentiation strategy, prospectors strategy, and cost leadership strategy. Fourth, management strategies affecting non-financial performance were found to be differentiation strategy, defenders strategy, analysis strategy, offensive strategy, cost leadership strategy, and focus strategy. Fifth, organizational culture affecting financial performance was found to be task oriented. Sixth, organizational culture affecting non-financial performance was found to be innovation oriented and relationship oriented. Through these studies, it is expected that the economy will be revitalized in the domestic market and a growth ecosystem that can take a new leap forward is created in the global market.

• Journal of Digital Convergence
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• v.13 no.11
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• pp.303-311
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• 2015

The aim of this study was to identify the effect of organization culture perceived by nurses on the customer orientation. The participants in this were 442 nurses and data were collected from October 1 to 15, 2014. Data was analyzed using SPSS 21.0 programs. The nursing organizational culture positively correlated with nurses' customer orientation. The amount of customer orientation had interrelation with relationship orientated culture, rank orientated and task orientated culture, in charge nurse, and non-shift work as a working type in nursing organizational culture were significant variables which allowed to expect customer orientation. Therefore, hospital managers should put efforts to develop nursing organizational culture filled with internal members in order to improve nurses' customer orientation.

• Proceedings of the Costume Culture Conference
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• 2003.09a
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• pp.82-82
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• 2003

경영실적이 우수한 의류기업은 종사원들이 공동의 책임감을 공유하며 조직의 존재이유와 어떠한 일을 해야 할지를 종사원이 결정하는 목표에 대한 일체감이 형성되어 있다. 그러나 의류기업의 전문 부서 종사원들은 주로 자신의 전문지식과 직무에 대한 몰입을 우선하는 전문 인 성향만을 추구하는 가치관을 지향하고 있어서 조직과 직무에 동시에 몰입하지 못하고 있는 실정이다. (중략)

• The Journal of the Korea Contents Association
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• v.21 no.9
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• pp.684-695
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• 2021

The purpose of this study was to identify the influence of compassion fatigue, compassion satisfaction and nursing organizational culture on burnout in integrated nursing care units nurses. The participants were 170 nurses working in integrated nursing care units of three general hospitals located in Seoul and Gyeonggi-do. Data were analyzed using independent t-test, ANOVA, Scheffé, Pearson's correlation and stepwise multiple regression analysis. Burnout was significantly different according to turnover intention, job satisfaction, health status. Burnout showed a positive correlation with compassion fatigue and a negative correlation with compassion satisfaction and relation oriented culture. Regression analysis revealed that compassion fatigue, compassion satisfaction, relation oriented culture and age were significant variables affecting the burnout, and the lower the age, the higher the burnout. Therefore, strategies to decrease compassion fatigue and to enhance compassion satisfaction and positive aspects of relation oriented culture for lower age nurses group are needed.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.9
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• pp.5875-5887
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• 2015

This research aimed to investigate the relations of perfectionism and multicultural attitude upon a premise that sub-factors of the perfectionism : self-oriented perfectionism, other-oriented perfectionism and socially-prescribed perfectionism are related to multicultural attitude and to examine the moderation effect of self-acceptance on the relation between perfectionism and multicultural attitude. The questionnaires designed to measure multidimensional perfectionism, unconditional self-acceptance and multicultural attitude were administered to 258 office workers in Seoul and Gyeoggi-Do. The results from correlation analysis and regression analysis were as followed. First, sub-factors of the perfectionism was partially associated with sub-factors of multicultural attitude. In particular two sub-factors of the perfectionism : 'self-oriented perfectionism', 'other-oriented perfectionism' yielded effect on multicultural attitude, controlling the effects of other subscales. Second, unconditional self-acceptance moderated the relation between 'self oriented perfectionism' and sub-factor of the multicultural attitude : 'recognizing difference'. And unconditional self-acceptance moderated the relation between 'socially prescribed perfectionism' and sub-factors of the multicultural attitude : 'recognizing difference', 'openness and acceptance'. This present findings not only extend understandings about relationship between perfectionism and multicultural attitude by examining self-concept : unconditional self-acceptance but also provide that it isn't helpful that further support and rationale for unconditional self-acceptance as intervention for targets to focus in counseling process for those who suffer from perfectionism.

• The Journal of the Korea Contents Association
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• v.8 no.12
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• pp.301-309
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• 2008

This paper explores whether there is significant difference or not in the empowerment of social workers, e.g. individual's business-oriented, business relationship, and compensation system, according to the organizational culture types of social welfare facilities such as community culture, development culture, hierarchical culture, and reasonableness culture. By means of survey, this research targeted the social workers of social welfare facilities. The culture types that social workers recognize are sorted into community culture, development culture, hierarchy culture, and reasonableness culture according to the division of Kimberly and Quinn (1984). This study shows that there is significant difference in individual’s business-oriented, business relationship, and compensation system according to the type of organization culture.

• Journal of Venture Innovation
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• v.6 no.3
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• pp.149-164
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• 2023

Today, when innovation and creativity become increasingly important, management of human resources is a key factor for corporate performance and competitive advantage. Corporate are implementing and introducing various types of support methods for members to achieve goals and improve organizational performance. Organizational culture and organizational trust affect the cognitive and emotional state of members. Furthermore, it can bring about changes in organizational performance such as job stress and job satisfaction. From an institutional point of view, work-life balance is also a major factor affecting organizational performance. The imbalance between work and life leads to a decline in organizational performance, such as decreased morale and dissatisfaction with work. In relation to work-life balance, the low birth rate problem intensified and the importance began to emerge. Therefore, the government has implemented various policy support for workers' work-life balance, and the "52-hour workweek" is a representative example. This study analyzed the effect of organizational culture applying the competitive value model on workers' job stress. In addition, the mediating effects of overtime work per week and organizational trust were analyzed. Job stress corresponds to a prerequisite stage that affects job commitment, job satisfaction, and turnover intention. However, research measuring job stress by organizational performance is insufficient. In addition, there are few studies analyzing the relationship between overtime and organizational performance. Considering this, it is necessary to understand the influence relationship. The results of the study are as follows. First, a hierarchical culture increases the job stress of workers. On the other hand, innovation-oriented, relationship-oriented, and competition-oriented corporate culture reduce job stress. Second, a hierarchical culture has reduced trust in the organization, and other organizational cultures have increased trust in the organization. Third, relationship-oriented and competition-oriented organizational culture reduced overtime. Innovation-oriented, hierarchical-oriented culture increased overtime Fourth, organizational trust and overtime have the effect of mediating organizational culture and job stress. Based on these analysis results, this study presented academic and political implications.

• The Journal of the Convergence on Culture Technology
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• v.8 no.6
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• pp.31-40
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• 2022

This study is a descriptive research study to confirm the mediating effect of job engagement on the relationship between the nursing organizational culture and the quality of nursing service perceived by nurses. The research subjects and data were collected from June 1 to June 7, 2022, and 215 nurses working at hospital-level or higher medical institutions recruited through the online community for nurses. As a result of the study, Relation orientated culture(Z=3.88, p<.001) and Task orientated culture(Z=3.16, p=.001) affected the quality of nursing service, and it was found that job engagement fully mediating effect. Hierarchical orientated culture (Z=2.39, p=.017) affected the quality of nursing service, and it was found that job engagement had a partial mediating effect. Therefore, in order to improve the quality of nursing services, it is necessary and to promote work engagement by forming a culture to establish a trust relationship among members based on the order and procedure for safety in nursing sites that require rapid and accurate response in emergency situations and performing tasks efficiently to achieve organizational goals.

• Journal of Digital Convergence
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• v.15 no.4
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• pp.427-441
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• 2017

The purpose of this research is to examine the effect EVE about culture & art education and social tendencies have on adult educatees eliminating controlled mechanisms. Quantitative research on those in their 40s and 50s was executed. The results show that there is a high correlation between GEVE and individualism, REVE and collectivism. GEVE has a higher influence on actualization of self-efficiency, FEVE on reignition of retained desires, REVE on substantialization of non-isolation, individualism on actualization of self-efficiency, and collectivism on substantialization of non-isolation. This research evokes the importance of an interdisciplinary and integrated understanding of EVE in culture & art education, educatees' social tendencies, and their psychological mechanisms. Also, it suggests the necessity of following research and practical adaptation related to developing programs, securing quantitative and qualitative appropriateness reflecting social requirements, and operation, evaluation, and management considering reciprocality.