• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.2
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• pp.157-169
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• 2023

This study examined the effect of entrepreneurial orientation on creative behavior and the mediating effect of knowledge sharing behavior in the relationship between entrepreneurial orientation and creative behavior. In particular, this study examined the moderating effect of leader-member exchange (LMX) in the relationship between entrepreneurial orientation and creative behavior. In this study, after distributing 500 questionnaires to executives and employees working at small and medium-sized companies in Seoul and Gyeonggi-do, 259 questionnaires were used for hypothesis verification, excluding 38 unfaithful or missing responses. The analysis results are as follows. First, it was found that entrepreneurial orientation had a significant positive (+) effect on creative behavior. Second, it was found that entrepreneurial orientation had a significant positive (+) effect on knowledge sharing behavior. Third, knowledge sharing behavior was found to have a significant positive (+) effect on creative behavior. Fourth, knowledge sharing behavior was found to play a partial mediating role in the relationship between entrepreneurial orientation and creative behavior. Finally, it was found that LMX strengthened the positive (+) relationship between entrepreneurial orientation and creative behavior. The theoretical implications of this study are as follows. First, this study makes a theoretical contribution in that it revealed the mediating effect of knowledge-sharing behavior in the relationship between entrepreneurial orientation and creative behavior through empirical analysis of corporate members. Next, this study has theoretical implications in that it revealed that LMX strengthens the positive (+) relationship between entrepreneurial orientation and creative behavior. On the other hand, the practical implications of this study are as follows. First, companies need to find ways to strengthen the entrepreneurial orientation. Next, companies need to find ways to improve the quality of LMX between bosses and subordinates. Finally, this study discussed research limitations and future research directions.

• Industry Promotion Research
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• v.5 no.1
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• pp.21-33
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• 2020

The purpose of this study is to investigate the impact of strategic human resource management perceived by members of SMEs on organizational performance and innovation behavior. In addition, the mediator effect of innovation behavior of organizational members on the relationship between strategic human resource management and organizational performance was verified using the statistical program SPSS 21.0 program. First, the hypothesis 1, strategic human resource management (adoption and compensation, job design, training and career management, participation in decision-making) was adopted by showing positive impact on the positive impact on organizational performance. Second, hypothesis 2, strategic human resource management (recruitment and compensation, job design, training and career management, participation in decision-making) was adopted after demonstrating statistically significant influence on innovation behavior. Third, the innovation behavior perceived by Hypothesis 3 organizational members showed a positive influence on organizational performance. Hypothesis 3 was therefore adopted. Fourth, as a result of verifying the mediating effect of innovation behavior in the relationship between hypothesis 4, strategic human resource management and organizational performance, innovation behavior was analyzed to be partially mediated. In other words, strategic human resource management of organizational members has a direct impact on organizational performance, but it can show a higher positive impact on organizational performance through innovation actions in its performance.

• The Journal of the Korea Contents Association
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• v.21 no.1
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• pp.162-172
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• 2021

This study was approached from the perspective of leadership as a study on innovation, a concept that can develop and maintain a continuous competitive advantage in the rapidly changing environment of management and public service organizations. the purpose of this study is as follows. first, it defines the concept of creative leadership and tests the relationship with innovation behavior through various variables. second, the relationship between conceptually defined creative leadership and job enthusiasm and organizational trust is tested in the organization of public officials in the educational administration. third, it examines the relationship between job enthusiasm and organizational trust, which are parameters, innovation behaviors of public officials in the educational administration. the finddings are as follows. job enthusiasm, organizational trust, and creative leadership were suggested as prerequisites that directly influence the innovation behavior of the organizational members of the educational administration office.

• Journal of vocational education research
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• v.30 no.4
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• pp.1-22
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• 2011

Paradoxically, leadership has not only positive effects but also negative effects. The purpose of this study is to examine supervisors' dysfunctional leadership behaviors, antecedents and results in order to draw HRD implications for protecting organizations and employees from dysfunctional leaders and provide implications for leadership development. A qualitative research method based on semi-organized interviews with 28 employees from S-group was used. The results of this study show that the dysfunctional leadership behaviors were associated with ten behavioral categories: belittling and insulting the subordinates, authoritative and arbitrary behaviors, self-aggrandizement, biased preference for certain personnel, arrogance, micro-managing, inability to change and adapt, discordance between words and actions, over-dependance on supervisor, lack of ethics and values. Dysfunctional leadership behaviors were casually attributed to 'personal traits & experience', 'task characteristics', and 'internal & external environments of the organization'. Finally, the results of supervisor's dysfunctional leadership behaviors on employees and the organizational effects were 'increased turnover rate', 'declining work efficiency', 'collapsing morale', 'retraining innovative thinking', 'passive working culture', 'discouraging organizational vitality', 'discouraging organizational synergy', 'losing loyalty' and 'declining trust on supervisor'.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.4
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• pp.217-230
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• 2020

In a view of rapidly changing business environment, the success and competing power of organizations depend on committed, highly motivated and satisfied human resources. Empowerment is mainly concerned with establishing and building trust between management and employees, and motivating their participation. Also, behavioral integrity emphasizing on the characteristics of effective leaders has shown as direct action that strengthens positive consequences in organizations. However, research regarding behavioral integrity is very limited. Based on the Self-determination Theory, this paper investigates the effect of empowering leadership on employee's job satisfaction and work engagement. Multi-group analysis based on behavioral integrity is also analyzed. An online survey was conducted and 298 employees' data were collected. Using structural equation modeling, results suggest as follows. First, empowering leadership had a positive effect on individual's job satisfaction mediated by their work engagement. Second, the result of the multi-group analysis showed that the effect of empowering leadership on work engagement is stronger in the group with high behavioral integrity. Contrary to the prediction, the result doesn't support the moderating effect on job satisfaction. These findings contribute to our understanding of empowering leadership process. Based on the results, several theoretical and managerial implications are discussed.

• Journal of the Korean Society of Marine Environment & Safety
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• v.28 no.4
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• pp.587-593
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• 2022

This study was conducted with the aim of testing the relationship between authority-giving leadership recognized by maritime police officials with organizational citizenship behavior. There are various types of leadership. Marine police officials will be able to help solve more effective problems in practice by the authority granted due to the nature of their duties. Organizational citizenship behavior is informal, though. However, as a result, it is related to organizational development. Recently, as a study for organizational development, many studies on empowerment leadership and organizational citizenship behavior are being conducted. In this study, 168 marine police officials were surveyed. As a result of the study, the authority-granting leadership and organizational citizenship behavior of marine police officials are very important factors due to the dangers and unexpectedness of the duties of marine police officials. Policy suggestions were made for the development of the maritime police organization.

• Journal of Internet Computing and Services
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• v.13 no.5
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• pp.65-75
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• 2012

Organizational citizenship behaviors(OCB) are discretionary behaviors of employees, which go beyond that which is required, and are known to be contributing factors of organizational performance. When a supply chain management(SCM) system is implemented, organizational knowledge concerning the global standards, process innovation and key performance indicators(KPI) is also spread out across different, disconnected silos, thus increasing the absorptive and innovative capacity of employees. Therefore, OCB may be an important antecedent to successful operation of supply chain. This paper examines the causal relationships among absorptive capacity of employees, organizational citizenship, SCM performance and intention to innovate in global manufacturing corporations in Korea. Empirical results from 122 survey responses indicate that the organizational citizenship affects the level of SCM performance and absorptive capacity, which, in turn, influences SCM performance. As expected, SCM performance has been found to affect intention to innovate, but absorptive capacity has no impact on intention to innovate. As a conclusion, the academic and practical implications of these findings are discussed.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.2
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• pp.235-247
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• 2019

In order to achieve the results that are appropriate for the purpose of the enterprise, it is important to comprehensively understand the behaviors within the roles of the members of the organization and actions outside the roles. However, there have been relatively few studies on corporate social responsibility (CSR) among the existing studies that have been conducted to date. In particular, organizational citizenship behavior, a voluntary commitment by organizational members, is perceived as a very effective way of enhancing corporate performance, but studies on organizational citizenship behavior based on corporate social responsibility have rarely been conducted. In recent years, domestic companies have recognized social responsibility as an activity rather than an additional activity. Therefore, it is very meaningful to look at the organizational performance by examining the factors that make up this social responsibility from the perspective of the company. It is considered a task. In order to demonstrate this, this study collected 303 data from a business incubator center operated by universities and public institutions nationwide and used a total of 303 samples. As a result of the verification, the wages received by the members of the organization did not affect the organizational commitment, and the working hours and the working environment affected the organizational commitment. In addition, corporate social responsibility has an effect on organizational trust in the marketing side. Organizational commitment and organizational trust were studied to positively affect organizational citizenship behavior. In addition, this study divides the degree of perception of social responsibility of the organizational members into the high recognition group and the low recognition group and analyzed whether there is a difference in the level of organizational citizenship behavior according to the employment type (regular and irregular workers) The results of this study are as follows.

• 한국벤처창업학회:학술대회논문집
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• 2020.11a
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• pp.115-118
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• 2020

최근 기업의 사회적 책임에 대한 관심이 커져가고 있으며, 사회의 구성원으로서 사회적 책임 활동은 선택이 아닌 필수적인 요소가 되어 가고 있으며 이에 대한 연구들도 활발히 진행되고 있다. 그러나 기업의 사회적 책임활동에 대한 연구들은 주로 사회적 책임활동과 기업의 이미지, 고객만족 및 재방문 등 기업의 성과와 관련한 연구가 주를 이루고 있다. 이에 기업의 사회적 책임활동이 직원들의 내부 고객인 직원들의 직무만족과 조직시민행동에 미치는 영향을 확인하고, 그 관계에서 조직몰입이 어떤 역할을 하는지를 규명해보고자 한다. 본 연구에서는 기업의 사회적 책임활동이 직원들의 직무만족을 증진하고, 증진된 직무만족이 조직시민행동에 영향을 미칠 것이라는 인과적 경로를 검증하고자 한다. 또한 사회적 책임활동과 직무만족, 조직시민행동의 관계에서 조직몰입을 조절 변수로 설정하여 본 연구를 진행하였다.

• The Journal of the Korea Contents Association
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• v.18 no.6
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• pp.574-599
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• 2018

The purpose of this study is to suggest implications for the importance of shared leadership of leaders by analyzing the influence of learning orientation and unlearning on the recognition of leader's shared leadership and employees'. The questionnaire survey was conducted on the employees who work as knowledge workers in the domestic SMEs. A total of 387 questionnaires were collected using SPSS 24.0 statistical package. The results of this study were that the relationships between a leader's shared leadership and innovation behavior, shared leadership and learning orientation, and learning orientation and innovation behavior were positive. In addition, learning orientation mediated in the relationship between shared leadership and innovation behavior, and unlearning reinforced the relationship between shared leadership and learning orientation. The implication of this study is that the employees themselves need continuous reinforcement activities for active unlearning and learning orientation in order to improve the innovation behavior of the employees. In addition, the shared leadership of leaders in employees and organization is more important.