• 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.

• The Journal of the Korea Contents Association
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• v.6 no.7
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• pp.42-49
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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.

• International Area Studies Review
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• v.12 no.3
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• pp.391-415
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• 2008

This paper adopts a present basis of research on the Chinese characteristic culture of enterprise, phenomenon of learning, learning attitude and transferring of learning attitude, and forms a research model and hypothesis. There are three different types of Chinese enterprises basined on the research of Chinese intellectuals: legalistic organization, the ethic organization culture and seeking development organization culture, from which the legalistic organization culture has positive influence on the people level learning and structure level learning by the test of hypothesis. Ethnic organizational cultural has positive influence on the organization level; however, it never has any contributions to the people leanings. Seeking development organization culture benefits a lot to the people leanings, but it never has any positive influence on the organizational cultures.

• Industry Promotion Research
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• v.3 no.1
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• pp.13-31
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• 2018

The purpose of this study is to investigate the effect of organizational culture on organization and organizational performance, and it was targeting for 350 public officials (local governments, foundation under local governments, public corporation) who research work and consulting were implemented for. When it comes to the response to questionnaires, 313 copies out of 350 were verified on the research hypothesis of the research model by using statistical package programs of SPSS 20.0 and AMOS 20.0. Results of the research hypothesis on research model show that firstly, regarding the research hypothesis 1 that the organizational culture of public organization will have a positive (+) significant effect on learning organization, the organizational culture recognized by the organizational members of public organizations showed a positive influence on the learning organization. In other words, it showed that the organizational culture recognized by the organization members of public organizations is a major factor in building a learning organization. Secondly, regarding the research hypothesis 2, the result of the relationship between organizational culture and organizational performance, that the organizational culture recognized by the organizational members of the public sector showed a positive influence and it implies the importance of recognizing and transforming the organizational culture of public organizations to improve organizational performance of public organizations. Thirdly, regarding the research hypothesis 3, the organizational culture recognized by the organizational members of public organizations showed an influence on organizational performance and also showed apositive(+) influence on organizational performance through learning organization. As the organizational culture recognized by the organization members in the public sectoris influencing the organizational performance through the learning organization, various implementation plans are required to improve organizational culture, improving learning organization, and improving organizational performance in accordance with the characteristics of public organizations.

• International Commerce and Information Review
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• v.15 no.1
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• pp.207-226
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• 2013

This study examined the impact of self-directed learning on job satisfaction, organizational commitment. Also, it verified moderating effects of organizational culture(centralization, decentralization) in the era of global competition. The results of this study are as followings: 1) self-directed learning(acceptance of responsibility for learning) is positively related to job satisfaction, organizational commitment, respectively. 2) centralization moderated on the relationship between self-directed learning(acceptance of responsibility for learning, self-confidence as a learner, future orientation) and organizational commitment. 3) decentralization moderated on the relationship between self-directed learning(future orientation) and organizational commitment. We discussed the implications of these of findings for both theory and practice.

• Journal of Digital Convergence
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• v.17 no.2
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• pp.47-57
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• 2019

This study analyze whether the organizational learning culture affects the firm's dynamic capacity and whether the dynamic capacity mediates the relationship between organizational learning culture and management performance. Respectively. First, "The more organizational structure is organic, the higher the integrated relocation capacity and learning capacity. Organizations with organic organizational structures were found to have the ability to successfully adapt to external changes because there is a practice that is not tied to formal processing or procedures. Second, it can be seen that there is a positive (+) influence on the relocation capacity among the dynamic competence of the learning culture of the corporate organization. Third, both sub-factors of dynamic competence have positive (+) influence on business performance. Also, there was no mediating effect of dynamic competence related to learning culture.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.3
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• pp.201-214
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• 2022

This study theoretically and empirically examined whether organizational communication mediates the effect of organizational learning culture perceived by members in the organization on task performance and contextual performance. Organizational learning culture is defined as a culture that is good at creating, acquiring, transferring, and modifying behavior to reflect new knowledge and insights. The hypothesis of this study is that the perceived organizational learning culture can increase performance through organizational communication between members. In particular, we measured communication within the organization into three types: upward, horizontal, and downward. These communications were set as mediating variables. In empirical studies, independent variables were perceived organizational learning culture, mediation variables were upward, horizontal and downward communication, and dependent variables were task performance and contextual performance. Hypothesis 1 is that the organizational learning culture will have a positive effect on employees' tasks and contextual performance. Hypothesis 2 is about the mediating effect of communication on the relationship between Hypothesis 1. In the empirical study, after verifying the validity and reliability of the research variables, correlation analysis and hypothesis verification were conducted. Hypothesis 1 was verified through regression analysis, and all detailed hypotheses were supported. To verify Hypothesis 2, we conducted a bootstrap test using process macro to separate the total, direct, and indirect effects and examine the significance of the indirect effects. As a result, Hypothesis 2 was partially supported. Downward communication mediated organizational learning culture and task and contextual performance, and horizontal communication mediated organizational learning culture and contextual performance. The mediating effect of upward communication was not significant. The results of this study contributed to the suggestion of implications, research limitations, and research directions. Organizational learning culture is the direction and intention of the organization to achieve its goals through the learning and growth of its members. By strengthening internal motivation, organizational members can take voluntary desirable actions that help groups and organizations as well as essential tasks given. since this relationship appears as a medium of downward communication, organizations can strengthen the relationship between organizational learning culture and performance through leadership education.

• The Journal of the Korea Contents Association
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• v.19 no.9
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• pp.388-401
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• 2019

This study analyzes the mediation or moderation effect of the characteristics of perceived organizational support (POS) and relational culture on the ambidextrous organizational performance such as exploration and exploitation. This study empirically verified using the human capital corporate panel 548 data provided by Korea research institute for vocational education & training. The empirical results of the present study are as follows. First, it is shown that formal learning and informal learning provided to the members have a positive effect on ambidextrous organizational performance. In addition, POS showed that full and partial mediation effects of the formal learning and informal learning on ambidextrous organizational performance. Finally, relational culture have an important influence on positively moderating the relationship between informal learning and exploitative performance.

• Journal of Korea Society of Industrial Information Systems
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• v.27 no.3
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• pp.59-88
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• 2022

As the open innovation paradigm spreads, the ability to search for new external knowledge and combine it with the organization's existing knowledge has been cosidered to play an important role in improving business performance of a company. This study empirically analyzed the influence of such organizational variables as empowering leadership, organizational learning culture, and interdepartmental cooperation on business performance of innovative technology SMEs focusing on the mediating effects of absorption capacity. For this purpose, a survey was conducted on 15,227 INNOBIZ SMEs, and 326 usable questionnaires were collected and analyzed using the structural equation model. Statistical analyses showed that the direct influence of empowering leadership, organizational learning culture, and interdepartmental cooperation on business performance was not found, but indirect effects of three organizational variables on business performance proved significant using absorption capacity as a mediating variable. This result also indicates that empowering leadership, organizational learning culture, and interdepartmental cooperation are important antecedent variables of absorption capacity.

• Journal of Korean Library and Information Science Society
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• v.34 no.1
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• pp.331-349
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• 2003

This study explores what kinds of strategies are appropriate for the academic libraries to upgrade their services and vitalize their organizational culture. The sources related to the organizational development theory and the organization of the academic libraries are gathered and examined for this study. And this study suggests the realization of team system the development of knowledge management and teaming organization culture, the establishment of strategic plan as the strategies for the organizational development of the academic libraries in Korea.