• Management & Information Systems Review
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• v.33 no.5
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• pp.55-70
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• 2014

Recent research on organizational innovation, such as. new managerial processes, practices, suggests it can be an important source of firm's competitive advantage. The challenge is not only offering new products and services, but also changing the nature of management within organizations. In this study, we focus on management innovation at the organization level and investigate the role of transformational leadership behavior as a key antecedent. Transformational leadership may complement an organization''s increasing rigidity by maintaining a sense of meaningfulness in members of the organization, which may be more flourishing to organizational innovation. Due to its prominent role within organizations, CEO has the ability to greatly influence management innovation. In particular, we focus on leadership behavior and examine transformational leadership of CEO. Additionally, as contextual variables like organizational structure(complexity, formalization, centralization) may influence the impact of transformational leadership, we investigate its moderating role. Findings show that transformational leadership behaviors positively contribute to organizational innovation. In addition, our study indicate that less complex, less formal and less central, organizations have benefit more from transactional leadership in strengthening organizational innovation.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.2
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• pp.51-61
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• 2018

As Korean society becomes more matured, more people consider trust valuable, as a social capital. Researchers introduced trust literatures focusing on public policy, sociology than business. In this paper, it is empirically analyzed how Organizational Justice, Shared Values, Organizational Trust, 3 dimensions of social capital explained by Nahapiet & Ghoshall, together with Job Satisfaction and Innovative Behavior, as a proxy of performance at the organizational level. The results of this study are as below. Firstly Organizational Justice, consisted of 4 sub-variables of Distributional Justice, Procedural Justice, Interpersonal Justice and Informational Justice, classified by Colquitt, affects Job Satisfaction positively. Secondly Shared Values, consisted of 2 sub-variables of CEO's Core Value and Organizational Culture, availing Competing Value Model of Cameron & Quinn, affect Job Satisfaction positively. Thirdly Job Satisfaction, consisted of 2 sub-variables of economical satisfaction and self-efficacy, affects Innovative Behavior positively. Lastly Organizational Trust has mediating effect on the relationship between Job Satisfaction and Innovative Behavior. However, while the direct effect of Job Satisfaction on Innovative Behavior shows 69%, the indirect effect of Organizational Trust on Innovative Behavior shows 31%, which may not be ignorable. Furthermore in case of smaller organization with less than 30 members, the indirect effect of Organizational Trust shows 64%, comparing to 36% of direct effect of Job Satisfaction. This study was able to confirm that organizations need to maintain Organizational Trust as much as they strive to increase Job Satisfaction through securing Organizational Justice and Shared Values in order to effectively increase Innovative Behavior. For small organizations with less than 30 members, they can never achieve Innovative Behavior without Organizational Trust. Conclusively it is acknowledged that Organizational Trust is the most important prior condition for innovation and long-term survival of SME ventures.

• The Journal of the Korea Contents Association
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• v.18 no.2
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• pp.661-669
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• 2018

Major business journals have been annually announced '100 best companies to work for'. These companies have some characteristics having not only high organization performance but also various benefit programs such as job satisfaction, organization commitment, work-family balance and positive psychology. When people have job satisfaction, organization commitment, and happiness, it will increase the positive psychology of people. Therefore, in this study, we examined the moderating effect of work-family facilitation between occupational well-being and innovative behavior. For the empirical analysis, the survey was executed on employees of 11 companies in IT, Service, and Manufacturing business field. The analysis result is as follows. First, occupational well-being gives positive(+) influence on innovative behavior. Second, the control effect of work-family facilitation in the relationship between occupational well-being and innovative behavior was significant according to statistics. The conclusion states the implications and limitations of this study, and suggests directions on future studies.

• Industry Promotion Research
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• v.8 no.3
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• pp.37-50
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• 2023

The purpose of this study is to study the impact of knowledge sharing behavior, self-efficacy, team collaboration, and job autonomy on organizational innovation among the smart work characteristic factors for members of small and medium-sized venture companies, and to study the differences according to generation/digital literacy level. It is to provide implications so that it can be reflected in the organizational innovation of venture companies. As a result of the analysis, it was found that knowledge sharing behavior and team collaboration had an effect on organizational innovation, while self-efficacy and job autonomy did not affect organizational innovation. In addition, as a moderating effect, it was confirmed that there were differences in self-efficacy and team collaboration according to the level of digital literacy, and differences in knowledge sharing behavior, self-efficacy, and team collaboration by generation. Therefore, in this study, we identified important influencing factors for organizational innovation according to changes in the smart work environment of small and medium-sized venture companies, and suggested ways to secure corporate competitiveness. It suggests that organizational innovation can be strengthened only by confirming the relationship between organizational innovation and finding ways to develop and utilize differentiated capabilities.

• 한국벤처창업학회:학술대회논문집
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• 2023.04a
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• pp.117-122
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• 2023

벤처창업 연구에서 기업가적 리더십은 구성원의 혁신행동 및 성과를 증진시킬 수 있는 핵심 고리로 그 중요성을 인정받고 있다. 선행연구에서 기업가적 리더십은 구성원의 혁신행동을 향상시키는 요인으로 고려되고 있지만 아직까지 구성원의 개별 성향과 복합적으로 고려했을때 기업가적 리더십이 어떤 영향을 미치는지에 대해서는 연구가 부족한 편이다. 본 연구는 구성원의 조절 초점 성향을 토대로 기업가적 리더십이 구성원의 성향에 따라 자기효능감과 혁신행동에 각기 다른 영향을 미칠 것으로 가정, 연구를 진행하였다. 본 연구는 변수 간 인과관계 검정을 위해 중소벤처기업에 재직 중인 구성원을 대상으로 점화 기법 기반 실험연구를 진행할 예정이다. 실험연구를 통해 본 연구는 리더의 기업가적 리더십이 구성원의 혁신행동을 어떻게 높일 수 있는지에 대한 단초를 제공할 것이다. 또한, 본 연구결과는 벤처기업 및 스타트업에서 구성원의 혁신행동을 촉진할 수 있는 조직운영 프로세스에 관한 시사점과 함께 학문 및 실무적 관점에서도 의미 있는 기여도를 제공할 예정이다.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.3
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• pp.199-208
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• 2016

In this study, We tried to investigate the relationship between the Caregiver's Autonomy of duty and the Their innovation action at the present situation of awareness diffusion of caregiver's job autonomy and rapid aging increasing. We analyzed the factors effected to the innovative action by the caregiver's job autonomy and demographic factor, to the caregivers who work in Seoul. As a result of the analysis, it was found the factors that effect to innovation action statistically and significantly are job autonomy, work schedule, decision-making, methodology, age, education, type of facility, scale of facility and job title. In other words, the organization tries to invest enough job autonomy to caregiver in their environment and the organizational culture tries to encourage new idea is induct positive effect to the innovative action. In this regards, the principal requires ability to create environment that the caregivers can suggest new idea, and develop the management strategy to improve caregiver's job autonomy.

• Journal of Digital Convergence
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• v.16 no.4
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• pp.69-77
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• 2018

In this study, we examine the relationship between shared leadership and innovation behaviors of the members, and try to understand what moderate effect trust in these relationships. To do this, we set up research models and hypotheses that shared leadership will influence innovative behavior through literature review. We also added the moderating effect of Trust on the relationship between these variables. For the empirical analysis, a questionnaire survey was conducted for corporate member in Daegu and Kyungbuk area. Multiple regression analysis and hierarchical regression analysis were conducted to test hypotheses. As a result, Shared leadership has a significant effect on innovation behavior. In particular, trust among members has been shown to regulate the relationship between shared leadership and innovation behavior. The results of this study will be applied to the strategic human resources management of major organizations.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.4
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• pp.75-89
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• 2019

In the case of SMEs, entrepreneurship that organizes only core functions with the minimum number of people is increasing, and a responsibility management system focusing on core functions is emphasized, so that the interest in innovation behavior and survival strategy of enterprises is getting bigger. However, in the case of SMEs, it is not easy to pursue continuous innovation due to lack of capital and lack of professional manpower. The purpose of this study is to investigate the effect of SME on innovation behavior by selecting exploratory study and literature study for SMEs. The data for this study were 545 out of the total 600 copies distributed to employees in SMEs. The data were analyzed using SPSS 21.0 and amos18.0. First, product diversification, strategy formulation, and R & D have a significant effect on innovation behavior, and market diversification has no effect on innovation behavior. Second, working variables such as product diversification, market diversification, strategy formulation, and R & D do not control the influence of innovative behavior on innovation behavior. Third, the rank variable, which is the controlling variable, controls the magnitude of the effect of product diversification, market diversification, strategy formulation, and R & D on innovation behavior. As a result, corporate managers should lead the organization in order to promote product diversification, market diversification strategy, R & D and innovation activities. After discussing the conclusions and implications of this study, this study presented the direction of the research for the follow-up study.

• Journal of Venture Innovation
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• v.4 no.3
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• pp.69-87
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• 2021

This study was conducted focusing on the innovative behavior necessary for the long-term survival of an organization in a business environment in which uncertainty and complexity are increasing. To this end, the relationship between issue leadership and innovative behavior of organizational members was investigated from the perspective of Signaling theory, Path-Goal theory and Job Demands-Resources theory. In addition, the mediating role of learning agility and sub-components of learning agility was empirically analyzed. For empirical analysis, a survey was conducted with a total of 252 team leaders and team members working in multinational companies (142 in Korea, 110 in the US). The results of this study are as follows. Issue leadership was analyzed to have a positive (+) effect on the innovative behavior of employees. Learning agility was found to play a mediating role between issue leadership and innovative behavior. On the other hand, the mediating effect was tested for each of the sub-components of learning agility, such as feedback seeking, information seeking, reflecting, experimenting, agility. As a result, all five sub-components were found to play a mediating role between issue leadership and innovative behavior. In particular, it was analyzed that the mediating effect of agility was the largest. Next, information seeking appeared to be large. Although there are some studies that have identified the mediating role of learning agility between issue leadership and innovative behavior, this study is considered to have academic implication as there are few cases of subdivided study. At the practical level, it is expected to provide implications for where to focus more when trying to improve an organization's learning agility and innovation behavior

• The Journal of the Korea Contents Association
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• v.14 no.12
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• pp.733-743
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• 2014

The study aims to positively analyze the impact of superiors' humor perceived by staff on the latter's innovative work behaviors among all other factors determining an individual's inclination to innovation. The summary of the results is as follows. First, senior superiors' humor is closely related to innovative work behaviors, which is also statistically significant. Second, superiors' affects job commitment to a significant extent. Third, job commitment produces such effects of an mediating variable in the relationship between superiors' and innovative work behaviors on the part of their staff. The results present an empirical lesson that a superiors plays a great role in the process of innovation in the public sector. Therefore, this study concludes that it is necessary to systemize education and training system for superiors in terms of management of a public organization. Empirical studies of innovative behaviors of superiors are likely to contribute to developing the theories of organizational behaviors.