• The Journal of the Korea Contents Association
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• v.21 no.3
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• pp.478-489
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• 2021

This study aimed to demonstrate the dual mediating effect of psychological safety(PS) and silence climate(SC) in the process of team leader's self-deception behavior(SD) influencing team learning(TL). We conducted a survey of 294 workers in domestic companies and analyzed the data statistically using SPSS 21 and SPSS Process Macro for hierarchical regression and bootstrapping. The results are as follows: 1. all correlation coefficients are significant showing that SD has positive correlations with SC and negative correlation with PS and TL, 2. simple mediation effects(SD-PS-TL and SD-SC-TL) are all significant, 3. the dual mediation effect of psychological safety and silence climate on the relation between team leader's self-deception behavior and team learning(SD-PS-SC-TL) is verified. This study showed that the authenticity of team leaders could be an crucial element for organizational communication and effectiveness. Finally, limitations and suggestions for future research were discussed.

• The Korean Journal of Applied Statistics
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• v.23 no.3
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• pp.559-571
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• 2010

The Demand-Control model has been one of the most popular theoretical models to explain job stress. This study extends the Demand-Control model to the team level and examines the relationship between job demand and job stress to tests the moderating effect of the `team relationship climate' on the relationship between job demand and job stress. Data were collected from 34 teams across 19 organizations and analyzed using HLM. The results showed that job demand was significantly related to job stress. Based on the team level analysis, the team relationship climate was found to moderate the relationship between job demand and job stress. In addition, the consideration behavior by the leader was significantly correlated with the team relationship climate. Finally the theoretical and practical implications and limitations of this study were discussed.

• Information Systems Review
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• v.17 no.1
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• pp.65-92
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• 2015

Driven by the development of information technologies, information system (IS) use has been common even in military organizations. In particular, field artillery is currently using the Battalion Tactical Commanding System-A1 (BTCS-A1) to improve fire support. The use of BTCS-A1 makes fire-commanding processes simple and autonomous, which leads to shorten time to support fire. Although BTCS-A1 has been considered as a helpful system, there still exists some dispute regarding its effectiveness and impact on task performance. By conceptualizing BTCS-A1 use as appropriation, this study investigates how BTCS-A1 appropriation promotes task performance. We also hypothesize that IS quality, organizational pressure (institutional pressure and supervisor influence), and team climate (team learning climate and team empowerment climate) increase the appropriation. Survey results show that organizational pressure and team climate promote BTCS-A1 appropriation, which improves users' task performance. However, effect of IS quality is not significant. Theoretical and practical implications are presented.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.15 no.2
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• pp.717-724
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• 2014

Although team cohesion can be a double-edged sword, empirical studies have focused positive effect of team cohesion. This study claims that team cohesion can be divided social task cohesion, so we can investigate positive effect of social cohesion and negative effect of task cohesion on technological innovation. Cohesion emphasize homogeneity, thus creativity supporting team climate alleviate negative effect of social cohesion and increase positive effect of task cohesion. This study has used materials collected from 205 NPD teams The results show negative effect of social cohesion(${\beta}$=-.19, p<.01), positive effect of task cohesion(${\beta}$ =.18, p<.05), positive interactive effect between social cohesion and creativity supporting team climate(${\beta}$=.14, p<.10) and positive interactive effect between task cohesion and creativity supporting team climate(${\beta}$=.16, p<.05) on technological innovation.

• Journal of Korea Technology Innovation Society
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• v.20 no.3
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• pp.684-708
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• 2017

This paper investigates the effects of transformational leadership and transactional leadership on the creativity of members in R&D organizations. We also analyze the leadership mechanism and the influence of effective environment by using team climate as a mediator and using adhocracy and hierarchy organizational culture as moderator. Data were collected through surveys of Korean Public Research Institutes conducting mainly basic science and applied sciences. 327 valid samples were tested using a structural equation model (SEM). Empirical results confirm that transactional leadership exhibits stronger direct effect on the creativity than transformational leadership. However, in indirect effects mediated by creative team climate, transformational leadership is found to be stronger than transactional leadership. It may reflect the characteristics of R&D organization. Also, through the verification of the moderating effect of the organizational culture, the adhocracy organizational culture appears to improve the creativity and the hierarchical organizational culture appears to inhibit the creativity. It is confirmed that the influence of organizational culture is statistically significant in R&D organizations with strong autonomy and independence. It is suggested that the leadership on the creativity of the members in the R&D organization may be indirect in the context of the team and the organization as well as the direct effects according to the type.

• Management & Information Systems Review
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• v.33 no.2
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• pp.37-61
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• 2014

This research is to study presenteeism of members of a organization. It factually verifies how the job stress perceived by the members affect on presenteeism and examines factors to alleviate presenteeism, in addition, tests moderating effects based on the core self-evaluations and team climate. Research results reveal, first of all, that influencing relationship which job stress increases presenteeism exists. Second, core self-evaluations control the relationship between job stress and presenteeism, which means the stronger subconscious to oneself is the more it relieve the relationship between job stress and presenteeism. Third, team climate partially contolled the relationship between job stress and presenteeism. Atmosphere with clearer performance responsibility has better controlling effect to alleviate the relationship between job stress and presenteeism. Within the team climate, subordinate variables determine the effect on the presenteeism relationship. Significances and limitations of this research was discussed at the last.

• 월간 기계설비
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• s.65
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• pp.76-79
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• 1995

삼성건설 주택사업본부 주택설비팀(팀장 조승준)이 지난 5년간의 하자발생률을 검토한 결과 하자발생을 줄일 수 있고 양질의 시공을 꾀할 수 있는 `95설비시공 표준화 지침을 마련하고 전 시공현장에 이를 토대로 시공할 것을 요구했다. 이에따라 주택설비팀은 지난 10월 중에 전 현장 직원들의 교육을 비롯하여 협력업체의 현장소장들까지 교육시키므로써 21세기를 향한 고품질의 아파트 건설 풍토 조성에 앞장섰다. '설비시공 표준화 지침에 따라 시공하면 공사비는 다소 높아지나 하자발생률을 줄이게 되므로 결국 이득이 되는 것' 이라고 주택설비팀의 한 관계자는 설명하면서 이는 무엇보다도 민원이 많이 발생하고 있는 아파트의 하자발생을 줄이기 위한 것에서 출발했다고 밝혔다. 삼성건설의 설비시공 지침은 타회사의 설비시공 지침과 다소 차이가 있을 것으로 보여지나 설비업계에 많은 참고가 될 것으로 사료되어 이를 게재한다.

• Journal of Digital Convergence
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• v.14 no.4
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• pp.221-230
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• 2016

This is an experimental study which is designed to identify the joint relationship between communication density and centrality as independent factors to team performance, discovering how they would jointly affect work team performance. Specially different from existing studies, separating team performance into team efficiency and team effectiveness, we identified differential influences to the two independent factors. Findings suggest a competing relationship between communication density and centrality. A framework was proposed to help managers understand the joint effect of density and centrality on performance. Work team has high communication density and low centrality is "Innovating", which is likely to have a great extent of ideas, knowledge and information sharing, and reach high effectiveness. Team with high centrality and low density is characterized as "centralized". Such communication structure may reduce diversity of perspectives and accelerate team decision making. When both density and centrality are low, the team is "Autonomous". To increase external validity, other factors such as leadership, organizational climate influencing on team performance should be reflected in the future research.

• Journal of the Korean Operations Research and Management Science Society
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• v.41 no.4
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• pp.75-93
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• 2016

This study aims at analyzing the relationship between team characteristic and innovation performance. The mediating effect of creative climate on the team characteristic and innovation performance is also measured. Based upon literature review, individual creative characteristics, team diversity, team cohesion, task characteristics are presented as antecedents of team characteristic. Creative climate affects the creative behavior and innovative performance. Creative climate is measured as the Team Climate Inventory (TCI) proposed by Anderson & West (1998) including goal, participative-autonomy and innovative-support. Data were collected from 186 survey responses (54 Teams) out of total 462 (69 teams) from the R&D department of a major ICT firm in Korea. Empirical results show the diversity, cohesion, job characteristic, individual creative characteristic have a positive effect on the creative climate and innovation performance. The participative-autonomy climate factor appears to mediate the relationship between team characteristic (diversity, cohesion, job and individual characteristics) and innovation performance. However, the mediating effects of goals and innovative-support factors were not significant statistically. It was confirmed that the organization can contribute to improve the team innovation performance by facilitating a autonomy and participative climate as well as fostering the team characteristic.

• Korean Journal of Occupational Health Nursing
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• v.32 no.1
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• pp.20-29
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• 2023

Purpose: This study aimed to identify the effects of hospital ethical climate and communication self-efficacy on nursing care left undone. Methods: The participants were 142 nurses working in a general hospital. Data were collected from July 18 to August 30, 2021. Data were analyzed by t-test, ANOVA, Pearson correlation, and multiple regression analysis using the SPSS/WIN 25.0 program. Results: (a) The mean value of hospital ethical climate was 3.54±0.41, communication self-efficacy was 5.03±0.81, and the sum of nursing cares left undone was 3.68±3.14. (b) Nursing cares left undone had a negative correlation with hospital ethical climate(r=-.25, p=.003) but not with communication self-efficacy (r=-.13, p=.116). (c) Factors that affected nursing cares left undone included education (≥master) (β=.23, p=.005), marital status (single) (β=-.19, p=.018), age (26~27) (β=-.18, p=.022), and hospital ethical climate (β=-.18, p=.029); the explanation power was 18.0% (F=8.66, p<.001). Conclusion: Our study shows that hospital ethical climate plays a significant role in nursing cares left undone of nurses. It is important to strengthen hospital ethical climate to lower the incidence of nursing cares left undone. These results may serve as basic data to help develop strategies for reducing the incidence of nursing cares left undone.