• Journal of the Korean Society of Marine Environment & Safety
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• v.19 no.5
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• pp.511-517
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• 2013

Maritime police recognize that the organizational culture of various acting as a member of the organization. Also, marine policing and security activities to determine the number of build. The overall culture of maritime police who share the organization sub-culture may take place. Maritime police organizational culture and a variety of types of group culture, hierarchical culture, development culture, rational culture examined the differences in perceptions. Maritime police aware of the general results of the analysis are as follows; First, the maritime police officers of the age group of 20 was the highest recognition in hierarchy culture and rational culture. Second, the maritime police officers of the rank of captain was the highest recognition in development culture and rational culture. Third, differences in the perception of organizational culture by recruitment analysis show the difference in cultural groups showed, in particular, the special recruitment group of police officers, and maritime police culture can be seen tend to appear low.

• The Journal of the Korea Contents Association
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• v.21 no.7
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• pp.533-545
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• 2021

This study aimed to examine the differences in gender equality consciousness between latent profiles based on corporate workers' organizational culture types. To achieve the study's purpose, descriptive statistics, correlation analysis, and latent profile analysis (LPA) were conducted using 253 Korean corporate workers' data. As a result of the analysis, the latent profiles of organizational culture recognized by corporate workers were classified into 5 profiles. We named each profile as high compete-low create culture, high compete-low collaborate culture, collaborate culture, high create culture, and high control culture based on each profile's organizational culture perception. The ANOVA test found statistically significant differences between the groups in the gender equality consciousness. This study is meaningful in that it reveals the relationship between the organization culture perception and the gender equality consciousness and suggested implications for the organizational-level intervention to improve the gender equality consciousness. It will provide basic data for your research.

• Journal of Digital Convergence
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• v.19 no.12
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• pp.183-192
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• 2021

Along with the changing times, organizational culture is also rapidly changing, and such organizational culture enables companies to secure discriminatory competitive advantage in the mid-to long-term perspective. This study aims to examine the impact of organizational culture on improving competitive advantage of enterprises by dividing organizational culture into three dimensions: development culture, rational culture, and consensus culture. To this end, a survey was conducted on small and medium-sized companies. As a whole, the rational culture, which is task-oriented and puts competition as a motivating factor, was more strongly prevalent than other organizational cultures, and in order of development culture, rational culture, and consensus culture, it affects the improvement of competitive advantage. This means that development culture and rational culture, which emphasize high-tech and productivity, are more important to improve the competitive advantage of small and medium-sized companies. In addition, the analysis of differences according to the size of employees showed that rational culture was important when the size of employees was small, but the larger the size of employees, the more important the development culture was to improve the competitive advantage of companies. Through this study, we were able to understand what organizational culture should be emphasized according to the size of small and medium enterprises.

• Proceedings of the Korean Society of Disaster Information Conference
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• 2023.11a
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• pp.49-50
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• 2023

본 연구는 항공보안업무 종사자의 조직문화가 조직유효성에 미치는 영향을 규명하기 위하여 항공보안검색요원 300명을 대상으로 집락표본추출법(cluster sampling method)을 통해 자료를 수집하여 분석하였다. 수집된 설문지 중 표기오류, 누락, 전체 항목의 동일 표기 등을 분류하여 최종적으로 272부를 분석에 사용하였다. 연구결과 조직문화는 조직유효성에 정(+)적인 영향을 미치는 것으로 나타났다. 조직문화의 하위요인인 합리문화, 합의문화, 발전문화는 조직유효성의 하위요인인 직무만족에 영향을 미치는 것으로 나타났으며, 위계문화는 영향을 미치지 않는 것으로 나타났다. 또한 합의문화, 위계문화, 발전문화 순으로 조직몰입에 영향을 미쳤으나 합리문화는 통계적으로 유의한 영향을 미치지 않는 것으로 나타났다.

• The Journal of the Korea Contents Association
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• v.16 no.1
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• pp.438-444
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• 2016

Previous findings on Social Loafing indicated that Social Loafing explained the organizational commitment, that the lower level of Social Loafing they had, the higher performance they would have, and that it is a useful index for effectiveness of the organization. This study explored the Police Organizational culture & Organizational Commitment on Social Loafing. The Police officers' Police Officer's Organizational culture & Organizational Commitment and Social Loafing has been measured, and then how Organizational culture & Organizational Commitment affects Police Officer's Social Loafing has been examined. The study results may be used as a theoretical basis to assert the need of Organizational culture & Organizational Commitment to decrease the Police Officer's Social Loafing. Independent variable is Police Officer's Social Loafing and Dependent variable is comprises 2 categories; Police Organizational culture(The group culture, The hierarchical culture, The developmental culture, The rational culture), & the Organizational Commitment(Affective Commitment, Continuance Commitment, Normative Commitment). The result of analysis showed that The group culture & Normative Commitment influenced in Social Loafing(positive), and The Rational culture, Affective Commitment, & Continuance Commitment in Social Loafing(negative).

• Journal of the Korea Academia-Industrial cooperation Society
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• v.14 no.12
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• pp.6173-6185
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• 2013

This study examined the relationship between the type of organizational culture and organizational commitment, job satisfaction as well as the moderate effects of shared leadership on the relationship among the organizational culture, organizational commitment, and job satisfaction at a world leading steel company 'P'. The results showed that the consensus culture and rational culture positively affect the organizational commitment, and that the developmental culture, consensus culture and rational culture positively affected the job satisfaction. The results also revealed the meaningful moderate effects of the shared leadership on the relationship between the development culture, consensus culture and job satisfaction. The suggestions were made accordingly to propose the directions to improve the organizational performance of the company that is in global competition.

• Journal of Science and Technology Studies
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• v.3 no.1 s.5
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• pp.1-17
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• 2003

Though science and technology can understood as a part of cultural system, the relationship of science/technology with culture is often viewed as contradictory or mutually exclusive by many scholars. Therefore, in the first section of the present paper, the nature of science and technology as a cultural form is examined. Here, science is viewed as a form of symbolic culture, while technology is regarded as a form of instrumental culture. In the second section, the contradictory relationship and/or tensions between science-technological system (instrumental culture) and cultural system (symbolic culture) within a society is discussed. In the final section of this paper, 'science culture' is conceptualized as a dynamic social process in which contradictory science sub-cultures of political system(state), economic system(cooperations), civil society (including academic community of scientists and other social organizations and movements), and cultural system are supposed to be coordinated. In conclusion, establishment of 'humanized science culture' and 'democratic science-culture movement' is proposed as an alternative way of resolving contradictory relationship between cultural system and science-technological system in the modern world.

• Management & Information Systems Review
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• v.38 no.2
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• pp.105-118
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• 2019

In order for a strategy established by a company to be implemented efficiently, it must be supported by an appropriate organizational culture. This means that if a firm has an organizational culture suitable for strategy implementation, performance can be enhanced. This study divides competitive strategy into cost leadership strategy and product differentiation strategy, and organizational culture into hierarchical/rational culture and consensual/development culture. Based on 122 questionnaires collected through KOSPI listed manufacturing companies, the results of the empirical analysis on the effect of suitability between competitive strategy and organizational culture on performance by balanced scorecard perspective are summarized as follows. First, it shows that the cost leadership strategy and the hierarchical/rational culture are more fit. Specifically, The high suitability between the cost leadership strategy and the hierarchical/rational culture has a positive effect on the performance of the balanced scorecard perspective(excluding performance by learning and growth perspective). Second, The high suitability between the product differentiation strategy and the consensual/development culture has a positive effect on the performance of the balanced scorecard perspective. The results of this study suggest that it is important to form a corporate culture that can lead to changes in the beliefs and behaviors of organizational members in accordance with the competitive strategy in order to successfully implement the strategies established by the company.

• Fire Science and Engineering
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• v.34 no.1
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• pp.115-120
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• 2020

This study aimed to assist the improvement of organizational commitment and the preparation of an action plan regarding support from the organization by examining the effects of organizational culture types and perceived organizational support on firefighters' organizational commitment. To this end, 205 fire-fighting officers from the northern area of Gyeonggi-do were surveyed using the purposive sampling method. The results demonstrated that among organizational culture types, the perception of group culture, rational culture, and organizational support held by firefighters had a significant influence on their organizational commitment. Based on these results, this study suggested various support plans at the organizational level for stimulating group culture and rational culture among firefighters, and improving organizational commitment.

• The Journal of the Korea Contents Association
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• v.18 no.12
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• pp.595-610
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• 2018

It is becoming common that the lack of child care due to changes in social structure and family function should be serviced at society and at the national level. Interest in child care services in child care facilities also increased. The purpose of this study is to examine the effect of organizational culture on child care respect for young children's rights that is needed to improve the quality of child care services. The questionnaire was administered to 340 day care teachers working in day care facilities and statistical analysis was performed using SPSS 22.0 statistical program. An analysis of the impact of organizational culture on child care among infants and toddlers showed that development culture, rational culture, collective culture, and hierarchical culture, which are sub-factors of organizational culture, have statistically significant on day -to-day respect, and child- first interests. The degree of influence was shown in the order of development culture, hierarchical culture, and rational culture. In particular, the influence of group culture is very low, which has been proven to differ depending on the type of organizational culture. These results show that the organizational culture of child care facilities affects child care respect for young children's rights. In the end, we suggested the theoretical and practical implications of this study, presented limitations and future research directions.