• Journal of the Society of Disaster Information
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• v.10 no.2
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• pp.264-273
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• 2014

The purpose of the study is to demonstrate the effects of revolutional leadership of manager at private security organization on members' learning directivity and organizational innovation behavior. The results attained from studying method and procedure as mentioned above are in the following. First, the revolutional leadership of manager at private security service organization influence learning directivity. That is, the more he or she shows revolutional leadership, the more enhanced the learning directivity of members. Second, the revolutional leadership of manager at private security service organization has effects on organizational innovation behavior. Thatis, the more he or she shows revolutional leadership the more enhanced organizational innovation behavior. Third, learning directivity of manager at private securitys service organization influences organizational innovation behavior. Thatis, the more he or she shows learning directivity, the more enhanced organizational innovation behavior. Taken all, revolutional leadership of manager at private security service organization affects organizational innovation behavior through learning directivity. It is shown that learning directivity is a key variable connecting revoultional leadership with organization al innovation behavior.

• 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.

• The Journal of the Korea Contents Association
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• v.15 no.12
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• pp.572-585
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• 2015

The present study conducted in two parts toward employees in government office and state-owned companies, and financial companies. First, main impacts were demonstrated in the links between superior communication ability (SCA) and outcome variables (self-efficacy, and learning goal orientation). Second, mediating effects of self-efficacy and LGO were investigated in the relation SCA-Innovative behavior. The data which applied in analysis was collected from 318 employees who work at government office and state-owned companies, and financial companies in Jeju island. The results were as follows. First, SCA were positively associated with self-efficacy and LGO. Second, self-efficacy and LGO were fully mediated both relationships between SCA and innovative behavior. Findings were as follows. SCA is an important factor on self-efficacy and LGO. Such the results have meaningful implications in the research area of communication. The importance of self-efficacy and LGO were demonstrated when considering the both variable in the relations SCA-innovative behavior.

• Management & Information Systems Review
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• v.33 no.3
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• pp.77-92
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• 2014

The objective of this study is to examine the factors influencing entrepreneurship and innovational behavior orientation in small and middle enterprise. This model tests various theoretical research hypotheses relating to entrepreneurship, innovational behavior orientation and Affective Organizational Commitment. To verify them, using a sample of 280 employees working for 31 companies in Busan, Ulsan, and Pohang, this study analyses empirically on structural relationship among them. The results of hypothesis testing are as follows. First, entrepreneurship influence innovational orientation. Second, entrepreneurship influence Affective Organizational Commitment. Finally, A mediator effect of Affective Organizational Commitment between entrepreneurship and innovational behavior orientation is a new empirical result coming out of this study. The study provides entrepreneurship and policy-HRM with more accurate information that allow them to explore significant managerial insights so as to develop appropriate policy in small and middle enterprise.

• Journal of Venture Innovation
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• v.6 no.2
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• pp.1-19
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• 2023

This study was conducted to empirically analyze the impact of issue leadership and learning agility on the innovation behavior of startup employees. Issue leadership was subdivided into issue creation, audience engagement, and issue execution. Learning agility was subdivided into five factors: feedback seeking, information orientation, reflection, experimentation, and agility. The survey was conducted among employees working in startups. In this study, 300 valid surveys were analyzed. Hierarchical regression was used to test the hypotheses. The results of the empirical analysis were as follows Among the sub-factors of issue leadership, issue creation, audience engagement, and the sub-factors of learning agility, information orientation, reflection, experimentation, and agility had a significant positive effect on startup employees' innovation behavior. On the other hand, issue execution, a subcomponent of issue leadership, and feedback seeking, a subcomponent of learning agility, did not have a significant effect on innovative behavior. In addition, the magnitude of the effect on innovative behavior was in the order of experimentation, agility, issue creation, information orientation, audience engagement, and reflection. Therefore, this study on the effect of issue leadership and learning agility on innovative behavior concludes that issue creation, audience engagement, information orientation, reflection, experimentation, and agility play an important role.

• Journal of Digital Convergence
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• v.18 no.10
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• pp.207-217
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• 2020

The purpose of this study is to examine the structural relationship between the digital platform capabilities of financial institutions and the impact of customer orientation on service innovation behavior through exploitation/exploration. A survey was conducted on employees of financial institutions to verify the research model, and the final 280 copies of the questionnaire were analyzed using SPSS 25 and SmartPLS 2.0. As a major research result, First, digital platform competency has a positive effect on exploitation and exploration. Second, customer orientation has a positive effect on exploitation, but not on exploration. Third, both exploitation and exploration have a positive impact on service innovation behavior. Through this research, this study shed new light on the relationship between digital platform capability and customer orientation that affects service innovation behavior of financial institutions, and expanded the scope of research through empirical research. Future research will require research attempts on various variables and research samples.

• 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

• Journal of Digital Convergence
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• v.18 no.8
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• pp.119-131
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• 2020

The purpose of this study is to examine the mediated effects of entrepreneurship and market orientation on organizational culture and management performance as the cause of the reversal phenomenon of startups defeating traditional giants. Through the research method of bootstrapping proposed by Hayes (2013), the total effect, direct effect and indirect effect analysis were conducted. As a result, there was no direct impact relationship between organizational culture and management performance, but it was confirmed that it had a positive impact on management performance by mediating both entrepreneurial behavior and market orientation in the relationship between organizational culture and management performance. This study is meaningful in that it is linked to existing theories such as entrepreneurship and market orientation and it extends the scope of competency targets required for business performance to an organizational culture. Companies need to create an innovation-oriented organizational culture for management performance and value creation, and they have to open up their culture with entrepreneurial behavior and market orientation by breaking away from the inertia of organization.

• The Journal of the Korea Contents Association
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• v.20 no.3
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• pp.542-559
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• 2020

This study was conducted to derive theoretical and practical implications in situations where innovation of the business is desperate in the face of the emergence of agile organizations and digital transformation. To do so, we tried to verify the correlation between negative feedback-seeking behavior and innovative behavior and whether the learning goal orientation of these two variables has a moderated mediating effect by coaching leadership. It analyzed the collected questionnaire from 381 members working in domestic companies; SPSS 25.0, AMOS 25.0, and Process Macro 3.0 were used. The analysis result showed that the negative feedback seeking behavior had a positive effect on the learning goal orientation, and the leader's coaching leadership found to have a moderating effect between the negative feedback seeking behavior and the learning goal orientation. Learning goal orientation has been found to have a moderated mediating effect between negative feedback seeking behavior and innovative behavior. This study is significant in the sense that it reveals the process of how members seeking negative feedback in the organization could be led to innovative behavior and shows the necessity of organizational support for coaching leadership for the vitalization of innovative behavior.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.14 no.9
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• pp.4303-4312
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• 2013

Study explores the effect of the member's social enterpreneurship at nonprofit organizations on cooperative behavior and proved the mediator effect of value congruency among individuals at those organizations. Examined on a nationwide scale with members at nonprofit organizations, this study indicated followings: 1. Innovativeness, Risk Management, and Social Mission. are valid 2. Innovativeness and Social Mission are related to cooperative behavior, 3. Value congruency with each other at an institution exerts positive effect on cooperative behavior, 4. Value congruency over social enterpreneurship and cooperative behavior partially, yet still positively, mediate social enterpreneurship to cooperative behavior. In other words, the higher the social enterpreneurship in each indivisual is, the higher the degree of value congruency among individuals is, leading to more frequent cooperative behavior. This study also suggests that enhancement of social enterpreureship in each individual at work through education should be considered.