• The Journal of Industrial Distribution & Business
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• v.11 no.4
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• pp.19-30
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• 2020

Purpose: The purpose of this study examines the mediating effect of clan leadership in the relationship between hierarchy culture and organizational commitment. Most previous research focused on the relationship between organizational culture and organizational performance or organizational culture and job satisfaction. There are few empirical studies that focus on organizational commitment data because it is difficult to collect in many cases of export-driven small and medium sized enterprises. However, this research measures affective commitment, continuance commitment, and normative commitment differently than previous research, which is mostly focused on the hierarchy culture, clan leadership, and organizational commitment measurements. Research design, data, methodology: Conceptual research model is based on the studies of Cameron and Quinn (2011), and Gungor and Sahin (2018). The model is designed with three constructs such as hierarchy culture, organizational commitment, and clan leadership. The monitor culture and coordinator culture are as proxy for the hierarchy culture. The affective commitment, continuance commitment, and normative commitment are as proxy for the organizational commitment. And also the facilitator leadership and mentor leadership are as proxy for the clan leadership. Based on three hundred cases such as export-driven small and medium sized enterprises (SMEs), this study verify the hypothesis. Hypothesis was analyzed with the structural equation modeling. Results: In case of export-driven small and medium sized enterprises (SMEs), clan leadership acts as a mediator in the relationship between hierarchy culture and organizational commitment. In case of export-driven small and medium sized enterprises (SMEs) with high organizational commitment, clan leadership acts as a mediator in the relationship between hierarchy culture and organizational commitment. In case of export-driven small and medium sized enterprises (SMEs) with low organizational commitment, clan leadership did not act as a mediator in the relationship between hierarchy culture and organizational commitment. Conclusions: By controlling for the mediating effect of clan culture, this study have improved the academic contributions as well as policy and practical implications through empirical study of clan leadership that affect organizational commitment in the fields of hierarchy culture. In addition, this study means that the mediating effects on the variables of clan leadership were examined.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.803-811
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• 2021

A family business is a company where most of its capital and the management position is owned by family members (clan). The leader plays an important role in defining an organization, thus influencing the organization's success. A leader who has a leadership style based on family (clan) relation has the facilitator's role when conflict appears within the organization. This research aims to find the impact of the democratic leadership model on a family business that adopts the clan cultural organization. The independent variable of this research is the democratic leadership model. Meanwhile, the dependent variable is the clan culture within the organization. This research uses a quantitative method with a descriptive and causality type of research. This research population is PT Global Avionika Indonesia staff, where the data was acquired by distributing questionnaires using a saturated sampling technique. The finding in this research shows a positive and significant impact of the democratic leadership model on the clan culture within the organization PT Global Avionika. The determination test also points out that democratic leadership models affect 19.8 percent of the clan culture within the organization, and the rest of 80.2 percent were affected by other factors that were not covered in this research.

• The Journal of the Convergence on Culture Technology
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• v.6 no.2
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• pp.271-280
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• 2020

Purpose : The purpose of this study examines the mediating effect of women leader's characteristics in the relationship between clan culture and market culture of global companies. In addition, this study attempts to analysis the mediating effect of women leader's position and carrier in the relationship among facilitator, mentor, producer, and director leadership using partial mediation and completed mediation model. Research design, data, methodology : Conceptual research model is designed with three constructs such as clan culture, woemn leader's characteristics, and market culture. Based on five hundred cases with leadership styles and organizational culture of global companies, this study examine the mediating effect of women leader's characteristics in the relationship between clan culture and market culture using structured equation modeling. Results : Facilitator leadership have a significantly positive influence on women leader's position and carrier. Mentor leadership have a significantly positive influence on women leader's carrier while they are not correlated with mentor leadership and women leader's position. Women leader's position and carrier have a significantly positive influence on director leadership while women leader's position and carrier not have a positive influence on procucer leadership. Also facilitator and mentor leadership have a significantly positive on producer and director leadership. Conclusions : By controlling for the mediating effect of women leader's characteristics, this study have improved the academic contributions as well as policy and practical implications through empirical study of clan culture that affect market culture in the filds of leadership style and organizational. In addition, this study means that the mediating effects on the variables of women leader's position and carrier were examined.

• Culinary science and hospitality research
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• v.14 no.4
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• pp.292-305
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• 2008

This study examines the relationships among the leadership of hotel managers, organizational culture, and business performance with an empirical analysis. The results of analyzing various factors are as follows. Leadership can be divided into 'democratic leadership' and 'authority leadership'. Organizational culture can also be divided into 'adhocracy culture', 'clan culture', 'hierarchy culture', and 'market culture' while business performance into 'nonfinancial performance' and 'financial performance'. After that, canonical correlation analyses between leadership and organizational culture, organizational culture and business performance, and leadership and business performance were conducted.

• The Journal of Korean Philosophical History
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• no.35
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• pp.43-71
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• 2012

Rural Neo-Confucian Literati were major governing elite in Joseon Dynasty. They were small and medium-sized landowners all over the country and elite having Confucian knowledge. They formed villages of the same family name and exerted their influence on the community showing off their successful ancestors. Therefore, there were lots of examples that they took the actual leadership in local communities. In this sense, the Hwacheon-gun pa family line of the Andong Kweon clan were the representative rural neo-Confucian literati of Hwang-gang and Shindong areas in Jecheon. This group was formed after Kweon Sangha and his brothers' movement in 1675. Kweon was the best pupil of Song Siyeol, a prominent scholar and man of power. Although facing away the government examination, he was respected as sallim, rustic literati, on account of his teaching and writing activities and later called to High State Councillor. After his death, memorial halls and facilities to worship him, including Hwang-gang Sowon Academy, were built in the place he taught students. These facilities contributed to his descendants' acquiring his life values. They also made a contribution to the settlement of reject-heterodoxy sentiments based on their loyalty to the Myeong Dynasty in the area. Kweon Seop, Kweon Sangha's nephew, also played an important role in Hwacheon-gun pa family line's growing as rural neo-Confucian literati in Jecheon area. He built memorial halls to enshrine Kweon Sangha and made rules to develop his family line. In addition, he extended their living space over Hwang-gang area and each place had the shrine to hold a memorial service for their ancestors. As a result, Kweon Sangha and Kweon Seop's family wielded power in Jecheon for hundreds years as the same family name group. Rural neo-Confucian literati didn't produce more elite government officials than the groups in the capital, but their growth enabled cultural development of the local community and the Joseon Dynasty.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.19 no.2
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• pp.1-11
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• 2024

In the midst of the current turbulent global economy, traditional investment metrics are undergoing a metamorphosis, signaling the onset of what's often referred to as an "Investment cold season". Early-stage startups, despite their boundless potential, grapple with immediate revenue constraints, intensifying their pursuit of critical investments. While financial indicators once took center stage in investment evaluations, a notable paradigm shift is underway. Organizational culture, once relegated to the sidelines, has now emerged as a linchpin in forecasting a startup's resilience and enduring trajectory. Our comprehensive research, integrating insights from CVF and OCAI, unveils the intricate relationship between organizational culture and its magnetic appeal to investors. The results indicate that startups with a pronounced external focus, expertly balanced with flexibility and stability, hold particular allure for investment consideration. Furthermore, the study underscores the pivotal role of adhocracy and market-driven mindsets in shaping investment desirability. A significant observation emerges from the study: startups, whether they secured investment or failed to do so, consistently display strong clan culture, highlighting the widespread importance of nurturing a positive employee environment. Leadership deeply anchored in market culture, combined with an unwavering commitment to innovation and harmonious organizational practices, emerges as a potent recipe for attracting investor attention. Our model, with an impressive 88.3% predictive accuracy, serves as a guiding light for startups and astute investors, illuminating the intricate interplay of culture and investment success in today's economic landscape.