• Culinary science and hospitality research
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• v.23 no.6
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• pp.57-69
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• 2017

In this quantitative research, it was enhanced to understand the impact of intrinsic motivation on creative process engagement by examining the significant role of psychological safety on intrinsic motivation. These relationships were examined by targeting the employees working full-time for five star deluxe hotels. Total number of 230 responses had been collected out of 250 cases requested and he number of 213 cases was used for the final analysis. The data were analyzed using structural equation modeling with SPSS 19.0 and AMOS 7 software program. The results suggested that psychological safety is significantly associated with intrinsic motivation. Furthermore, the hotel employees' problem identification, information searching & coding, and idea generation are affected by intrinsic motivation. That is, intrinsic motivation plays a significant role for each sub-factors of creative process engagement in the hotel industry. The theoretical and practical implications of these findings are established and related suggestion for formulating marketing strategy is well discussed.

• The Journal of the Korea Contents Association
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• v.22 no.10
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• pp.309-319
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• 2022

As a study on the mechanisms by which creativity is improved in an organization, this study tried to verify the serial multiple mediating effects of relational energy and creative process engagement in the effect of leader-member exchange(LMX) on creativity. To test the hypothesis, a survey was conducted on 200 workers in China, and 154 of them were analyzed. The analysis used model 6 of the PROCESS macro. As a result, first, LMX has positive effects on creativity. Second, relational energy mediated the relationship between LMX and creativity. Third, creative process engagement mediated the relationship between LMX and creativity. Forth, relational energy and creative process engagement continuously mediated the relationship between LMX and creativity. Based on these research results, the implications and limitations of this study were presented, and methods to improve creativity in the organization were discussed.

• Management & Information Systems Review
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• v.33 no.3
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• pp.129-154
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• 2014

We are making products and services that we didn't easily think or even imagine when young and living using them. Consumer needs become more diversified, markets and technologies are being constantly changed, and corporate global competitiveness is getting intensified. Now, companies that don't change nor create new values cannot survive. The cycle of new products is faster, and therefore corporations should improve previous products continuously or create new values according to such a trend. This era requires 'creativity' for companies to overcome uncertainty and survive. Corporate creativity is not easily activated as financial and physical compensation unlike the work ability or performance. When there is an environment that people with various abilities, experiences and backgrounds can express their opinions freely, it becomes possible. Despite the importance, the studies have focused on creativity education so far instead of the viewpoint of corporate business administration. In addition, most studies have dealt with job characteristics and employees' personality factors rather than the process that is connected to actual performance. In other words, the studies on environmental factors that can lead motivation as situational characteristics of the employee's company in a current non-monetary and non-physical way are very insufficient. Therefore, this study aims to comprehensively examine the process of creating creative performance in the environment inside the company that the employee could approach most closely from the corporate deinstitutional perspective. As the major variables, job characteristics and supervisor's ethical leadership were selected, and the process that is connected to the creative performance was explained by means of motivation necessary to understand creativity of the organization and creative process engagement(CPE). The summary of the verification results is following. First, job characteristics and supervisor's attitude(ethical leadership) had positive effects on intrinsic motivation and creativity process engagement. Second, intrinsic motivation and creativity process engagement had positive effects on creative performance. Third, intrinsic motivation and creativity process engagement had mediated the relationship between job characteristics, supervisor's attitude and intrinsic motivation, creativity process engagement

• The Korean Journal of Franchise Management
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• v.8 no.4
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• pp.21-32
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• 2017

Purpose - In hotel business, how to build the relationship between leader and employees is very important, because it affects on the customer satisfaction. Thus, this research examines the effect of authentic leadership on job performance in the context of hotel industry and identifies mediating roles of organizational engagement, job satisfaction, and creativity in the relationship between authentic leadership and job performance. This study suggests the guidelines for how hotel companies should improve employee productivity and build a desirable organizational culture by presenting employee attitudes and behavioral models that explain the relationship between leaders and employees. Research design, data, and methodology - This study examines the structural relationship between authentic leadership, organizational engagement, job satisfaction, creativity, and job performance from the employee's perspective. Authentic leadership divide into four sub-dimensions such as self-awareness, balanced process of informations, internalized moral perspective, and relational transparency. In order to test the purposes of this study, research model and hypotheses were developed. All constructs were measured with multiple items developed and tested in the previous studies. The data were collected from 114 franchise hotel employees and were analyzed using SPSS 21.0 and Smart PLS 3.0. program. Result - The results of this study are as follows. First, authentic leadership have significant impacts on organizational engagement and creativity, but does not have impact on job satisfaction directly. Second, organizational engagement have significant impacts on job satisfaction and job performance, but does not have impact on creativity directly. Third, job satisfaction has significant impact on creativity, but does not have impact on job performance. Fourth, creativity has significant impact on job performance. Conclusions - The findings of this study indicate that hotel leaders should properly implement the authentic leadership and consider how to build a corporate culture to improve an organizational and employee productivity through authentic leadership. Due to the nature of the hotel industry, which relies heavily on human resources, hotel companies must manage their employees with authenticity in order to increase organizational engagement, job satisfaction, and creativity that affect hotel and employee productivity. If hotel employees perceive their leader's authentic leadership, they show more organizational engagement that increases creativity and leads to job performance. Finally, hotel employees can propose creative ideas only if they will be satisfied with their jobs. Therefore, the leader should develop non-monetary or monetary reward system for the employees and, make an efforts to foster creativity of the employees.

• Journal of East Asia Management
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• v.1 no.1
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• pp.29-49
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• 2020

In an intensively competitive global market, small-and medium-sized firms are puzzled about how to develop sustainable competitive advantages against global rivalries, thus leading satisfactory economic performance. However, despite the roles and contributions of such small-and medium-sized firms in the local community and national economies in Japan, little guidance has been offered to the practical issues related to their strategic behaviors toward global management. To fill this notable knowledge gap, this study aims to investigate the conditions in which how Japanese small-and medium-sized could dominates global market, which is one of key challenges in the literature of small business and entrepreneurship. To obtain better insights to this research area, this study undertakes an in-depth interview survey with I.S.T (Industrial Summit Technology) Corporation that shows off the highest global market share (40 per cent) with seamless polyimide tube product widely used in office automation equipment (e.g., copiers and printers). This method of survey is designed to deeply understand historical considerations about how I.S.T Corporation could dominate in the global market of such seamless polyimide tube product. Based on findings drawn from an interview, this study identifies five major factors enabling I.S.T Corporation to be a competitive global hidden company: vision sharing through founder's entrepreneurship, core competence, strategic network, risk management, and employee engagement. Specifically, to become a global hidden champion, sharing the vision motivating employees to partake in shaping company's future will be the first step on the road to global success through founder's entrepreneurship. However, in order to achieve such a vision, the importance of company's core competence cannot be overemphasized, which differentiates your customer solution with those of competitors. As such, a group of experts will be naturally formed and demonstrates your expertise in the global market, thereby building sustainable competitiveness. On the other hand, to maintain sustainable competitiveness, it is necessary to make up for the weaknesses small-and medium-sized firms suffer from competitive resources while strengthening their own strengths through strategic networks with external organizations. Here, every company has to understand the critical role of risk management, which is essential in this process of being global company so as not to lose your own strengths. Last but not least, do not forget the significant effects of employee engagement in firm performance. To enhance employees' engagement, a company has to create an ideal organization culture which fits into company's history and personality. In doing so, such organization culture can allow the vision and strategy to be implemented into detailed business tactics while facilitating employees to challenge the status quo by experimenting with creative ideas.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.10
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• pp.119-128
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• 2021

In the era of industry 4.0 with the robust digital transformation, especially under the trigger of the Covid-19 pandemic, the process of transforming businesses to achieve the desired business performance depends much on the mindset transformation of each member of the organization, beginning with the thoughts of leadership and stakeholders. This study will evaluate the relationship between leadership's strategic reasoning perspectives on employee engagement or commitment and the company's reputation, thereby directly or indirectly affecting organizational performance. The study examines data from 382 companies out of 500 samples in typical industries in Vietnam using the exploratory factor analysis (EFA) and partial least squares structural equation modeling (PLS-SEM) techniques. The results show that holistic thinking is closely related to employee retention and corporate reputation, thereby increasing the business outcomes of the organization, whereas there was no evidence to support analytical thinking in this study. As a consequence, transforming the business to achieve the desired business performance is heavily reliant on changing the mindset of each member of the organization, beginning with the top leaders and influencers of the business. This will assist Vietnamese leaders in gaining a comprehensive understanding of corporate governance and controlling the relationships between organizational constructs.

• The Journal of Industrial Distribution & Business
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• v.14 no.9
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• pp.31-39
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• 2023

Purpose: Social media's increasing adoption and the development of digital technology have completely changed how businesses interact with their clients. The current study is to examine the impact of live broadcasts on consumers' perceptions and actions across a range of fresh food goods. Research design, data and methodology: The scrutiny relies on the existing peer-reviewed literature, which may prevent a comprehensive evaluation of some recent advancements in the subject. Despite these caveats, the outcomes of this scrutiny are anticipated to contribute significantly to our understanding of the effect of live broadcast marketing on consumers' propensity to make purchases. Results: Previous literature review clearly states that 'Live Broadcast of Fresh Food' to attract relevant customers should be followed: (1) Increased Product Transparency and Trust, (2) Enhanced Customer Engagement, (3) Impact on Customer's Perception of Product Quality, and (4) sense of urgency and scarcity. Conclusions: All in all, the study's advice for firms in the food industry to improve their marketing efforts through live broadcasts have important practical ramifications. Promoting openness and trust in the production process and with the audience boosts a brand's reliability. Customers are more likely to participate and feel more connected to a brand.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.1
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• pp.379-388
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• 2018

This study aims to analyze the causes of conflict between street performing subjects and identify methods to induce their collaboration in promoting a creative city. This study proposes preventive mechanisms after identifying potential problems in performances on the streets of Jeju, which aims to become "the island of culture and art". To this aim, the type and relationship between the subjects of conflict, characters of conflict, solutions, extent and role of tolerance, responses of the subjects, and type of conflict management employed were examined and analyzed. We employed an in-depth interview method involving cases of conflict occurring during street performances in Jeju. were categorized into 6 types. First is conflict resulting from the lack of facilities. Second is conflict caused by non-designated performance venues. Third is conflict due to exclusive ambiance. Fourth is conflict resulting from direct engagement by neighboring residents. Fifth is conflict between residents and police during performances. Sixth is conflict by lack of definite relationship with relevant institutes. To systematically resolve these conflicts, we propose the following management methods: (1) behavioral approach of pretraining through a registration system; (2) establishment of busking zones and allocation after registration; (3) training of facilitators to manage street performances and extended roles; (4) establishment of standards for street performances through the systematic approach of ordinance; (5) training to secure tolerance of residents; and (6) simplification of deliberation process by building a collaborative system among institutes.

• Journal of the Korea Convergence Society
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• v.8 no.7
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• pp.253-264
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• 2017

The advent of the $4^{th}$ industrial Revolution requires entrepreneurship to the student as one able to produce creative solutions of complex problems embedded in society with active engagement. Maker Education indicates a new educational approach in which students produce a tangible output as a concrete solution to their problems, experiencing spirits of productive failure, sharing and openness with others during the process due to its educational values and effects which are well-matched with entrepreneurship. This study, in this context, aimed to verify the effect of the maker education in the sense of cultivating entrepreneurship: For this purpose, this study conducted a case study of Maker Education to 56 university students during 7 weeks (14 hours) in K university. The results based upon data analysis collected from reflective journals and interviews showed attitude change of the students in terms of entrepreneurship characterized as self-directedness, risk-taking, and creativity. For more active practices of Maker Education in higher education, both instructors' role as the facilitator, and easily and freely accessible Maker Space should be considered.