• Journal of Distribution Science
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• v.16 no.12
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• pp.69-80
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• 2018

Purpose - Our primary goal of this study is to investigate the positive relationship between female managers' self-determined motivations (i.e., RAI: relative autonomy index) and job performances with the mediation of their job creativity in service industries. This study also examines the moderating role of creative efficacy on the relationship between female managers' self-determined motivations and creativities. Finally, based on mediation and moderation hypotheses, we also tested moderating effect of creative efficacy on the mediation effect of job creativity. Research design, data, and methodology - Drawing on SDT(Self-determination theory) and COR(conservation of resources) theories, we developed three research hypotheses. Service female managers from a several service organizations(i.e. banking, retailing, and restaurant/hospitality service) in South Korea were surveyed using self-administered instrument for data collection. A total of 331 usable questionnaires were obtained after list-wise deletion. To test reliability and validity of measurement model, we employed the CFA(confirmatory factor analysis) using M-plus 8.1 Software. Also, internal consistency was tested by Cronbach's α. We, furthermore, used the SPSS PROCESS MACRO 2.16, which was suggested by Hayes (2013; 2015), to test mediation, moderation, and moderated mediation. Results - Our results revealed that self-determined motivation and job performance were positively and fully mediated by job creativity. Furthermore, the positive relationship between female managers' self-determined motivations and job creativities was stronger when their creative self-efficacies were high than when it was low. In addition, female managers' creative self-efficacies also amplified the positive relationship between their self-determined motivations and job performances with the mediation of job creativity. Conclusions - Our research empirically elaborated the previous model of self-determined motivation and manager/female creativity literature by presenting the findings that female managers' self-determined motivations significantly influence their job performances via job creativity and that creative self-efficacy effectively strengthen these positive impacts. Also, our research offered new insight for practitioners (i.e. top service managers) by suggesting that they may enhance female service managers' job performance if they pay more attention to employee creativity in service marketing.

• 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

• Proceedings of the Korean Institute of Interior Design Conference
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• 2007.05a
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• pp.79-80
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• 2007

Office interior design is based on the understanding of diversity information about working program, organization and networking system of the company. To build a good working environment, flexibility of space and communication between employees and employer in the office are very important. Due to the business growth, the "N" company requires more working space and this project is basically initiated to relocate in new working environment. This work pursues the clients can enhance more creativity and productivity in their working area. In order to promote the efficiency and comfort of the working environment, diverse employee's working characteristic, individual and collective requirements have been observed. The basic concept of the design can be summarized in the following : youth, simplicity, modern and nature.

• The Journal of Small Business Innovation
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• v.20 no.4
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• pp.33-38
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• 2018

Kyocera Corporation is an electronic device, information equipment, and telecommunications equipment manufacturing company headquartered in Kyoto, Japan. The company's success has depended on its differentiated technology in ceramic manufacturing at the first stage. This technology was first sold to produce a part in TV CRT monitors, which boomed in the 1960s right after the company's launch. Since its founding in 1959, the company has been continuously exploring technological, product, and business development backed by its strong entrepreneurial mindset. This mindset is nurtured by the "Kyocera philosophy," the most important vision and motto of the company, which educates and encourages employees to grow themselves, respect others, and behave for all. This philosophy was advocated by the founder, Kazuo Inamori.

• Industry Promotion Research
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• v.1 no.2
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• pp.27-32
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• 2016

This study analyzed the effect of small maufacturing businesses' company culture on organizational performance. The study results showed that personal culture(one's organizational commitment) positively affected job satisfaction and improving creativity. Organizational culture(harmony of organization) and environmental culture(importance of environmental factors) didn't significantly affected organizational perfirmance. Also, organizational commitment was varied by employee's position, harmony of organization was varied by age, education and continuous service year, job satisfaction and creativity was varied by education. This study provided implications for analyzing the importance of personal organizational environmental factors and dicovering individual diffrences of the employees.

• Journal of the Korean Institute of Educational Facilities
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• v.19 no.2
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• pp.41-50
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• 2012

This study aims to analyze chlidcare philosophy and the architectural characteristics of communal childcare cooperative nurseries(parent cooperative childcare facilities), and also to examine their mutual relationship. The communal childcare cooperative is an ideal childcare method to break away from employee-supported childcare system and cooperatively solve childcare problems in the family community system. The child-rearing philosophy of the communal childcare can bring spontaneous and creative development amidst 'daily life' and 'play' by switching from knowledge and skill-oriented education and puts an emphasis on physical environments in child's growth. The features of architecture related the childcare philosophy derived from this study are as follows: the way of participation and self-help, the extension of spatial scope and focuses on outside space, architecture of house-like residence rather than educational facility, spatial 'overlapping' focusing on transitional space and multi-purpose space rather than spatial partitions, the pursuit of creativity through play is realized in the incompletion and unspecification of space evolving over time.

• Journal of radiological science and technology
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• v.42 no.3
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• pp.231-238
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• 2019

Medical institutions are abundant in human resources and have a unique structure with diverse professions and various organizational cultures coexist. This organizational culture influences organizational effectiveness and influences the effectiveness of the organization as a factor of leadership and organizational culture. Leadership is an important factor in linking employee behavior to organizational commitment to achieve job satisfaction. The purpose of this study was to analyze the effect of organizational effectiveness on organizational culture, leadership perception, and job stress in a special organization called radiologist. As a result, organizational culture and transformational leadership showed high correlation with 0.627. Among the organizational effectiveness variables, organizational commitment showed the highest influence with transformational leadership(${\beta}=0.284$, p<0.001), and job satisfaction was also the highest with transformational leadership (${\beta}=0.440$, p<0.001). The results showed that the expectation of transformational leadership affects organizational commitment and job satisfaction. In order to expect a positive change in the effectiveness of the organization, the radiologist culture requires an organizational culture that can fully demonstrate autonomy and creativity, and transformational leadership is required for this.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.8
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• pp.513-524
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• 2021

Many organizations have realized that to stand out in today's competitive business world, they need not only academic skills but also emotional intelligence (EI). This study aims to investigate the relationship between EI and the organizational performance of university teachers. The convenient sampling technique has been used to select 200 respondents from 25 universities, and a self-administered research instrument has been employed to collect data from the respondents. The reliability test of items is confirmed by Cronbach's Alpha test using SPSS. Factor analysis has been used to find out the significant constructs of EI, which influence organizational performance. Likert scale and multivariate regression analysis have been used for measuring questionnaire items and testing hypotheses. The key outcomes of this study suggest that interpersonal competence, job performance, effective leadership, motivation and creativity, and social competence have a vital influence on organizational performance. The study also reveals that a decision-making system should be developed and the policymakers and concerned authorities should give more emphasis on key variables of EI that are affecting the advancement of higher education. Further investigation is encouraged to identify the mediating and moderating effects of EI on the relationship between employee work engagement and job performance in the organization.

• Management & Information Systems Review
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• v.36 no.5
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• pp.121-149
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• 2017

This study looks into individual entrepreneurship engaged in an enterprise; the effect of creative efficacy and internal and external networks on organizational commitment based on the previous studies. The hypothesis, the internal and external networks constructed in social context by individuals in the relationship between individual entrepreneurship and organizational commitment; and mediating effect through creative efficacy obtained by the previous experience can be in existence, is to be confirmed through an empirical study. The analysis data is collected from 244 of currently working employees via a survey. The determination of employee-oriented study is summarized as follows: first, the promotion of employee's individual entrepreneurship is significant as well as of the leader for the result of organizational commitment, because there are positive effects between the individual entrepreneurship and organizational commitment. Second, the internal and external networks owned by individuals affect one's own outcome as the internal and external networks of enterprise mediate the relationship between individual entrepreneurship and organizational commitment. Third, it is confirmed that the confidence in individual creativity is an essential factor as creative efficacy exhibits a mediating effect in relationship between individual entrepreneurship and organizational commitment. Particularly, it is verified that an enterprise is in need to expand education or programs not only for networks leading to an outcome but also for creativity improvement of affiliated individuals from the fact that creative efficacy, a hybridized concept of creativity and self-efficacy studied in the previous research, mediates the relationship between individual entrepreneurship and an outcome. In the conclusion, additional implications are offered; the thresholds and frameworks for the study are discussed.

• Journal of the Korean Dietetic Association
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• v.3 no.2
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• pp.141-158
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• 1997

The purpose of this study were to investigate the job analysis questionnaire was mailed to 250 dietitians who are members of The Korean dietetic association practice group in self-operated foodservices(hereafter group A)and 250 dietitians who are employed in contracted foodservice companies(hereafter group B). Completed questionnaires were received from 285 dietitians(121 in self-operated, 164 in contracted) ; a response rate of 57%. Statistical data analysis was completed using the SAS/win packages for descriptive analysis, t-test, $x^2$-test, The results of this study can be summarized as follows. 1. The dietetic training or internship experiences were significantly different between the two sample group(p<.001), but the perceptions of needs for training or internship were not different between and they thought one to six month training would be needed for the job. 2. The question about the time needed in order to perform an expert job was answered significantly differently(p<.001) 3. Group A usually took part in obligatory continuing education and short-term training courses, and group B usually took part in obligatory continuing education and on-the-job trainings, respectively. However both group perceived all three types of educations would be needed for performing the job better. 4. As for the physical demands of the job, a certain degree of accuracy and dexterity for physical tasks and equipment operations was needed for the job. Concerning the mental demands, they answered that their job needs considerable creativity and judgement for planning and performing their tasks was needed. 5. As for responsibilities, group B's responsibilities were heavier than group A’s(p<.001) and need for confidentiality was also greater for group B than for group A(p<.001). 6. As for the supervising role differences, group A rarely received supervision from others and they were given directions only in essential situations, whereas group B was usually supervised when planning and performing their job and tasks, showing significant difference in positions between the two sample groups(p<.001). But each group supervised co-workers and employees in their department. 7. With regard to personal contact, both groups frequently contacted people in their department and other departments at the company and sometimes people outside the company. 8. Concerning the work environment, there were some risks and discomforts in the physical environment and there was no significant difference between the two sample groups.