• Industry Promotion Research
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• v.3 no.1
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• pp.13-31
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• 2018

The purpose of this study is to investigate the effect of organizational culture on organization and organizational performance, and it was targeting for 350 public officials (local governments, foundation under local governments, public corporation) who research work and consulting were implemented for. When it comes to the response to questionnaires, 313 copies out of 350 were verified on the research hypothesis of the research model by using statistical package programs of SPSS 20.0 and AMOS 20.0. Results of the research hypothesis on research model show that firstly, regarding the research hypothesis 1 that the organizational culture of public organization will have a positive (+) significant effect on learning organization, the organizational culture recognized by the organizational members of public organizations showed a positive influence on the learning organization. In other words, it showed that the organizational culture recognized by the organization members of public organizations is a major factor in building a learning organization. Secondly, regarding the research hypothesis 2, the result of the relationship between organizational culture and organizational performance, that the organizational culture recognized by the organizational members of the public sector showed a positive influence and it implies the importance of recognizing and transforming the organizational culture of public organizations to improve organizational performance of public organizations. Thirdly, regarding the research hypothesis 3, the organizational culture recognized by the organizational members of public organizations showed an influence on organizational performance and also showed apositive(+) influence on organizational performance through learning organization. As the organizational culture recognized by the organization members in the public sectoris influencing the organizational performance through the learning organization, various implementation plans are required to improve organizational culture, improving learning organization, and improving organizational performance in accordance with the characteristics of public organizations.

• Journal of Distribution Science
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• v.13 no.12
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• pp.113-131
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• 2015

Purpose - In today's era of globalization, the competitive power of enterprises is growing fiercer, calling for organizations to be able to respond flexibly to survive and maintain predominance in competition. In turn, keen competition exists among enterprises for the systematic management of members' knowledge to secure predominance in such competition. Under such circumstances, SMEs must find and utilize positive causes for change that affect organizational performance. The objective of this study is to analyze the structural relationship between four factors known from prior research-a CEO's positive leadership, members' positive life positions, learning organization activities, and job engagement-and organizational performance. Research design, data, and methodology - To achieve this objective, this study established the following four research problems. First, do CEOs' positive leadership, members' positive life positions, learning organization activities, and job engagement affect organizational performance? Second, do CEOs' positive leadership, members' positive life positions, and learning organization activities affect job engagement? Third, do CEOs' positive leadership and members' positive life positions affect learning organization activities? Fourth, does CEOs' positive leadership affect members' positive life positions. Additionally, to achieve the objective of this study, the research model was selected on the basis of a documentary survey of 787 full-time employees at 100 SMEs, which was used to collect related data. Results - The following conclusions were drawn. First, a CEO's positive leadership directly affects members' positive life positions, learning organization activities, and job engagement. Second, positive leadership only indirectly affects organizational performance. That is, positive leadership has an indirect effect on organizational performance given the parameters of members' positive life positions, learning organization activities, and job engagement. Third, members' positive life positions directly affect learning organization activities and job engagement, but indirectly affect organizational performance with learning organization activities and job engagement as parameters. Fourth, learning organization activities directly affect job engagement and organizational performance. Additionally, learning organization activities indirectly affect organizational performance with job engagement as a parameter. Fifth, job engagement directly affects organizational performance. Conclusions - A CEO's positive leadership and members' positive life positions do not directly affect organizational performance but have a positive effect through learning organization activities and job engagement. In particular, CEOs' positive leadership was proven to be the major factor to affect members' positive life positions, learning organization attitudes, and job engagement, and learning organization activities and job engagement were found to be major factors that directly affect organizational performance. Considering these conclusions, the direct effect of a CEO's positive leadership on organizational performance is not statistically significant but seems to affect members' positive life positions, learning organization activities, and job engagement, which ultimately affects organizational performance. In addition, CEOs' positive leadership is an important factor that enhances the factors with the strongest effect on organizational performance-activities of learning organizations and job engagement.

• The Journal of the Korea Contents Association
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• v.9 no.6
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• pp.309-324
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• 2009

The purpose of this study, decision factors about network characteristics among Social Welfare service organizations and individuals are defined to obtain proper empirical bases for building systematic human service network in the local community bases. As results of analysis, Firstly The order of density is shown as follows the information exchange, the client refer, the resource exchange. Secondly The result about the analysis whether the level factor of the organizational members and organizations affect positively is summarized as follows.it is shown that the number of meeting, organizational type, the prior experience of networking affect positively.

• Journal of Information Technology Applications and Management
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• v.14 no.2
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• pp.169-187
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• 2007

Most private and public organizations use, for their works, information systems that change their organizational structures. Nowadays, many organizations have team-based structures where typically a cross functional team is in charge of a business process. The effective communication among the members of a team is an important factor of team performance in that communication facilitates trust building, knowledge exchange, change acceptance, and safety improvement. This paper reviews methods for analyzing communication among team members from three aspects such as the content, the amount, and the structure of communication.

• The Journal of the Convergence on Culture Technology
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• v.10 no.3
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• pp.579-591
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• 2024

Recently, church organizations are experiencing various problems, including a sharp decline in the number of members. This study focused on the problem of lack of communication, that is, organizational silence, which is commonly pointed out in previous studies as a problem of church organizations, and empirically analyzed the relationship between organizational silence, organizational cynicism, and organizational commitment within church organizations. For this purpose, a questionnaire was distributed to 210 members of churches and related organizations from May to June 2023, of which 202 copies were used as analysis data. SPSS 23.0 and AMOS 23.0 were used to perform frequency analysis, confirmatory factor analysis, descriptive statistical analysis, correlation analysis, structural equation model analysis, and bootstrapping to verify mediation effects. As a result of the study, organizational silence had a negative effect on organizational cynicism, and organizational cynicism had a negative effect on organizational commitment. Although organizational silence did not have a direct negative effect on organizational commitment, it was found to have a negative effect mediated by organizational cynicism. This study expanded the scope of the study by applying variables from organizational theory to church organizations, and presented practical implications through the research results to church organizations.

• Journal of Digital Convergence
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• v.15 no.10
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• pp.161-171
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• 2017

In recent years, the authenticity of leaders has become an important issue in leadership research. It is because the sincerity of the leader exerts a great influence on the behavior, attitude and performance of members of the organization. This study examines the effect of authentic leadership on organizational commitment, organizational citizenship behavior and job performance, and empirically analyzes whether the effect varies depending on public organizations and private organizations. The survey administered through a questionnaire was conducted for members of public corporations and private companies in Korea. Of the collected questionnaires, 444 were used in the analysis. Empirical results were verified by factor analysis and regression analysis using SPSS/WIN 23.0 and STATA 14.0. Results show that leadership had a positive effect on organizational commitment, organizational citizenship behavior, and job performance and the effect was significant in both public and private organizations.

• Journal of Agricultural Extension & Community Development
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• v.2 no.2
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• pp.205-227
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• 1995

The objectives of this study were to 1) classify the cooperative farmers' organizations in Korea according to the development level and institutional aspects through the exploration of its' conceptual and institutional basis, 2) analyze the farmers' needs for organization, 3) identify the problems and situation of organizations, and 4) formulate an effective management model for each cooperative farmers' organization. The study was carried out through a review of literature and using available statistical data collected from various sources and empirical survey. Major findings of the study were: 1) the cooperative farmers' organizations could be classified into four types : crop units, farming cooperative corporation, trust farming companies and joint-stock agri-business. 2) a lot of members of the organization feel that the information is insufficient, the opportunity to suggest their own ideas is hardly given, and the members are not satisfied with the cooperation among the members, 3) the members who have higher level of schooling education showed a higher participation level in the organization, 4) most of members did not recognize the organization they participated in, 5) participation of the organization's members and concerned institutions is an important factor to promote problem solving and better communication within the organization, 6) any type of continuing education for the members is needed to facilitate the transfer of a new agricultural and organizational technology, 7) research and development(R & D) is one of the most important factors of the development of organizations, 8) most organizations are deficient in professional management skills(financial, personal, accounts, etc.), 9) the trust farming companies have difficulties in managing the firm on account of the characteristics of agriculture(especially seasonal), the dispersed trust lands, and the need for more alternative work in the winter season, and 10) in the case of agri-businesses, their organizations are more specialized in marketing and have more structured systems of management. Based on the results of the study the following recommendations were made for further improvement and development of agricultural cooperative organizations : (1) More governmental support should be given to education for improvement of the organizational structure. And more deliberate and differentiated governmental support should be provided for the organizations to be viably managed. (2) For more efficient communication between the members and the organization, more opportunities for discussion are needed. (3) The more research should be committed to this kind of work in order to get more analytic data and strategic plans of cooperative organizations.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.05a
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• pp.1142-1149
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• 2003

Various organizational factors effect successful implementation of IT enabled business transformation. Among them, the most critical success factor is deemed to overcoming change management problem. Lots of studies have been made on Implementation methodologies and business process formalizations to encourage organizational members to accept new business process changes. However, the logic or process redesign still depends on qualitative problem solving techniques mostly depending on basically human intuition such as brainstorming. cause-and-effect analysis. and so on. In this paper, we focused on developing analytic framework to design to-be business process structure. which can complement qualitative problem solving procedures. With effective use of IT as an enabler, we provide algorithmic framework applicable to designing various business process changes such as process automation, business process resequencing, and more radical process integration. The framework follows dynamic programming approach in the literature, which is based on the decision making paradigm of organizations to abstract business processes as quantitative decision models. As such, our research ran fill the gap of limited development of theory based analytic methodologies for business process design, by providing objective rationale to reach the consensus among the organizational members including senior management.

• Management Science and Financial Engineering
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• v.9 no.2
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• pp.21-45
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• 2003

Various organizational factors effect successful implementation of IT enabled business transformation. Among them, the most critical success factor is deemed to overcoming change management problem. Lots of studies have been made on implementation methodologies and business process formalizations to encourage organizational members to accept new business process changes. However, the logic of process redesign still depends on qualitative problem solving techniques mostly depending on basically human intuition such as brainstorming, cause-and-effect analysis, and so on. In this paper, we develop algorithmic procedure applicable to designing various business process changes such as process automation, business process resequencing, and more radical process integration. The framework is employed from dynamic programming approach in the literature, which is based on the decision making paradigm of organizations to abstract business processes as quantitative decision models. As such, our research can fill the gap of limited development of theory based analytic methodologies for business process design, by providing objective rationale to reach the consensus among the organizational members including senior management.

• The Journal of the Korea Contents Association
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• v.20 no.10
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• pp.593-614
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• 2020

The purpose of this study is to find out how positive feedback affects job satisfaction and empirically validate, in the process, the mediation effect of intrinsic motivation and the moderating effect of LMX. For this study, data was gathered on 345 out of total 396 members of domestic organizations in various industries, on whom we conducted a survey, and we reviewed the validity of our survey by means of confirmatory factor analysis, performed based on SPSS 25.0 AMOS 25.0, and confirmed correlations, and mediating and moderating roles existing among variables using Process Macro 3.0. As a result, it was verified that organizational members' positive feedback positively affects their intrinsic motivation and job satisfaction. In this study, it is validated that organizational member's intrinsic motivation has a positive influence on job satisfaction and positive mediation effect exists between them. Also, LMX has a positive moderating role for positive feedback and intrinsic motivation, and organizational member's intrinsic motivation revealed that it has a LMX-moderated positive mediation effect on positive feedback and job satisfaction. The implications of these findings are first, positive feedback, an issue these days in corporate organizations, produces intrinsic motivation of organization members and raises their job satisfaction. Furthermore, organizational members' intrinsic motivation is triggered by their leader's positive feedback when they are more in a good relationship. Lastly, given that job satisfaction of organizational members matters for organizational performance and human resource development, we can get a practical implication that we should nurture the capabilities of a leader through various education methods as we must provide an adequate positive feedback as one of the multiple ways that help improving the job satisfaction of organizational members.