• IE interfaces
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• v.17 no.3
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• pp.314-329
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• 2004

The rapid growth of investments in mobile service to reach a large and growing body of customers, coupled with low communication costs, has made user acceptance an increasingly critical management issue. The study draws upon the task-technology fit (TTF) model as its theoretical basis and its empirical findings to pragmatically explain the key factors that affect the performance and user acceptance of mobile service in medical field. A total of 110 usable responses were obtained. The findings indicate that the task, technology, and individual user characteristics positively affect task-technology fit and mobile service usage. The task-technology fit and mobile service usage are the dominant factors that affect mobile service performance. The result points out the importance of the fit between technologies and users' tasks in achieving individual performance impact from mobile service in medical arena.

• Asia Marketing Journal
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• v.19 no.3
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• pp.75-98
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• 2017

Our study is trying to investigate the perceived training effectiveness by applying the theory of planned behavior (TPB) and Technological Acceptance Model (TAM) and intend to examine the effects of individual differences on perceived training effectiveness and performance of individuals. The main purpose is to evaluate the perceived training effectiveness, and role of individual differences in terms of learning. The results of this study supported all the hypothesis that participants with higher level of creative self-efficacy, intrinsic motivation, creativity and emotional intelligence (EI) will have greater inclinations to learn. Results showed that perceive training effectiveness is positively related to training transfer and training transfer increase the performance of individuals. Study results significantly agree with the theory of planned behavior (TPB) which was applied to measure the perceived training effectiveness and suggest trainee's perception of usefulness, ease and benefits enhance learning dimensions of participants that make any program effective. The study has highlighted a number of issues that influence the perceived training effectiveness.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2021.05a
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• pp.85-86
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• 2021

KPI, an indicator that measures the performance of factors that contribute to achieving strategies of individuals or organizations, is used a lot to analyze the performance of construction work. Construction work consists of individual construction types with different characteristics such as progress method, scale, and input resources, but currently, KPIs for performance analysis of individual construction types are lacking. Therefore, this study aims to obtain and analyze data for establishing construction performance analysis KPIs during construction work to prepare the basis for the creation of future construction KPIs. Preliminary KPIs for earthwork performance analysis selected through this study are expected to be the basis for deriving preliminary KPIs for other individual construction types.

• Knowledge Management Research
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• v.16 no.2
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• pp.139-172
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• 2015

Employee's agility is becoming a primary factor of improving individual work performance. Employee's agility refers to responsiveness or behavior of employees in the context of work environment change. The purpose of this study is to examine the relationship between employee's agility and work performance in the perspective of agility's influence factors(absorptive capacity, IT resource use, readiness to change) and knowledge-oriented leadership, A survey was conducted for gathering data (a total of 262 employees from 35 industrial organizations) to test the relationships. The results of analysis show that employee's agility is a driving force leading to individual work performance, that employee's absorptive capacity, IT resource use, readiness to change, and knowledge-oriented leadership are the significant influential factors of employee's agility, and that knowledge-oriented leadership strengthens the link between employee's absorptive capacity and agility. For theoretical and practical contributions, the research presents the grounds for arguments that employee's agility is employee's dynamic capability for individual work performance under work environment change, and that organizations trying to improve employee's agility need to explore employee's behavioral attitudes under individual, leader, and organizational dimensions. Limitations arisen in the course of the research and suggestions for future research directions are also discussed.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.8
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• pp.525-532
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• 2021

The study investigates the mediating effect of Korean firms' corporate social responsibility (CSR) in the relationship between Korean executives' religiosity, their individual social responsibility (ISR), and corporate financial performance (CFP). As executives lead the firms' strategies and policies, their religiosity or ISR may have a significant influence in attaining the firm's CSR and influencing CFP. The upper echelon theory, agency theory, and stakeholder theory are used to explain the link between individual-level drivers of CSR, a firm's CSR, and CFP. The upper echelon theory, agency theory, and stakeholder theory are integrated into the conceptual model, which explains the relationships between proposed constructs in this study. This study employs survey data of 421 Korean companies. The confirmatory factor analysis (CFA) technique was used to test the proposed hypotheses. The main result shows that Korean executives' religiosity and their ISR positively influence CFP when mediated by CSR. The findings of this study suggest that Korean executives' personal values such as their religiosity and ISR can impact the firm's CSR activities or financial performance. Overall, this paper responds to the recent calls in the CSR literature to examine the individual-level drivers from non-western contexts by shedding more light on the Korean context.

• Korean Journal of Social Welfare
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• v.61 no.4
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• pp.137-161
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• 2009

In an effort to identify predictors of job performance, research studies in social work administration has been so far on the individual practitioners' levels of knowledge and skills, which could be used in a workplace. As the theoretical concept of organizational environment was fully introduced into social work administration research, however, studies on practitioners' job performance began to have interest in the team or the organizational level variables as well as individual level variables. Along the course of this tendency, this study attempted to test the effect of individual, team, and organizational level variables on the job performance of human service workers. The individual level variables consisted of knowledge, skills, job satisfaction, personality, and counter-productive work behaviors of workers. The team or the organizational level variables included situational constraint, organizational justice, job characteristics, government-dependency, and inter-organizational cooperation. Multi-level complex survey data collected by cluster sampling method from 314 practitioners in 23 organizations were analyzed using Hierarchial Linear Model. Results showed that both task and contextual performance were affected by individual, team, and organizational level variables in various ways.

• Health Policy and Management
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• v.22 no.3
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• pp.347-364
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• 2012

Objective : The purpose of this study was to investigate the effect of preceptors' transformational leadership on job stress and clinical performance among new graduate nurses. Methods : The study subjects were 180 new nurses in three University Hospitals. General characteristics, leadership, job stress and clinical performance were collected using self-reported questionnaires. Transformational leadership consisted of charisma, intellectual stimulation and individual consideration. T-test, ANOVA, pearson correlation and multiple regression analysis were performed to access the effect of leadership on job stress and clinical performance. Results : Of 180 subjects, 94.4% were female. The mean scores of transformational leadership, charisma, intellectual stimulation and individual consideration were $3.9{\pm}.46$, $3.9{\pm}.46$, $3.9{\pm}.57$ and $4.0{\pm}.58$, respectively. In multiple regression analysis, overall transformational leadership(${\beta}$=.154, p=.006) and charisma(${\beta}$=.388, p=.008) significantly increased the job stress. On the other hand, individual consideration significantly decreased the job stress (${\beta}$=-.671, p=.048) and increased the clinical performance(${\beta}$=2.472, p=.024). Conclusions : Charisma of preceptors was associated with the increase of job stress, and individual consideration was associated with the decrease of job stress and improvement of clinical performance. Therefore, the preceptors' leadership focusing on individual consideration rather than charisma may reduce job stress and improve clinical performance in the University hospital organization.

• Health Policy and Management
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• v.9 no.2
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• pp.21-39
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• 1999

An increasing number of hospitals are seeking for new or mixed compensation strategies to improve the productivity of their medical staff in the struggle to provide high quality medical services at low costs amid the economic hardship. To motivate physicians toward the right direction, it is necessary to effectively evaluate their performance that provides a basis for compensation. However, productivity has been historically difficult to measure, particularly for physicians in academic medical centers who are expected to engage in research, education, and patient care simultaneously. The objectives of this study were to define performance measures of physicians and clinical departments in academic medical centers. to examine correlations between the measures. and to investigate factors affecting the measures. The performance data of 212 faculty physicians in 17 clinical departments in two university teaching hospitals affiliated to one medical school during the fiscal year 1994 was used for analyses. Patient care revenue, net profit. and adjusted number of patients were defined to measure the performance in patient care. and number of articles published in academic journals and research grant were defined for research activities. Both individual physicians' performance measures and per physician measures of clinical departments were analyzed. All measures defined to evaluate individual physicians' performance were positively related to each other. Clinical department and rank of faculty position were statistically significant predictors of revenue. and hospital. clinical department. and rank were significant predictors of net profit. journal publication. and research grant. Patient care measures defined to evaluate clinical departments were related to each other. so were research measures. and no significant correlations were found between patient care measures and research measures. Also found were large differences in department. ranks when clinical departments were evaluated by absolute per physician performance measures and evaluated by annual rate of changes in performance measures. These findings suggest that departmental performance measures opposed to individual performance measures are relatively free from problems of factors affecting the performance measures that are not in control of clinical departments or individual physicians. Results from the correlation analysis of departmental performance measures indicates that measures of research performance should be included in the evaluation to promote research activities in academic medical centers.

• Korean Journal of Cognitive Science
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• v.15 no.3
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• pp.1-14
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• 2004

This research examined the effects of individual differences on visual discrimination skill teaming and its transfer to novel stimuli. Individual participants were categorized as having an analytic or holistic cognitive style, high or low working memory capacity, and high or low levels of rationality, experientiality, and adaptive decision-making styles. Participants received easy or difficult training for the serially presented discrimination task, and then transferred to novel discriminations. Training content interacted with cognitive style and working memory capacity to affect transfer accuracy performance, but individual differences in decision-making styles did not affect transfer performance. Results suggest individual differences should be taken into account when designing an interface for visual discrimination.

• Asia pacific journal of information systems
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• v.20 no.4
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• pp.101-123
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• 2010

Recently, firms are operating a number of teams to accomplish organizational performance. Especially, ad hoc teams like proposal preparation team are quite different from permanent teams like R&D team in the sense of how the team forms network structure and deals with organizational learning culture and knowledge management participation efforts. Moreover, depending on the team characteristics, individual creativity will differ from each other, which will lead to organizational performance eventually. Previous studies in the field of creativity are lacking in this issue. So main objectives of this study are organized as follows. First, the issue of how to improve individual creativity and organizational performance will be analyzed empirically. This issue will be performed depending on team characteristics such as ad hoc team and permanent team. Antecedents adopted for this research objective are cultural and knowledge factors such as organizational learning culture, and knowledge management participation. Second, the network structure such as degree centrality, and structural hole is used to analyze its influence on individual creativity and organizational performance. SI (System Integration) companies are facing severely tough requirements from clients to submit very creative proposals. Also, R&D teams are widely accepted as relatively creative teams because their responsibilities are focused on suggesting innovative techniques to make their companies remain competitive in the market. SI teams are usually ad hoc, while R&D teams are permanent on an average. By taking advantage of these characteristics of the two kinds of teams, we will prove the validity of the proposed research questions. To obtain the survey data, we accessed 7 SI teams (74 members), and 6 R&D teams (63 members), collecting 137 valid questionnaires. PLS technique was applied to analyze the survey data. Results are as follows. First, in case of SI teams, organizational learning culture affects individual creativity significantly. Meanwhile, knowledge management participation has a significant influence on Individual creativity for the permanent teams. Second, degree centrality Influences individual creativity significantly in case of SI teams. This is comparable with the fact that structural hole has a significant impact on individual creativity for the R&D teams. Practical implications can be summarized as follows: First, network structure of ad hoc team should be designed differently from one of permanent team. Ad hoc team is supposed to show a high creativity in a rather short period, implying that network density among team members should be improved, and those members with high degree centrality should be encouraged to show their Individual creativity and take a leading role by allowing them to get heavily engaged in knowledge sharing and diffusion. In contrast, permanent team should be designed to take advantage of structural hole instead of focusing on network density. Since structural hole can be utilized very effectively in the permanent team, strong arbitrators' merits in the permanent team will increase and therefore helps increase both network efficiency and effectiveness too. In this way, individual creativity in the permanent team is likely to lead to organizational creativity in a seamless way. Second, way of Increasing individual creativity should be sought from the perspective of organizational culture and knowledge management. Organization is supposed to provide a cultural atmosphere in which Innovative idea suggestions and active discussion among team members are encouraged. In this way, trust builds up among team members, facilitating the formation of organizational learning culture. Third, in the ad hoc team, organizational looming culture should be built such a way that individual creativity can grow up fast in a rather short period. Since time is tight, reasonable compensation policy, leader's Initiatives, and learning culture formation should be done In a short period so that mutual trust is built among members quickly, and necessary knowledge and information can be learnt rapidly. Fourth, in the permanent team, it should be kept in mind that the degree of participation in knowledge management determines level of Individual creativity. Therefore, the team ought to facilitate knowledge circulation process such as knowledge creation, storage, sharing, utilization, and learning among team members, which will lead to team performance. In this way, firms must control knowledge networks in permanent team and ad hoc team in a way mentioned above so that individual creativity as well as team performance can be maximized.