• Korea Journal of Hospital Management
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• v.18 no.1
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• pp.70-87
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• 2013

This study investigated contents of mission statements for Strategic Management of hospitals in Korea and Japan. For the study, 44 tertiary care hospitals in korea, which were accredited by the Ministry of Health and Welfare, were selected. And 83 special functioning hospitals in Japan, which were approved by the Minister of Health, Labour and Welfare, were included. Both quantitative and qualitative analyses were conducted by classifying 5 components of the mission statement; market, service, philosophy, image, contribution. Findings from this study are as follow. First, hospitals in Korea emphasized image(93.2%) and philosophy(81.8%) components in their mission statements, whereas hospitals in Japan highlighted components of service(89.2%) and market(72.3%). In detail, mission statements of Korean tertiary care hospitals describe the components of hospital's image (93.2%), philosophy(81.8%), contribution(56.8%), market(22.7%) and service (18.2%) in order. On the other hand, mission statements of Japanese special functioning hospitals describe hospital's service(89.2%), market(72.3%), contribution(61.4%), image (49.4%) and philosophy(34.9%), respectively. Second, as results of Content analysis, there were some differences in mission statements of hospitals between two countries, and it is mainly from the divergences of standards for recognition of medical institutions, environmental factors, and different ways of mission statement description. For strategic hospital management, carrying out innovative restructuring organization or promoting of research and training for medical development is considered as a desirable approach. However, clear description of mission statement is more important and it is required for effective control and managing organization. And then the mission should be communicated within an organization so all internal members understand it and put their efforts to achieve the mission of organization. In conclusion, it is recommended that a leader and senior managers should re-evaluate its mission statement whether it reflects characteristics of an organization. In addition, a mission statement should be created or improved based on critical decision, as well as it should be clearly shared within an organization in order to become a future oriented organizations.

• Journal of Digital Convergence
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• v.19 no.5
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• pp.249-262
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• 2021

It is believed that there will be changes in the behavior of members according to the characteristics of the organization's leader. The purpose of this study is to find out the factors that induce changes in the behavior of employees of the organization through empirical research. In order to accomplish the research aims, we developed and verify the research model using authentic leadership as an independent variable and the innovative behavior as a criterion variable. In addition, by using the silent phenomenon of the members as a mediating variable, we also tried to find out how it affects the behavior of the employees. Empirical results of the study showed that authentic leadership as an independent variable had a direct influence on the innovation behavior of employees, and the mediating effect of silence also had a partial mediating effect. These findings suggest that leadership and Silence factors which are internal motivational factors leading to behavior of employees are affected innovative behavior. There are some expectations as follow. Based on this study, it would be an important issue that the study on the necessity of silence management of employees through research on the causes of silence felt by members of the organization and the influence.

• The Journal of Korean Philosophical History
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• no.30
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• pp.123-159
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• 2010

Dongyi (Chinese: 東夷; pinyin: $D{\bar{o}}ngy{\acute{i}}$; Wade-Giles: Tung-yi; literally "eastern 'barbarians'") was a collective term for people in eastern China and in the east of China. People referred to as Dongyi vary across the ages. The early Dongyi culture was one of earliest neolithic cultures in China. According to the earliest Chinese record, Zuo Zhuan, the Shang Dynasty was attacked by King Wu of Zhou, while attacking Dongyi, and collapsed afterwards Dongyi culture was one of the oldest neolithic cultures in China. Some Chinese scholars extend the historical use of Dongyi to prehistoric times, according to this belief, the neolithic culture correlates to Houli culture, Beixin culture, Dawenkou culture, Longshan culture and Yueshi culture, five evolutionary phases. Deliang He, thinks that Dongyi culture used to be one of the leading cultures in neolithic China. The writing system of Dongyi was one of the oldest writing systems in neolithic China. There are opinions that the 20 pictogram characters discovered in a Dongyi tomb (山東?縣大汶口墓葬) in Shangdong indictates some of the characters found, like "旦, 越, 斤, 皇, 封, 酒, 拍, ?", are still used in Chinese characters. There are also opinions that Dongyi people were the inventor of arrows. Some classic Chinese history records like Zuo Zhuan, Shuowen Jiezi, Classic of Rites, all have some similar records about this. [3][4] The legendary god of archery in Chinese mythology, Houyi, could also be a Dongyi leader. Based on archeology findings, Dongyi people's ancestral worship totem is bird-shaped. In the meantime, The fundamental thing that Koreans should do is to find out Korean identy. Koreans cannot achieve their goals unless they enforce politics economics, educations, etc. in harmony with their own identity. However, some people say that Koreans do not have any dentity on the grounds that there is no Korean traditional thought. This view is, however, absolutely absurd because it is impossible for a nation to exist for oner five thousand years without having it's own native characteristics. The most essential thought in Korean identity is Confucius' In(仁). In is originated from Yi(夷) or Yi-jok(夷族)'s heart. On this account, Confucius' In can be a precious thought to Korean people who have been suffering from many problem caused by the absence of Korean identity. If Korean could understand their original characteristics and if Korean couldrealize that their original characteristics are Confucius' In, then our culture and identity recovery of though may maximize efficiency of country and society development.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.12
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• pp.230-241
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• 2017

The main purpose of this study was to empirically investigate the effects of participation behavior and performance improvement on motivation factors of Korean university students which participated in LINC by utilizing Vroom's Expectancy Theory. Three motivation factors of valence, instrumentality, and expectancy were examined in this study. In addition, two different models (valence and force model) analyzed the causal relationships regarding participation behavior and performance improvement. 236 data were collected and findings of this study were as follows: First, comparative analysis between demographic characteristics including university, major, and residence had no significant differences in mean value. However, females had higher levels of recognition related to valence (attractiveness) relative to males. Second, valence and the force model were significant predictors of LINC participation behavior and performance improvement. Furthermore, the coefficient of determination and beta coefficient of the force model were higher compared with the valence model. Third, the level of mediation effects including direct, indirect, and total effect of the force model was higher than the valence model. LINC participation behavior had a partial mediating effect between the three motivation factors and performance improvement variable.

• Journal of Distribution Research
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• v.15 no.1
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• pp.49-71
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• 2010

Franchise businesses in South Korea have contributed to economic growth and job creation, and its growth potential remains very high. However, despite such virtues, domestic franchise businesses face many problems such as the instability of franchisor's business structure and weak financial conditions. To solve these problems, the government enacted legislation and strengthened franchise related laws. However, the strengthening of laws regulating franchisors had many side effects that interrupted the development of the franchise business. For example, legal regulations regarding franchisors have had the effect of suppressing the franchisor's leadership activities (e.g. activities such as the ability to advocate the franchisor's policies and strategies to the franchisees, in order to facilitate change and innovation). One of the main goals of the franchise business is to build cooperation between the franchisor and the franchisee for their combined success. However, franchisees can refuse to follow the franchisor's strategies because of the current state of franchise-related law and government policy. The purpose of this study to explore the effects of franchisor's leadership style on franchisee's commitment in a franchise system. We classified leadership styles according to the path-goal theory (House & Mitchell, 1974), and it was hypothesized and tested that the four leadership styles proposed by the path-goal theory (i.e. directive, supportive, participative and achievement-oriented leadership) have different effects on franchisee's commitment. Another purpose of this study to explore the how the level of franchisee's self-efficacy influences both the franchisor's leadership style and franchisee's commitment in a franchise system. Results of the present study are expected to provide important theoretical and practical implications as to the role of franchisor's leadership style, as restricted by government regulations and the franchisee's self-efficacy, which could be needed to improve the quality of the long-term relationship between the franchisor and franchisee. Quoted by Northouse(2007), one problem regarding the investigation of leadership is that there are almost as many different definitions of leadership as there are people who have tried to define it. But despite the multitude of ways in which leadership has been conceptualized, the following components can be identified as central to the phenomenon: (a) leadership is a process, (b) leadership involves influence, (c) leadership occurs in a group context, and (d) leadership involves goal attainment. Based on these components, in this study leadership is defined as a process whereby franchisor's influences a group of franchisee' to achieve a common goal. Focusing on this definition, the path-goal theory is about how leaders motivate subordinates to accomplish designated goals. Drawing heavily from research on what motivates employees, path-goal theory first appeared in the leadership literature in the early 1970s in the works of Evans (1970), House (1971), House and Dessler (1974), and House and Mitchell (1974). The stated goal of this leadership theory is to enhance employee performance and employee satisfaction by focusing on employee motivation. In brief, path-goal theory is designed to explain how leaders can help subordinates along the path to their goals by selecting specific behaviors that are best suited to subordinates' needs and to the situation in which subordinates are working (Northouse, 2007). House & Mitchell(1974) predicted that although many different leadership behaviors could have been selected to be a part of path-goal theory, this approach has so far examined directive, supportive, participative, and achievement-oriented leadership behaviors. And they suggested that leaders may exhibit any or all of these four styles with various subordinates and in different situations. However, due to restrictive government regulations, franchisors are not in a position to change their leadership style to suit their circumstances. In addition, quoted by Northouse(2007), ssubordinate characteristics determine how a leader's behavior is interpreted by subordinates in a given work context. Many researchers have focused on subordinates' needs for affiliation, preferences for structure, desires for control, and self-perceived level of task ability. In this study, we have focused on the self-perceived level of task ability, namely, the franchisee's self-efficacy. According to Bandura (1977), self-efficacy is chiefly defined as the personal attitude of one's ability to accomplish concrete tasks. Therefore, it is not an indicator of one's actual abilities, but an opinion of the extent of how one can use that ability. Thus, the judgment of maintain franchisee's commitment depends on the situation (e.g., government regulation and policy and leadership style of franchisor) and how it affects one's ability to mobilize resources to deal with the task, so even if people possess the same ability, there may be differences in self-efficacy. Figure 1 illustrates the model investigated in this study. In this model, it was hypothesized that leadership styles would affect the franchisee's commitment, and self-efficacy would moderate the relationship between leadership style and franchisee's commitment. Theoretically, quoted by Northouse(2007), the path-goal approach suggests that leaders need to choose a leadership style that best fits the needs of subordinates and the work they are doing. According to House & Mitchell (1974), the theory predicts that a directive style of leadership is best in situations in which subordinates are dogmatic and authoritarian, the task demands are ambiguous, and the organizational rule and procedures are unclear. In these situations, franchisor's directive leadership complements the work by providing guidance and psychological structure for franchisees. For work that is structured, unsatisfying, or frustrating, path-goal theory suggests that leaders should use a supportive style. Franchisor's Supportive leadership offers a sense of human touch for franchisees engaged in mundane, mechanized activity. Franchisor's participative leadership is considered best when a task is ambiguous because participation gives greater clarity to how certain paths lead to certain goals; it helps subordinates learn what actions leads to what outcome. Furthermore, House & Mitchell(1974) predicts that achievement-oriented leadership is most effective in settings in which subordinates are required to perform ambiguous tasks. Marsh and O'Neill (1984) tested the idea that organizational members' anger and decline in performance is caused by deficiencies in their level of effort and found that self-efficacy promotes accomplishment, decreases stress and negative consequences like depression and emotional instability. Based on the extant empirical findings and theoretical reasoning, we posit positive and strong relationships between the franchisor's leadership styles and the franchisee's commitment. Furthermore, the level of franchisee's self-efficacy was thought to maintain their commitment. The questionnaires sent to participants consisted of the following measures; leadership style was assessed using a 20 item 7-point likert scale developed by Indvik (1985), self-efficacy was assessed using a 24 item 6-point likert scale developed by Bandura (1977), and commitment was assessed using a 6 item 5-point likert scale developed by Morgan & Hunt (1994). Questionnaires were distributed to Korean optical franchisees in Seoul. It took about 20 days to complete the data collection. A total number of 140 questionnaires were returned and complete data were available from 137 respondents. Results of multiple regression analyses testing the relationships between the each of the four styles of leadership shown by the franchisor as independent variables and franchisee's commitment as the dependent variable showed that the relationship between supportive leadership style and commitment ($\beta$=.13, p<.001),and the relationship between participative leadership style and commitment ($\beta$=.07, p<.001)were significant. However, when participants divided into high and low self-efficacy groups, results of multiple regression analyses showed that only the relationship between achievement-oriented leadership style and commitment ($\beta$=.14, p<.001) was significant in the high self-efficacy group. In the low self-efficacy group, the relationship between supportive leadership style and commitment ($\beta$=.17, p<.001),and the relationship between participative leadership style and commitment ($\beta$=.10, p<.001) were significant. The study focused on the franchisee's self-efficacy in order to explore the possibility that regulation, originally intended to protect the franchisee, may not be the most effective method to maintain the relationships in a franchise business. The key results of the data analysis regarding the moderating role of self-efficacy between leadership behavior style as proposed by path-goal and commitment theory were as follows. First, this study proposed that franchisor should apply the appropriate type of leadership behavior to strengthen the franchisees commitment because the results demonstrated that supportive and participative leadership styles by the franchisors have a positive influence on the franchisee's level of commitment. Second, it is desirable for franchisor to validate the franchisee's efforts, since the franchisee's characteristics such as self-efficacy had a substantial, positive effect on the franchisee's commitment as well as being a meaningful moderator between leadership and commitment. Third, the results as a whole imply that the government should provide institutional support, namely to put the franchisor in a position to clearly identify the characteristics of their franchisees and provide reasonable means to administer the franchisees to achieve the company's goal.

• 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.

• (The)Study of the Eastern Classic
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• no.66
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• pp.35-73
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• 2017

The aim of this article is to analyze the feature of the $Hongch^{\prime}{\breve{o}}n$ poetry society(紅泉社). The leader of the $Hongch^{\prime}{\breve{o}}n$ poetry society was Yi Mansu(李晩秀), and the members of that were Yi Naksu(李洛秀), Sin Chin(申縉) Sin Chak(申綽) Sin $Hy{\breve{o}}n$(申絢) Pak Chongu(朴宗羽) $Ch{\breve{o}}ng$ Sukwi(鄭遂龜) $Kw{\breve{o}}n$ Sik(權?) Kim Kyeon(金啓溫). They organized the poetry society at Gi-dae(企臺) of Seoul. The poems of the $Hongch^{\prime}{\breve{o}}n$ poetry society were included in "$K{\breve{u}}gw{\breve{o}}n$ yugo(?園遺稿)", a collection of Yi Mansu's works. The $Hongch^{\prime}{\breve{o}}n$ poetry society was maintained for three years, from 1817 to 1820. The members of the $Hongch^{\prime}{\breve{o}}n$ poetry society gathered at Kidae(企臺) and wrote poems together, such as the linked verses(聯句), divisions of rime(分 韻), replying rhyming verses(次韻) and so on. This article especially analyzed the linked verses of the $Hongch^{\prime}{\breve{o}}n$ poetry society. The following is a summary of characteristics in the linked verses of the $Hongch^{\prime}{\breve{o}}n$ poetry society. First, the members of the $Hongch^{\prime}{\breve{o}}n$ poetry society showed their poetic genius by writing the linked verses. They competitively designed unique words and techniques to exhibit their poetic genius. Especially, their poetic genius were exposed in $y{\breve{o}}n^{\prime}gu$(放雲樓聯句)>, modeling <$S{\breve{o}}ngnam$ $y{\breve{o}}n^{\prime}gu$(城南聯句)>'s style. The members of the $Hongch^{\prime}{\breve{o}}n$ poetry society had remarkable literary attainments. Second, the members of the $Hongch^{\prime}{\breve{o}}n$ poetry society promoted friendship by writing the linked verses. They expressed the pleasure of having a poetry party in the linked verses. Their linked verses are elegance. In addition, their poems are full of the pride as officials. And they were glad that they lived in the happy era. So they extoled the king's virtue in their linked verses.

• Journal of the Korean Institute of Landscape Architecture
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• v.41 no.6
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• pp.158-170
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• 2013

With the recent 'Creative economy' and 'Cultural prosperity' coming to the fore as a new code to build up a city or a region, it is necessary to focus on strengthening the regional creative capacity as well as developing spontaneous regional culture. In such trend this research aims to explore the Kyunglidan-gil, Seoul, Korea in which creative-class are appearing autogenously in clusters and forming new cultural landscape, to identify the factors of their accumulation and changing aspect of cultural landscape. This study has the following purposes: First, Investigating the historical context of the Kyunglidan-gil's landscape. Second, considering the process of the creative-class being flowed into the Kyunglidan-gil as the subject leading to the modification of the region. Third, their activity was analyzed to consider the unique aspect of forming the cultural landscape at the Kyunglidan-gil. Regarding why the creative-class should flow in, results of the study drew five factors including region in issue compared to inexpensive rents, coexistence with nature, quiet atmosphere seeming isolated from the urban confusion, location possible to test and share individual materials one likes, and a site with synergy effect of activity through the network with acquaintances. Also, five characteristics of cultural landscape forming by the people's activity were drawn - space of communication for increasing creativity, temporary and flexible spatial use, expression of one's identity and taste, distinguishing, and positive use of the existing facilities. Like this, by exposing the 'creative-class', a subject of the leader in changing process of the Kyunglidan-gil, this research identified the aspect of forming cultural landscape.

• The Journal of the Convergence on Culture Technology
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• v.8 no.4
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• pp.253-261
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• 2022

The purpose of this study is to investigate the relationship between transformative leadership, team cohesion, and team performance of Chinese university taekwondo leaders. Specifically, it is to investigate the effect of transformative leadership on team cohesion and team performance and to verify the mediating effect of team cohesion in the relationship between transformative leadership and team performance. In order to achieve the research purpose, a total of 350 people were sampled after setting taekwondo leaders at Chinese universities as a population. The measurement tool used in this study was a questionnaire consisting of 5 items on demographic characteristics, a total of 19 questions on transformational leadership, 10 questions on team cohesion, and 4 questions on team performance. The validity of the questionnaire was verified through exploratory factor analysis, and the reliability was verified through reliability analysis. The reliability Cronbach's α of the questionnaire was found to be α=0.755-0.799 for transformative leadership, α=0.848, and α=0.740 for team performance. As the data processing method, exploratory factor analysis and reliability analysis, one-way analysis (one-way ANOVA), and multiple regression analysis were used using SPSS WIN. The conclusions derived through the above research methods and procedures are as follows. First, the transformative leadership of Taekwondo leaders at Chinese universities influenced team cohesion. Second, the transformative leadership of Taekwondo leaders at Chinese universities influenced team performance. Third, the team cohesiveness of Taekwondo leaders at Chinese universities influenced team performance. Fourth, the transformative leadership of Taekwondo leaders at Chinese universities not only directly affects team performance, but also indirectly affects team cohesion. Therefore, it is believed that Chinese Taekwondo players will help improve their performance by affecting team cohesion and team performance for the best games through the leader's variable leadership.

• Journal of Gifted/Talented Education
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• v.23 no.1
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• pp.109-128
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• 2013

The purpose of this study is to verify the validity of KEDI Leadership Inventory (Simplified) for elementary and secondary school student. The existing Leadership Inventory is outdated by excessive or insufficient items. To verify reliability and validity of this KEDI Leadership Inventory (Simplified), we analyze internal consistency of scale for reliability and construct validity, convergent and discriminative validity. criterion-related validity. The internal consistency of the scale is relatively high from .610 to .838 for elementary school student, and from .734 to .936 for secondary school student To verify construct validity, we analyze a confirmatory factor analysis using AMOS whether revealed that the structural equation model including 5 construct validity in KEDI Leadership Inventory(Simplified) showed fit index at a satisfactory level as follows. The major fit indexes are showed as follows; CFI (.954), TLI (.943), RMSEA (.068) in the scale for elementary school student, CFI (.935), TLI (.915), RMSEA (.070) in the scale for secondary school student. Futhermore, to secure criterion-related validity, this KEDI Leadership Inventory(Simplified) showed significant correlations with student's leader position in their classroom for r=.358 (p<.01), and gifted education students are significantly higher .50 than no gifted student. This KEDI Leadership Inventory (Sim'plified) is made up of parsimonious 20 items, so that teachers can be convenient to identify intra-inter personal leadership characteristics of a student and recommend the student for gifted education institution.