• Journal of Information Technology Applications and Management
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• v.16 no.1
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• pp.137-148
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• 2009

Knowledge management becomes the key point for organizations to survive and maintain competitive advantages in the knowledge economy era. E-learning plays a vital role for the organizational learning. How to share the experience of knowledge and the success of the knowledge management has great connection with the organizational culture. This study focuses on the factors of effective E-learning as well as its relation to the organizational culture. A successful e-learning system should not only aim at different statistical variables but emphasize on : course contents, variety of teaching methods and establishes a stable network environment. A stable E-learning platform and speedy bandwidth is a must to achieve the non-barrier communication and built an interactive learning environment. To achieve success in E-learning, it is not necessary to divide the organizational culture to strengthen the course content multiplication and plans the E-learning supervisory work by the sole responsibility unit. It should establish an ample teaching frequency width and platform and also must establish the appropriate study network frequency width and hardware equipment to achieve the best E-learning effect. The interaction in different organizational culture in adapting E-learning, those Ad-hoc and Marketing Culture, are mostly influence by the external environment and have more interactive content. Those in Clan and Hierarchy Culture are affected by traditional conception and lack of interaction. Meanwhile, under the cost consideration, Clan and Ad-hoc Culture on the dynamic side prefer to spend more cost on E-Learning while the stable side, Hierarchy and Marketing culture are willing to pay more expenses on E-Learning.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.22 no.1
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• pp.124-129
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• 2014

The organization's safety culture is strongly tied to the success of its safety learning programme. All personnel must understand the concept and necessity of Safety Management System. In order to settle the culture which they are willing to share the responsibility of safety, it is essential for service provider as the airline company to develop the technique and knowledge which intenses the organization's safety and to perform safety learning programme to be applied. This study has looked into the preceding studies about the learning culture and surveyed how the airmen have acquired the safety lessons learned thru their safety promotion within aviation maintenance organization. Accordingly, it intends to contribute safety promotion by suggestion of the effective and positive learning culture thru the establishment of strategy and the safety learning programme suitable to the organization.

• English Language & Literature Teaching
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• v.15 no.4
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• pp.137-156
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• 2009

This case study examines language learners' oral interactive practices and what they learn along with these practices. Language learners who study abroad take on the challenge of living in a foreign place and undergo difficulties in communicating and interacting with people in their new country. These difficulties, caused by cultural differences, are experienced most particularly in their daily interactions. Language learners' trials and efforts to learn English while dealing with a different culture and the difficulties are mainly observed for this paper. The process of learning a second culture is closely related to the process of learning a second language. Oral interactive practices can give the study abroad language learners opportunities to learn their target culture. Therefore, the purpose of this paper is to discuss how participating in interactive practices assists the learners in understanding their target culture while they deal with their difficulties inherent in studying abroad. This study adds weight to the notion that culture is an essential and major factor in learning a language, and that only active participation in interactions can be effective in learning both a language and its culture.

• Educational Technology International
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• v.8 no.1
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• pp.17-39
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• 2007

The purpose of this study was to identify the relationships among organizational commitment, job satisfaction, and learning organization culture. This study was conducted in five sub-organizations of one Korean conglomerate company. One thousand employees were randomly and proportionately selected, with 669 useable cases obtained, for a response rate of 67%. The organizational commitment instrument used from the "affective, continuance, and normative commitment" scale (ACNCS) of Allen and Meyer (1990). The "Dimensions of Learning Organization Questionnaire" of Watkins and Marsick (1997) was used to measure learning organization culture. The short form MSQ (Minnesota Satisfaction Questionnaire), developed by Weiss, Dawis, England, and Lofquist (1967), was the third instrument used. Descriptive statistics, correlational statistics, and inferential statistics (ANOVA and t-tests) were used. Organizational commitment (except for continuance) is moderately and positively related to job satisfaction and moderately and positively related to learning organization culture. In addition, learning organization culture is weakly to moderately and positively related to job satisfaction. No differences by age were found. Four-year college graduates are more likely to have higher creating continuous learning opportunities in learning organization culture than graduate school degree holders. Males are likely to have higher affective and continuance organizational commitment than females. Employees working in R&D, Engineering, and Manufacturing (REM) are likely to have higher continuance organizational commitment than do other types of jobs. Employees are more likely to have higher learning organization culture and job satisfaction than assistant managers. Assistant managers have higher continuance organizational commitment than managers. Managers generally have higher organizational commitment, learning organization culture, job satisfaction than assistant managers. They also have higher learning organization culture than employees. Employees who had worked for less than four years in their current job and organization have higher promoting inquiry and dialogue in learning organization culture than those who have worked for ten years or more. Employees in the insurance organization have higher affective organizational commitment, learning organization culture, and job satisfaction than those of the other organizations. Finally, employees of the electronic company have higher continuance organizational commitment in learning organization culture than those of other companies. In summary, this research enables CEOs and HRD and HRM practitioners to view organizational commitment, learning organization culture, and job satisfaction as important variables in exploring diverse ranges of topics related to the workplace. And then, they can diversely apply their management, interventions and practices to fit these diverse characteristics.

• Research in Mathematical Education
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• v.12 no.3
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• pp.167-177
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• 2008

The students' beliefs about mathematics teaching-learning come from the social activities in mathematics classrooms; and the mathematics classroom culture to a large extent decides the social activities in mathematics classrooms. So, the students' beliefs about mathematics teaching-learning are decided indirectly by the mathematics classroom culture mainly. The students' beliefs about mathematics teaching-learning react to the social activities in mathematics classrooms, and the social activities in mathematics classrooms react to the mathematics classroom culture. Therefore, the students' beliefs about mathematics teaching-learning react indirectly to the mathematics classroom culture. So, the relationships between the students' beliefs about mathematics teaching-learning and the mathematics classroom culture are dialectic, and the social activities in mathematics classrooms are the medium. In addition, the relationships have some inspirations to the current mathematics curriculum reform in the mainland China.

• Educational Technology International
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• v.6 no.2
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• pp.43-58
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• 2005

The purpose of this study was to investigate the impact of organizational learning culture on job satisfaction and organizational commitment. Two streams of scholarly work have provided the theoretical foundations for this study. The first stream comes from the literature on learning organization. The second stream of the theoretical foundation comes from an extensive literature on attitude-intention-behavior relationships. In addition, this study was tested three alternative models. Alternative model 1 employed job satisfaction as the mediating commitments variable between learning culture and organizational commitment. Alternative model 2 used organizational commitment as the mediating variable between learning culture and job satisfaction. Finally, alternative model 3 specified a direct impact of learning culture on both job satisfaction and organizational commitment, and reciprocal linkages between these two variables. The results of this study support the hypothesized relations among an organization's learning culture, job satisfaction, and organizational commitment. The findings of this study are various congruent with a widely accepted hypothesis that job satisfaction serves as an appraisal function in evaluating various work environments and determining emotional responses such as organizational commitment. Organizational learning culture is one of the important factors that organizations cannot overlook. Therefore, the findings of this study provide a new direction for researchers seeking to explain the complex relations among these central organizational variables.

• Journal of Korea Society of Digital Industry and Information Management
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• v.7 no.2
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• pp.127-145
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• 2011

According to Klempa(1995), the fit between environmental factors of a company may have the impact on its BPC success. Under this background, this paper empirically examines the effects of the fit between the organizational culture and the organizational learning the success of BPC. Organizational cultures, organizational learning, as well as knowledge sharing are the dominant causes that have impact on the innovation characters of organization. Whether an organization has safety-oriented homogeneous culture or it has the change-oriented heterogeneous culture may have impact on its implementation of BPC. Also the implementation of BPC may be affected by whether an organizational learning type has adaptive-oriented learning is single loop or it has the innovative-oriented learning is double loop. Thus, we analyzed the effect of the fit between the organization's culture and organizational learning type on BPC success by using the survey data collected from the companies that have adopted BPC. The findings presented in this paper show that the organization having heterogeneous culture practicing double loop learning the improvement project resulted in the excellent BPC success. These findings provide the perceptive guidelines for managers of organizations contemplating the implementation of BPC project.

• The Journal of the Korea Contents Association
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• v.6 no.7
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• pp.42-49
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• 2006

The purpose of this paper is to study of improve the organizational performance and survival with the changes of the circumstances or in pursuit of improving the organizational effectiveness through the learning organization, the organizational culture was inspected with the condition precedent of the learning organization. The result of this empirical study is summarized as followings. First, the learning organization has a positive effect on the organizational effectiveness. The knowledge and experience accumulated by the learning organization improve the official satisfaction. Second, in the organizational culture of the learning organization, developmental and rational culture has positive effect on the learning organization, but hierarchical and group culture has no effect. on the learning organization. Therefore, to establish the learning organization through the organizational learning, all managers realize the importance of developmental and rational culture because the organizational effectiveness is significant when the organization change is new.

• Education of Primary School Mathematics
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• v.10 no.2
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• pp.151-161
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• 2007

There were a lot of attempt to reform mathematics education. These may include reforms of teaching and learning methods, development of mathematics curriculum and textbooks, materials and resources for teaching. But the most important thing is reform of teaching and learning method. The teaching and learning in mathematics is related with culture of mathematics classroom. Thus the culture of mathematics classroom plays a critical role in the learning of mathematics. Although there is consensus what desirable culture of mathematics classroom is, the role of teachers is important to make desirable culture of mathematics classroom. So, this paper suggested the role of teachers in reforming the culture of mathematics classroom. Avoiding from routine and technical teaching, the teachers should play active role in constructing mathematical understanding of students.

• Culinary science and hospitality research
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• v.14 no.4
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• pp.14-26
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• 2008

The purpose of this study is to develop a communication model of teaching-learning at culinary practical learning class in school. Statistically, the organizational culture of culinary schools was influenced by the nature of hierarchical culture, task outcomes, and the conservative culture of organizations in companies. First, in basic skill class, teaching and learning methods are based on a teacher who leads students according to his plans and decisions. Second, in a higher skill course, teaching and learning methods are based on students who take an active part by injecting some fresh ideas into their class. Third, the model of three courses for culinary skill development has an effect on processing into a modeling-scaffolding-fading method by teaching and learning in school. It was ascertained that organizational culture directly or indirectly influenced organizational effectiveness and organizational culture in culinary schools. Moreover, it was found that organizational culture was the biggest influencing concept for communication effectiveness between teachers and students.