• 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.

• Proceedings of the Korea Contents Association Conference
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• 2006.05a
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• pp.103-108
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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.

• 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.

• 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.

• 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.

• International Area Studies Review
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• v.12 no.3
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• pp.391-415
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• 2008

This paper adopts a present basis of research on the Chinese characteristic culture of enterprise, phenomenon of learning, learning attitude and transferring of learning attitude, and forms a research model and hypothesis. There are three different types of Chinese enterprises basined on the research of Chinese intellectuals: legalistic organization, the ethic organization culture and seeking development organization culture, from which the legalistic organization culture has positive influence on the people level learning and structure level learning by the test of hypothesis. Ethnic organizational cultural has positive influence on the organization level; however, it never has any contributions to the people leanings. Seeking development organization culture benefits a lot to the people leanings, but it never has any positive influence on the organizational cultures.

• 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.

• 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.

• 한국디지털정책학회:학술대회논문집
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• 2007.06a
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• pp.377-384
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• 2007

This paper is about how to establish the strategic teaming organization in digital age. Through the case study of action teaming, this research can give some implications to small-sized organizations who want to establish teaming culture and positive activities in their own companies. The case site was S-steel, which belongs to the steel industry. To improve and drive teaming activities, I made use of skills: action learning, fishbone analysis, creative thinking, brainstorming, creative discussion skill, and organization diagnostic method.

• Industry Promotion Research
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• v.1 no.1
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• pp.51-57
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• 2016

This study verified the effect of the level of learning organization on satisfaction of learning organization support project and the moderating effect of charismatic leadership. The level of learning organization positively affected satisfaction of learning organization support project. Especially, personal mastery affected creating&spreading knowledge and financial performance, system thingking affected building learning infra, shared vision affected learning culture&activity, teamwork and financial performance. Also, charismatic leadership partially moderated the effect of learning organization. This study provided implications to manage successful learning organization by analyzing causal relationship between learning theory and practical corporate performance.