• The Journal of Asian Finance, Economics and Business
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• v.5 no.3
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• pp.195-206
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• 2018

Paying close attention to those new to an organization, whether fresh or experienced, whose primary interest is in (re)socialization, the current study intends to (1) further the concept of mentoring from a bilateral relationship to a community and culture fostered by developmental networks, (2) propose an integrated conceptual framework for organizational socialization, and (3) suggest implications for practice and future research. This study reviews, analyzes, and integrates research assets and subsequently re-conceptualizes the aggregate information as valid propositions and a conceptual framework. The findings include (1) 11 propositions regarding the relationships among network characteristics (embeddedness, diversity), developmental functions (career support, psychosocial support, and role modeling), and socialization outcomes (learning and attitudinal outcomes); and (2) an integrated conceptual framework that depicts a comprehensive mechanism through which developmental networks conduce to organizational socialization of newcomers. Implications are that developmental networking must be an individual's fundamental competency and an essential part of organizational onboarding processes, and imperative for both members' career development and innovative organizational culture. By integrating research assets on the developmental phenomenon into conceptualizations, this study furthers the concept of mentoring to organizational culture and stimulates a substantive discourse for theory-building towards organizational socialization from the developmental network perspective.

• Journal of Agricultural Extension & Community Development
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• v.20 no.1
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• pp.143-172
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• 2013

This study aimed at learning the effect of farmers' individual competency on the performance of agricultural organization, and providing the preliminary data about strengthening the competitiveness of agriculture of the country by showing the effect of farmers' individual competency on the performance of agricultural organization. According to the results of our study, among 11 individual competencies, the ability to manage, customer satisfaction, marketing, and getting information have the positive relationship with the performance of agricultural organization, but strategic thinking has the negative relationship with the performance. The relationship between the performance and abstract competencies like teamwork, creativity, innovation, feasibility, and flexibility is not statistically significant. However, the abstract competencies are the core competencies within farmers, so farmers should be educated continuously in the long run in order to raise the performance.

• Journal of Digital Contents Society
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• v.14 no.2
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• pp.263-274
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• 2013

As the numbers of Internet users and the growth of education market along with the generalization of distance study increase, e-Learning industry in China is growing rapidly more than 20% each year. However, domestic e-Learning industry for entry to the Chinese market is showing inadequate result even though its potential growth in China and their scale of industry is near about 3 trillion won. A type of this industry is combined with Information Technology (IT) and education industry and their complex factors need to be considered because of the country's education policy and ICT infrastructure. In addition to these factors, sometimes main agents can be the government or a private organization and they form different circumstances each other. Therefore, it is required to have an in-depth study of the entering the Chinese market based on an accurate analysis for Chinese education and culture. In this research, it will focus on the current state of e-Learning market in Korea and China after studying the e-Learning system through the existing reference research. Moreover, this research will propose a method of the entry for the Chinese e-Leaning market through a case study from domestic and foreign companies.

• 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.

• International Journal of Computer Science & Network Security
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• v.23 no.12
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• pp.167-174
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• 2023

Electronic educational environments in the conditions of quarantine restrictions of COVID-19 have become a common phenomenon for the organization of distance educational activities. Under the conditions of Russian aggression, Ukrainian proof of their use is unique. The purpose of the article is to analyze the role of electronic educational environments in the process of training applicants for higher education in Ukraine in the realities of a large-scale war. General scientific methods (analysis, synthesis, deduction, and induction) and special pedagogical prognostic methods, modeling, and SWOT analysis methods were used. In the results, the general properties of the Internet educational platforms common in Ukraine, the peculiarities of using the Moodle and Prometheus platforms, and an approximate model of the electronic learning environment were discussed. The reasons for the popularity of Moodle among Ukrainian universities are analyzed, but vulnerable elements related to security are emphasized. It was also determined that the high cost of Prometheus software and less functionality made this learning environment less relevant. The conclusions state that the military actions drew the attention of universities in Ukraine to the formation of their own educational platforms. This is especially relevant for technical and military institutions of higher education.

• Journal of Distribution Science
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• v.10 no.6
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• pp.39-53
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• 2012

It is widely known that knowledge management plays a facilitating role that contributes to upgrading organizational performance. Knowledge management systems (KMS), especially, support the knowledge management process including the sharing, creating, and using of knowledge within a company, and maximize the value of knowledge resources within an organization. Despite this widely held belief, there are few studies that describe how companies actually develop, share, and practice their knowledge. Companies in the domestic small franchise sector, which are in the early stages in terms of knowledge management, need to improve their KMS to manage their franchisees effectively. From this perspective, this study uses a qualitative approach to explore the actual process of knowledge management implementation. This article presents a case study of PB (Paris Baguette) company, which is the first to build a KMS in the franchise industry. The study was able to confirm the following facts through the analysis of target companies. First, the chief executive's support is a critical success factor and this support can increase the participation of organization members. Second, it is important to build a process and culture that actively creates and leverages information in knowledge management activities. The organizational learning culture should be one where the creation, learning, and sharing of new knowledge is developed continuously. Third, a horizontal network organization is needed in order to make relationships within the organization more close-knit. Fourth, in order to connect the diverse processes such as knowledge acquisition, storage, and utilization of knowledge management activities, information technology (IT) capabilities are essential. Indeed, IT can be a powerful tool for improving the quality of work and maximizing the spread and use of knowledge. However, during the construction of an intranet based KMS, research is required to ensure that the most efficient system is implemented. Finally, proper evaluation and compensation are important success factors. In order to develop knowledge workers, an appropriate program of promotion and compensation should be established. Also, building members' confidence in the benefits of knowledge management should be an ongoing activity. The company developed its original KMS to achieve a flexible and proactive organization, and a new KMS to improve organizational and personal capabilities. The PB case shows that there are differences between participants perceptions and actual performance in managing knowledge; that knowledge management is not a matter of formality but a paradigm that assures the sharing of knowledge; and that IT boosts communication skills, thus creating a mutual relationship to enhance the flow of knowledge and information between people. Knowledge management for building organizational capabilities can be successful when considering its focus and ways to increase its acceptance. This study suggests guidelines for major factors that corporate executives of domestic franchises should consider to improve knowledge management and the higher operating activities that can be used.

• International Commerce and Information Review
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• v.15 no.2
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• pp.109-128
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• 2013

With the growth of contents business, the expansion of domestic culture contents into global market became active. However, while some field such as game, music and movie have made fine results, education contents has failed to make significant success in global market. Therefore, this study intends to look into a case of Contents Management Institute(CMI), which spread G-Learning into La Ballona Elementary School located in LA. In this case, CMI successfully dealt with diverse difficulties to conduct a G-Learning class in the school and helped to increase students' achievement. Based on analyzing this case, this study suggests three reasons behind the success. First, by separating platform and learning contents in development process, CMI could save the cost in contents development and handle problems swiftly. Second, it could be possible to use human resources efficiently by constucting a support organization. Third, by sharing information and doing persuasion CMI could lead to chain persuasion process among local decision makers.

• Journal of Global Scholars of Marketing Science
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• v.8
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• pp.111-138
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• 2001

Currently marketing researchers are investigating the causal variables affecting to salesforces' performances. Some researchers found personal and organizational affecting variables as well as structural context of variables. But almost affecting variables examined in salesforce performance researches are personal characteristics. Such organizational variables like leadership, organization's market orientation would be worth to examine in salesforce performance researches. Thus this research is intended to analyze effects of personal and organizational characteristics on salesforces' performances. Data for this research were elicited from sales representatives of motor companies. Data collected were analyzed by regression analysis using SPSSWIN Ver.10.0. The following are major findings of this research. 1. Leadership whether transformational or transactional affected on salesforces' performances. But it was not accepted that transformational leadership would be superior than transactional leadership. 2. Market Orientation of organization affected on its salesforces' performances. 3. Personal characteristics such as need for achievement, compensation predispositon, self efficacy, learning goal orientation were affect on salesforces' performances. But it found that effects of intrinsic compensation predisposition on salesforces, performances were reverser (-). Based on the above findings, the following conclusion could be drawn: 1. Organizational variables like leadership and market orientation are key managerial variables in the sales organization, meaning that sales manager development and organization's market-driven culture are important. 2. Through recruiting and educating, raising salesforces' self-esteem is necessitated.

• Knowledge Management Research
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• v.14 no.5
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• pp.1-14
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• 2013

This paper is aimed at investigating the factors to grow the new technology based firm(NTBF), K-MAC. NTBFs need an environment in which novelty is encouraged, employees find work meaningful and controllable, learning is incorporated into work, ideas and process improvements are implemented and a balanced focus of the internal and external to the company is fostered. With collaboration between industry and academia, Lynda Aiman-Smith made an instrument of VIQ(Value Innovation Quotient), which is consist of 9 factors, 33 items. VIQ Results can help the company to develop a better understanding of the organization's culture, and its formal subgroups. That is to identify subcultures in the organization, to diagnose potential problems or inhibitors of innovation, to identify organizational strengths for innovation and set a quantitative baseline. Using the VIQ,K-MAC analysed the subculture of innovation potential capability. K-MAC organized the COP(community of practice) with the young employees' participation and try to solve the real problem in the working place. This paper explained the diverse growing trajectory through the TPM concept and suggest for the future strategy.

• Management & Information Systems Review
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• v.32 no.3
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• pp.43-59
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• 2013

The most important thing in training of organization is that how effectively it can be made most of the performance among the staff. It will be useless if the knowledge which gaining after training can not be applied. Therefore the transfer of learning is studied since it is important for decision of training. We studied the factors of transfer of learning and carried out a survey targeting the public officials of Gangwon province with the factors we made a study. We define the factor of both promoted and interrupted in training and suggest the way of improving it. The first, the modeling of competency can stimulate the desire of achievement and complete a course of training among staff of organizations. The second, the construction of training program and organizational culture just for Gangwon province can increase the satisfaction of training among the learners. The third, the establishment of management system after training can reinforce the capability making use of train. The sharing of each information with boss at the office can help to stimulate the function of feedback after training as well.