• 한국IT서비스학회지
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• 제6권2호
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• pp.35-47
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• 2007

The purpose of this thesis is to analyze the success factors of ERP system in corporations and to know what is different in the factors depending on organizational culture and size. Considering there are various results from introduction of the same information technology(IT), it is implied that organizational characteristics make a difference. In this thesis we did factor analysis and multiple regression about the factors based on the previous studies and analyzed the priorities depending on organizational culture and size. The results show that mechanistic organization has key success factors of work process change, project team abilities, and determination of CEO while organic organization has those of work process change and project team abilities. Plus bigger sized organization has success factors of work process change, project team abilities, and determination of CEO while small sized organization has those of work process change and project team abilities.

• 한국콘텐츠학회논문지
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• 제11권3호
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• pp.351-367
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• 2011

선행연구들은 외식 프랜차이즈 환경에서 프랜차이저의 앙트러프러너 활동에 관한 프랜차이지의 지각을 거의 취급하고 있지 않고 있다. 따라서 본 연구는 프랜차이지의 관점에서 프랜차이저의 외부환경, 앙트러프러너 전략, 기계-유기 조직, 및 경영성과와의 관계를 공변량구조분석을 통하여 분석하였다. 자료는 2009년 10월1일부터 2010년 2월 28일까지 전국의 외식 프랜차이지를 605명을 대상으로 설문조사를 수집하였다. 분석 결과에 의하면 외부환경은 앙트러프러너 전략에 정(+)의 영향을 주고, 앙트러프러너 전략은 다시 시장 지향성과 경영성과에 정(+)의 영향을 미치는 것으로 나타났다. 이와 동시에 시장지향성은 유기적 조직을 채택하도록 만들었으며, 경영성과를 제고하는 것으로 나타났다. 또한 외부환경은 유기적 조직을 채택하도록 유도하였으며, 경영성과를 악화시킨 것으로 나타났다. 본 연구의 시사점은 첫째, 프랜차이저가 적극성, 혁신성, 및 위험추구성을 어느 정도 가지고 있느냐에 따라서 프랜차이즈 조직은 만족할 만한 경영성과와 현대 기업들이 필수적으로 갖추어야 될 시장지향성을 보유하게 되며, 둘째, 프랜차이저들은 시장지향성을 구성하고 있는 고객지향성, 경쟁지향성, 부서간 조화, 장기성, 수익성을 염두에 두면서 시장점유율을 유지 및 성장시켜야 하고, 셋째, 외식환경이 최근 상당히 역동적으로 그리고 비우호적으로 변화하는 관계로 이것이 조직 구조를 개편하게 만들고, 또한 경영성과에 나쁜 영향을 미치고 있는 만큼 외부환경에 대한 긴밀한 탐사가 필요하다고 하겠다.

• 유통과학연구
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• 제13권3호
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• pp.93-100
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• 2015

Purpose - Since the early 1990s, it has been observed that the number and substance of studies on female leadership have been increasing. One of the reasons for this development may be concerned with the increasing number of female labor market participants as well as the greater opportunities for them to take higher positions in various organizations. In addition to this, the transition from mechanistic organizational structures that emphasize authority, control, and efficiency toward organic ones that focus on environmental adaptability, equality, and trust has also encouraged research on female leadership. The research tendency is based on the assumption that male and female leaders tend to exhibit different leadership styles according to their gender differences. Recent research has cast doubt on this assumption, by showing that the sociological gender roles of men and women are independent such that some female leaders show authoritative and control-oriented leadership, which were once considered to be male leadership styles. Research design, data, and methodology - This research attempts to carry out an empirical study on the gender-related leadership styles of female leaders and to examine their effect on group performance in the K business organization. This study also focuses on leader attributes such as trust, and it aims to discover whether these attributes should be regarded as independent or as moderating variables between leadership styles and performance. For these purposes, this study generated four hypotheses based on a review of the literature and it tested them using a survey. Female workers in the sales departments of the K Company, all of whom are women, were asked to provide answers to the presented questionnaires. This study hypothesizes that the type of gender roles played by women leaders will affect the job satisfaction and organizational commitment among the members of the sales group, and that the level of trust that is garnered by women leaders will also affect the types of gender roles that they play as well as employee job satisfaction and organizational commitment. Results - The results of this study show that both androgynous and masculine leadership styles are superior to the feminine leadership style in terms of employee job satisfaction and organizational commitment. However, contrary to our expectations, this study fails to show the superiority of the androgynous leadership style over the masculine leadership style. Moreover, there are no significant differences between these two leadership styles with regard to group performance. Conclusions - This study shows that it is important that different attributes of leaders, such as how trusted they are, be treated as moderating variables between leadership and performance rather than as independent variables. Finally, as this is the first attempt to view the role of the gender in a new perspective, the managerial implications of this study for leadership research, as well as its limitations, are presented. Suggestions for future related research are also proposed.