• 유통과학연구
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• 제13권12호
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• pp.113-131
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• 2015

Purpose - In today's era of globalization, the competitive power of enterprises is growing fiercer, calling for organizations to be able to respond flexibly to survive and maintain predominance in competition. In turn, keen competition exists among enterprises for the systematic management of members' knowledge to secure predominance in such competition. Under such circumstances, SMEs must find and utilize positive causes for change that affect organizational performance. The objective of this study is to analyze the structural relationship between four factors known from prior research-a CEO's positive leadership, members' positive life positions, learning organization activities, and job engagement-and organizational performance. Research design, data, and methodology - To achieve this objective, this study established the following four research problems. First, do CEOs' positive leadership, members' positive life positions, learning organization activities, and job engagement affect organizational performance? Second, do CEOs' positive leadership, members' positive life positions, and learning organization activities affect job engagement? Third, do CEOs' positive leadership and members' positive life positions affect learning organization activities? Fourth, does CEOs' positive leadership affect members' positive life positions. Additionally, to achieve the objective of this study, the research model was selected on the basis of a documentary survey of 787 full-time employees at 100 SMEs, which was used to collect related data. Results - The following conclusions were drawn. First, a CEO's positive leadership directly affects members' positive life positions, learning organization activities, and job engagement. Second, positive leadership only indirectly affects organizational performance. That is, positive leadership has an indirect effect on organizational performance given the parameters of members' positive life positions, learning organization activities, and job engagement. Third, members' positive life positions directly affect learning organization activities and job engagement, but indirectly affect organizational performance with learning organization activities and job engagement as parameters. Fourth, learning organization activities directly affect job engagement and organizational performance. Additionally, learning organization activities indirectly affect organizational performance with job engagement as a parameter. Fifth, job engagement directly affects organizational performance. Conclusions - A CEO's positive leadership and members' positive life positions do not directly affect organizational performance but have a positive effect through learning organization activities and job engagement. In particular, CEOs' positive leadership was proven to be the major factor to affect members' positive life positions, learning organization attitudes, and job engagement, and learning organization activities and job engagement were found to be major factors that directly affect organizational performance. Considering these conclusions, the direct effect of a CEO's positive leadership on organizational performance is not statistically significant but seems to affect members' positive life positions, learning organization activities, and job engagement, which ultimately affects organizational performance. In addition, CEOs' positive leadership is an important factor that enhances the factors with the strongest effect on organizational performance-activities of learning organizations and job engagement.

• Journal of Information Technology Applications and Management
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• 제29권6호
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• pp.95-122
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• 2022

The rapid development of technology, the spread of information, and the implementation of the government's start-up support policy exponentially increase the number of start-up companies. The purpose of this study is to investigate each company's cultural capital's effect on organization performance by promoting knowledge management activities and forming organization habitus based on Cultural Reproduction Theory and Cultural Mobility Theory. As a result of the study, it confirmed that the relationship between cultural capital, knowledge management activities, habitus, and organization performance was significant. The results of this study have academic implications as follows: First, the field of research has expanded by studying the effects of cultural capital on business administration, which is less active than existing education and sociology. Second, it accepts and supports Cultural Reproduction Theory and Cultural Mobility Theory from different perspectives.

• 한국콘텐츠학회논문지
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• 제13권5호
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• pp.377-386
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• 2013

본 연구의 목적은 우리나라 제조 기업을 대상으로 기업조직의 재무성과에 유의적인 영향을 미치기 위해 CEO특성, 경영혁신, 경영통제시스템 간에 어떠한 적합성이 존재해야하며, 그리고 구체적으로 해당 변수들 간에 어떠한 인과관계가 존재하는지를 규명하고자 한다. CEO특성에는 위험감수성향, 성취동기로 측정하였고, 경영혁신은 제품혁신과 기술혁신으로 구분하였고, 경영통제시스템은 결과통제와 행동통제로 구분하여 측정하였다. 본 연구의 목적을 위해 상관관계분석, 다중회귀분석을 적용하여 적합성을 확인하고, 이 적합성이 재무성과에 유의적인 영향을 미치는 가를 실증 분석하였다. 적합성은 Ven de Ven and Drazin(1985)의 연구에서 적용한 세 가지 적합성(선택적 접근법, 상호작용 접근법, 시스템 접근법)을 적용하여 분석하였다. 그리고 세변수간의 상호작용 항이 재무성과에 유의적이 영향을 미치는 경우에 이들 간의 구체적인 인과관계를 파악하기 위해 경로분석을 이용하여 추가분석을 실시하였다

• 기술혁신학회지
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• 제1권2호
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• pp.220-230
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• 1998

Recent concerns over national and corporate competitiveness have stimulated a renewed interest in organization's performance. The organization's performance primarily depends on resources including human resources, budget, physical based resources, and so on. Especially because the relationship between organization's performance ;md individual capabilities is more evident in R & D organizations where the knowledge base is embodied in people, there has taken an increasing interest in the methodologies for measuring the capabilities of R & D personnel. This paper presents new methodological approach to measure the capabilities of R & D personnel. And the model is empirically applied to ETRI, a public R & D organization in Korea. On the basis of the results, the implications for R & D management are discussed, with regard to R & D business and human resources management.

• 복식문화연구
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• 제13권3호
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• pp.452-468
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• 2005

The major aim of this study was to find factors that effectively improve the satisfaction of apparel firms' employees who are the internal customer and how these factors affect customer satisfaction. The subjects of the study was salespeople working at major women's apparel retail outlets and their customers located in Seoul. A data from 192 questionnaire were used for the final analysis. Descriptive statistics, factorial analysis, Cronbach's a, Person's correlation coefficient, and multiple regression were conducted. The results indicated that factors influenced by internal marketing were recruitmenteducation training, power endorsement, internal communication, CEO's management style and human resource management Regression analysis results indicated that recruitmenteducation training and power endorsement significantly influenced internal performance of the organization (employee's commitment to and satisfaction with the organization). Employee's commitment significantly influenced external performance of the organization, consumer satisfaction where as employees' satisfaction with the organization did not have significant effect.

• Asia pacific journal of information systems
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• 제30권2호
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• pp.228-251
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• 2020

This study attempts to examine the importance of social capital in customer service organizations and clarifies how translates into organizational performance through knowledge management activities. A survey was conducted with the customer service employees, and 256 questionnaires were used for an empirical analysis with smart partial least squares (PLS). The analysis found that relational capital had a positive effect on both the knowledge management components of knowledge sharing and knowledge conversion, while structural capital significantly influenced knowledge sharing. In addition, human capital positively affected knowledge conversion. Both knowledge sharing and knowledge conversion significantly influenced organizational performance. This study proposed a conceptual framework of social capital that influences organizational performance mediated by an organization's knowledge management activities. Based on the results, we suggest practical guidelines for managing social capital and recommend areas of improvement for customer organization's managers and employees.

• 한국정보시스템학회지:정보시스템연구
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• 제21권2호
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• pp.1-25
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• 2012

In the field of education in Korea, University Information Disclosure System was conducted forcibly in December 2008 by Ministry of Education, Science and Technology. As a result, information quality provided to the user has been improved dramatically. Based on the preceding studies of information success model, the purpose of this study was to prove empirically three facts on the organization's performance, user's attitude, and gaps between two factors by improvement in the quality of information. To accomplish the purpose, literature review and statistical analysis were done using the university evaluation data published by JoongAng Daily from 2007 to 2011. The results of this study showed that the information quality had positive effect on organization's performance, user's attitude like a reputation, and the gaps between two factors. The results of this study had a great expectation for the role of offering useful insight and information in the field of information system and education.

• 벤처창업연구
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• 제15권1호
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• pp.197-208
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• 2020

기업은 현재의 자원을 효율적으로 이용하는 활용(exploitation)활동과 새로운 기회를 포착하는 탐색(exploration)활동을 동시에 수행하여야 한다. 이렇게 반대되는 두 가지 속성인 활용과 탐색 활동을 동시에 수행하는 기업을 '조직의 양면성' 또는 '조직의 양손잡이 역량'(Organizational ambidexterity)이 있다고 하며, 이러한 기업을 양손잡이 조직(Ambidextrous organization)이라고 부른다. 본 연구에서는 기업가적 지향성의 핵심 요소들이 양손잡이 전략을 사용하는 기업들의 기업성과에 영향을 미치는 지에 대해 살펴보고, 더불어 환경적 동태성의 조절 효과에 대하여 실증 분석하였다. 연구 결과 기업은 기업가적 지향성이 양손잡이 조직에서 뚜렷한 기업성과에 유의미한 영향이 있다고 나타났다. 또한 환경적 동태성의 조절효과는 기업가적 지향성과 조직의 양손잡이 역랑과의 관계에 있어 조절효과가 나타났다. 본 연구를 통해 벤처기업 및 스타트업을 포함한 중소기업이 성장을 위한 전략적 방향을 설정하는데 있어 현실적인 시사점을 제시해 줄 수 있을 뿐 아니라, 중소기업의 양손잡이 역량과 기업성과간의 관계에 관한 연구에 유의미한 영향을 미칠 수 있는 변수들을 소개하고 영향관계를 분석함으로써 학술적인 기여를 할 수 있을 것으로 기대한다.

• 한국의상디자인학회지
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• 제18권3호
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• pp.1-19
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• 2016

This study tried to find out implementation factors of internal marketing for a cosmetic retailer, and to look into their effects on Salesperson's job satisfaction, organization commitment, customer orientation and sales performance. For this, this study inquired into the concepts and relationships of internal marketing, job satisfaction, organization commitment, customer orientation and sales performance through literature review; and tested the relationships between the variables by setting up a research model and hypotheses. The findings of this study may be summarized as follows: First, it was found that the better the education & training, the supervisor support and the compensation system among internal marketing factors of a cosmetic retailer were, the higher a door-to-door salesperson's job satisfaction was. Second, it was found that the better internal communication and the education & training among internal marketing factors of a cosmetic retailer were, the higher a door-to-door salesperson's organization commitment was. Third, the higher the job satisfaction of a door-to-door salesperson in a cosmetic retailer was, the higher the organization commitment was. Fourth, it was found that the higher the organization commitment of a door-to-door salesperson in a cosmetic retailer was, the higher the customer orientation was. Fifth, it was found that the higher the organization commitment and customer orientation of a door-to-door salesperson in a cosmetic retailer were, the higher the sales performance was. In conclusion, the internal marketing increases door-to-door Salesperson's job satisfaction, and enhances the sense of belonging to their cosmetic retailer. Further, they come to have a customer-oriented attitude in serving customers, which is directly connected to sales performance, and thus the retailer can create profits through internal marketing. Therefore, a cosmetic retailer will need to strengthen internal communication activities through diverse methods, expand and activate employees' professional education, and develop fair and just compensation system; and supervisors will need to give support to employees, trusting their judgment.

• 유통과학연구
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• 제13권6호
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• pp.105-118
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• 2015

Purpose - Currently, strengthening small and medium-sized enterprises (SME) in terms of competitiveness is a key economic issue. However, the problem is that many SMEs lack the internal competence required to cope with a rapidly changing market structure. Such problems can act as an obstacle to economic development, yet most SMEs in Korea are dealing with this problem today. A company's source of competitive advantage is changing from quantity to quality, facility to knowledge, and hardwork to creativity. Under such circumstances, a company should place learning and sharing of knowledge and continuously creating new knowledge as its priority. This study aims to identify the effect of a chief executive officer's (CEO) compassion and forgiveness - positive factors in organizational emotion - on learning organization activities and organizational performance, through a theoretical comparison. Research design, data, and methodology - For this study, SMEs based in Daejeon and Chungcheong area were selected. To secure credibility of the data, the subjects were selected among those who have been working at the business for six months or longer. The survey was conducted for 30 days from March 5, 2015 to April 5, 2015. Both offline and online surveys were conducted. Fifty companies were chosen and 700 questionnaires were distributed, with 506 used for analysis. Fifty subject companies (25 from Daejeon, 10 from Chungnam, 10 from Chungbuk, and five from Sejong) were selected and the objective, target, and survey content were explained to a manager at each company either face-to-face or on the phone. Of the total of 700 questionnaires distributed via mail or e-mail, 78.6% or 550 copies were returned. Excluding 44 insufficient questionnaires, the remainder, 506 questionnaires, were used for analysis. Results - This study analyzed how the CEO's compassion and forgiveness affects learning organization activities and organizational performance. First, compassion of the CEO at the SMEs directly affected the learning organization activities and indirectly affected the organizational performance. Second, forgiveness of the CEO at the SMEs did not affect the learning organization activities and organizational performance directly or indirectly. Conclusions - The study conclusions are as follows. First, CEO compassionate behavior at the SMEs was a significant variable that directly and indirectly affected learning organization activities and organizational performance. Therefore, the CEO of an SME can create a positive organizational atmosphere through compassionate behaviors in the organization. Second, the forgiving behavior of the CEO did not have direct or indirect effects on learning organization activities and organizational performance. However, the reason for a CEO to continue his or her forgiving behavior is because it strengthens employee resilience, commitment, and self-efficacy to protect the organization from negative influences such as layoffs, risks, and wrongdoings. The action of forgiveness does not have direct or indirect effects. However, the CEO shall continue such behavior to strengthen members' physiological resilience, commitment, and self - effectiveness, and to protect the organization from risks including layoff and external negative factors.