• Journal of Korean Society of Industrial and Systems Engineering
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• v.20 no.44
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• pp.425-446
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• 1997

In recent years, a scholars and a managers in business have taken a more interest on the effects of corporate culture on the organization effectiveness. The corporate culture has been recognized as one of the way to promote the organization performance and cope with the changes of the business environment. Edgar H. Shein defins the corporate culture as the that the pattern of basic assumptions that a given group has invented, discovered or developed in learning to cope with its problems of external adaptation and internal integration. The organization effectiveness is differently defined as the job satisfaction, job involvement, organizational commitment, organizational performance etc. The business culture help the employee (1) understand the values, the tradition, and the different management systems(decision-making basis, promotion, reward, behavior etc.) of the company, (2) make the performance-oriented decison and doings. Consequently, the excellent corporate culture would improve the organizational effectiveness. The purpose of this study is (1) to examine theoretically the content on the corporate culture and the organizational effectiveness, (2) to suggest the direction of the corporate culture management for both the management md the scholars.

• East Asian Journal of Business Economics (EAJBE)
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• v.9 no.4
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• pp.57-67
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• 2021

Purpose - The corporate culture's energy is recognized to go through the company and facilitate a new balance to realize success, which means that the culture in an environment of various organizations affects the performance of its employees. The purpose of the current research is to investigate the impact of organizational culture on employee performance. Research design, data, and methodology - The current research conducted a qualitative content analysis. The primary research approach applied by qualitative content analysis is an inductive methodology, and this approach is a type of reasoning that seeks the application of logic, which later helps develop a theory that will guide the future research. Result - Research findings of the present study indicated that five solutions to the problems encountered through the execution of culture are attached to how effective the organizational culture are when workers execute. Thus, culture is realized to boost structure, because the structure of an organization elevates the behavior of the organization. Conclusion - Workers will be aware of both the negative and positive implications of executing culture in the organization. Therefore, organization managers must learn that various employees are vital people in their vicinity, and creating a culture that would make a good rapport with them is vital.

• Journal of Digital Convergence
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• v.9 no.3
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• pp.145-163
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• 2011

This study aims to mediating effects of trust on the relationships between R&D organizational culture and organizational- performance. Additionally, This study is to examine the impact of R&D organizational culture to organizational performance. The findings are as follows : First, R&D organizational culture had a significant positive effects on the organizational performance. Second, the mediating effects of trust had a significant effects on all relationships. The means that attaining trust contribute to member's attitude and organization performance, therefore supervisor should make efforts to maintain and enhance trust in organization.

• The Journal of the Korea Contents Association
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• v.11 no.7
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• pp.366-373
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• 2011

This study aims to present basic directions and implications of the organizational culture and job performance by analysis of the causal path between the variables acknowledging the important role of the organizational satisfaction on the assumption that the organizational culture which is developed for improvement of the revenue officer's job performance by the taxation organization. In the results of analysis, the clan culture, hierarchy culture and market culture except the culture of innovation have positive effects on the organizational satisfaction, and the higher the organizational satisfaction, the higher efficiency of the performance of the tax administration affairs become, so the job performance becomes increase. This can be the results that the characteristics of the tax organizational culture which conducts the taxation administration affairs by the clan culture which is hierarchical and emphasizes the business performance through teamwork, and the market culture which emphasizes the results reflect the job performance. Therefore, the organizational culture that develops sense of ownership and being performed autonomously and responsibly should be created in order to increase the competitiveness in the organizations and to increase the job performance efficiently by the members of the organization to have worthwhile feeling.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.9
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• pp.391-401
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• 2018

This study was conducted to investigate the effects of implementation of the healthcare accreditation system on patient safety, quality of medical care, organization culture and management performance of convalescent hospitals. Ten hospitals were selected at random from among 36 convalescent hospitals in Daegu that had obtained accreditation until September 2015. To accomplish this, hospital staff were surveyed from 15 February to 25 March, 2016 using a questionnaire with 253 objects. We investigated how the healthcare accreditation system has influenced patient safety, service quality, organization culture and performance of hospital management. The change in the treatment support system showed the highest score of 3.93 among quality change and medical service items, while that of personnel source culture showed the highest score of 3.78 points among organization culture items, and that of internal process view, study and growth view showed the highest score of 3.71 among management performance items. Multiple regression analysis revealed that factors positively changing hospital management performance were nurses, employees and managers, basic value systems, organization culture, personnel source culture, open system culture, hierarchical culture, and production oriented culture. The quality of patient safety and medical care was positively influenced by changes in the quality of convalescent hospitals after implementation of the healthcare accreditation system. However, among the four types of organizational culture, the financial perspective was relatively low compared to other perspectives.

• International Journal of Internet, Broadcasting and Communication
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• v.12 no.4
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• pp.156-165
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• 2020

We study empirically analyzed the final 216 copies of the responses from SME organization members in Seoul and Gyeonggi regions using statistical programs of SPSS24.0 and AMOS 24.0. In other words, the effect of job satisfaction on the organizational culture and job environment characteristics perceived by members of the organization, and the relationship between job satisfaction and job performance is shown as follows. First, the organizational culture of consensus, development, hierarchy, and rationality was statistically significant in job satisfaction. Therefore, the hypothetical one-man organizational culture was adopted by showing a positive (+) effect on job satisfaction. Second, job environment characteristics such as autonomy in job performance, compensation system, physical environment, and human environment had a positive effect on job satisfaction. That is, the job environment characteristics of hypothesis 2 were adopted as a positive (+) influence relationship on organizational satisfaction. Third, job satisfaction was expressed as a positive (+) influence relationship with job performance, so hypothesis 3 was adopted. As a result of this study, the higher the organizational member's perception of organizational culture and job environment characteristics is, the higher the job satisfaction is, and the improvement in job satisfaction is meaningful in that it provides theoretical and practical implications that indicate job performance.

• International journal of advanced smart convergence
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• v.13 no.2
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• pp.154-165
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• 2024

The purpose of this study is to investigate the relationship between organizational culture (innovation culture, relationship culture, hierarchy culture, task culture) as perceived by organizational members and its impact on organizational justice and job performance. This contributes to providing additional data for the revitalization and development of the organizational system for efficient management and operation measures included in the organization's sustainable management. To this end, the hypothesis established through the traditional process of quantitative research was tested as follows. First, organizational culture showed a positive effect on organizational justice. Second, organizational culture had a positive (+) effect on job performance. Third, organizational justice was significantly analyzed in terms of job performance. In other words, the importance of systematic re-establishment and continuous implementation of organizational culture (innovation culture, relationship culture, hierarchy culture, task culture) and organizational justice consistent with organizational characteristics was emphasized in order to improve job performance, which is the result of organizational competitiveness. In addition, it is the aspect of drawing practical implications for strategic human resource management and human resource development to systematically improve it.

• 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 Korean Journal of Health Service Management
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• v.11 no.4
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• pp.29-40
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• 2017

Objectives : The purpose of this study was to identify the effects of emotional competence, learning organization and nursing organizational culture on performance among clinical nurses. Methods : This study was conducted over a six-month period, with 170 nurses from general hospitals with 400 beds in three regions of Korea. Data were gathered from August 25th to September 10th, 2016, using a self-report questionnaire, and analyzed using the IBM SPSS 19.0 program. Results : The significant predictors of nursing performance were self-awareness (${\beta}=.32$), a master's degree or higher (${\beta}=.20$), relationship management (${\beta}=.26$), personal mastery(${\beta}=.23$), and 5~10 years in a clinical career (${\beta}=.16$). These variables explained 47.3% of the variance in nursing performance. Conclusions : To improve nursing performance, interventions that can enhance nurses' emotional competence and the need for program development to enhance their learning organization, as well as related variables, including academic credentials and clinical career, should be considered.

• International Journal of Advanced Culture Technology
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• v.6 no.4
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• pp.1-11
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• 2018

In this study, we used 170 copies of the 190 questionnaires from March 18 to April 20, 2018, except for 20 that can't be used as statistical value. The purpose of this study is to analyze the relationship between organizational entrepreneurship and social capital, organizational performance, and the relationship between entrepreneurship and social capital. The main implications of this study are as follows. First, the entrepreneurship of the executives recognized by the organization members has a positive influence on the social capital in the organization. In other words, the higher the entrepreneurship of management, the higher the social capital in the organization. Second, the effect of the entrepreneurship of the management on the organizational performance is shown to have a statistically significant positive effect. In other words, the entrepreneurship of management was a key factor in achieving organizational performance. Third, social capital in the organization has a statistically significant effect on organizational performance. In order to improve organizational performance, it is necessary to systematically improve and reinforce entrepreneurship and social capital in management. On the other hand, it is considered that the executives' entrepreneurial spirit consistent with the characteristics of the company type, management environment, and organizational members should be continuously demonstrated, and the implementation plan for the social capital in the organization should be developed. Therefore, high quality organizational performance for corporate sustainability management emphasized the importance of executive power on the systematic and continuous implementation of management entrepreneurship and the improvement of social capital for strengthening cohesion.