• Journal of Distribution Science
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• v.13 no.12
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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.

• The Journal of Information Systems
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• v.24 no.1
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• pp.27-44
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• 2015

Supply chain management (SCM) aims to provide the coordination and execution of planning and decision-making in multi organization-wide production and distribution. The advancement of information technology and the globalization of market promote SCM integration. Information sharing has become a major driver of competitive advantage in SCM. In this research, we aim to analyze the influence of SCM integration on firm performance and the role of information sharing between SCM integration and firm performance. Of the 750 questionnaires posted, a total of 218 questionnaires were collected after one follow-up. A total of 199 questionnaires were analyzed after 19 questionnaires were eliminated due to largely missing values. We used structural equation modeling technique to validate the causal relationship between SCM integration, information sharing, and firm performance. The results suggest that improved SCM integration both within the focal company (intra-organization) and across companies (inter-organization) enhances firm performance positively. Information sharing acts as a mediator between the SCM integration and the firm performance. Intra-organization SCM integration is positively related to inter-organization SCM integration, namely, SCM integration with suppliers and customers. The results suggest that internal integration of SCM significantly influences external integration with customers and suppliers. The result also shows that supply chain integration has a positive influence on firm performance and information sharing positively impacts firm performance as well.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.27 no.2
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• pp.1-9
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• 2004

This study aims to examine the relationship between total quality management(TQM) practices and operational performance perceived by employees who are in different functional organization types, R&D function and Non-R&D function organization in manufacturing companies. Operational performance is defined as the degree of operation efficiency in the perspective of quality, delivery, and cost. Our study showed that the significant elements of TQM practice were different depending on functional organization types. In case of R&D organization, the categories of customer focus and process management were the strongest significant predictors of operational performance. Therefore, the optimal TQM practices for R&D organization can be obtained in consideration of customer focus and process management.

• Journal of the Korea Safety Management & Science
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• v.8 no.4
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• pp.219-238
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• 2006

Many corporations are accepting various kinds of business reform techniques to be adapted and overcome in this e-Business period. Among these techniques, team-organization is selected most in person/organization field. The introduction of team-organization is more needed and spread, so many corporations actually constructed team-organization formation form. But the result has not been active. Therefore after team-organization is introduced to improve the performance evaluation of team management, the result of team management performance should be correctly measured to find out and settle the problems of team-organization. The purpose of this research presents the development of the model of team-management performance evaluation and the method of the proper measurement based on BSC.

• Convergence Security Journal
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• v.23 no.5
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• pp.231-238
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• 2023

The purpose of this paper is to determine the extent to which job satisfaction affects organization commitment and organization performance among industrial security personnel. To this end, we attempted to conduct a four-week survey from August 28 to September 22, 2023, targeting about 150 workers working as industrial security guards in the field. According to the survey, the variables were comprised of "first, job satisfaction, second, organization commitment and third, organization performance" and based on this, three research hypotheses were proposed. After confirming that the internal consistency of each measurement item was satisfied, discriminant validity and conceptual reliability were calculated, and the discriminant validity of each variable was verified. As a result of the analysis, after conducting regression analysis to verify the research model, the results show that among the three research hypotheses, "Job Satisfaction ⇨ Organization Commitment, Job Satisfaction ⇨ Organization Performance" was found to be statistically significant and was adopted. We calculated that "Organization Commitment ⇨ Organization Performance" was not significant and was rejected.

• Journal of the Korea Society of Computer and Information
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• v.22 no.12
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• pp.171-178
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• 2017

Investigations into family-friendly company culture have been carried out for various companies and conglomerates. But there has never been such investigation for police organization, so this investigation is intended to see the effect on organizational commitment and job performance of the organization culture that makes use of family-friendly program for the police organization. To this end, how the internal factors of family-friendly organization culture affects organization commitment and job performance is empirically analyzed with structural equation modeling. And it is found that family-friendly program has significant effect on organizational life and welfare, and the welfare, in return, is found to have significant effect on job performance.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.5
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• pp.897-911
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• 2021

This study aims to analyze the important role of business analytics capability, information quality, and innovation capability in influencing organization agility and organization performance during the Covid-19 pandemic. Data was collected from 76 companies from various sectors in Indonesia. Structural Equation Model-Partial Least Square (SEM-PLS) analysis was conducted to analyze the relationship between variables and test a series of hypotheses. Importance-Performance Matrix Analysis (IPMA), a useful analysis approach in PLS-SEM, is used, which extends the results of the estimated path coefficient (importance) by adding a dimension that considers the average values of the latent variable scores (performance). The IPMA approach examines not only the performance of an item but also the importance of that item. The results show that business analytics capability has a significant effect on information quality and innovation capability which then affects organization agility. Organizational performance is influenced by organizational agility. IPMA results show that organizational agility has the highest level of impact on organizational performance. This study will assist companies in planning business analytics, improving information quality, increasing innovation capability, and ultimately increasing agility and performance during the Covid-19 pandemic. This study will add to existing knowledge about previous literature, especially in the Covid-19 pandemic situation.

• 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.

• Journal of the Korean Operations Research and Management Science Society
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• v.39 no.3
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• pp.117-131
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• 2014

As interests in the management of government-owned corporation rise, in these days, debt reduction and normalization of management of those companies have been proceeding under the lead of government. At this point, it is very important to seek internal marketing method for improvement of internal employees' satisfaction, loyalty and organization performance. This study analyzes impact of factors of internal marketing effect on organization satisfaction, loyalty and organization performance in the context of the domestic public companies, the Korea Electric Power Corporation (KEPCO) and the Korea Water Resources Corporation (K-WATER)'s employees empirically. There are some significant differences between the two publics. It is proved that delegation of the authority influences on internal satisfaction and organization performance in the case of KEPCO, and education and training influence on internal satisfaction and organization performance in the case of K-WATER. On the other hand, in the case of K-WATER, any internal marketing factors don't influence on loyalty. The results of this study show somewhat different characteristics depending on the characteristics of firm, however, it is expected that this study can be very useful in regards to similar public enterprises or businesses.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.3
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• pp.1815-1823
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• 2015

This research empirically analyzed the effect of introduction factors of knowledge management system on organization performance with companies and agencies introducing and operating knowledge management system. As a result of analysis: first, it showed that CEO support among the sub-variables of organization factors affected organization performance; second, quality, reliability and convenience in use of knowledge information, sub-variables of knowledge information factors, had a significant influence; and vision and goal among sub-variables of organization factors, didn't have an influence on organization performance. These research results were identical with those of precedent studies. But we found out that vision and goal assessed by core strategy and establishment of vision, clarity and concreteness of vision and strategy, necessity of knowledge management, and regularization of core knowledge were analyzed as the variables having no positive effect on organization performance and analyzed differently from the precedent studies' results.