• Journal of the Korean Society of Clothing and Textiles
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• v.38 no.5
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• pp.718-732
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• 2014

This study investigates the effects of two organizational variables (market orientation and organizational innovativeness) and the interaction between these two variables on supply chain agility as well as examines the moderating effect of 1) firm size and 2) the extent of global sourcing. Employing a web-based e-mail survey method, the study issued 1,320 questionnaires to South Korea apparel manufacturing companies; data from 147 completed surveys were analyzed. Market orientation, organizational innovativeness, and the interaction between the two variables positively affect supply chain agility. Firm size and global sourcing do not have any significant moderating effects on the relationship between organizational characteristics and supply chain agility. Companies with high market orientation and high organizational innovativeness have more agile supply chains than companies with only market orientation or organizational innovativeness. Firms need to effectively enhance market orientation and organizational innovativeness simultaneously to enhance supply chain agility. The lack of a moderating effect from firm size suggests that all companies should promote a greater degree of market orientation and organizational innovativeness to enhance supply chain agility regardless of firm size.

• The Korean Journal of Health Service Management
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• v.8 no.2
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• pp.61-72
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• 2014

The purpose of this study was to identify the effect nursing organizational culture and happiness index on turnover intention among nurses. The subjects of this study were 377 nurses who were working at 3 general hospitals in B city. The data were collected by structured questionnaire from July 1 to August 28 of 2013. The data collected were analyzed with SPSS Win 20.0 using descriptive methods, t-test, ANOVA, Pearson correlation coefficient and Stepwise multiple regression. Turnover intention were significant negative correlation for affiliative oriented organizational culture(r=-.137, p=.008), happiness index(r=-.290, p<.001). There were significant positive correlation for innovative oriented organizational culture(r=.123, p=.017), rank oriented organizational culture(r=.126, p=.015), task oriented organizational culture(r=.218, p<.001). Factors affecting for turnover intention were happiness index(${\beta}$=-.297, p<.001), rank oriented organizational culture(${\beta}$=.266, p<.001), nursing experience(${\beta}$=.199, p=.009), affiliative oriented organizational culture(${\beta}$=-.142, p=.034). The explained variances for were turnover intention among nurses 17.2%. Based on the study consider to development and education program of happiness index and affiliative oriented organizational culture for nurses in the hospital setting.

• Journal of the Korea Safety Management & Science
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• v.14 no.2
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• pp.193-204
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• 2012

This paper deals with an empirical analysis of the structural relationship among the factors such as quality management activities, organizational learning and firm performance of manufacturing corporations. The findings of the analysis are expected to make lots of contribution to manufacturing corporations establishing strategies for quality management activities and organizational learning. From the analysis, following conclusions and suggestions could be drawn: First, an analysis of the relationship between quality management activities and organizational learning showed that most activities of quality management turned out to exercise great influence upon the factors of organizational learning. This means that the activities of quality management will prompt the members of an organization to actively engage in learning activities individually, by team and organizationally, motivating them to spread such activities across the whole organization, leading ultimately to fundamental renovation of the very organization. Second, from an analysis of the relationship between organizational learning and firm performance, that is, financial and non-financial performances of a company, it was found that most factors of organizational learning have tremendous impact upon financial and non-financial performances of the company. Such result implies that decision and management of the things to be performed in the process of organizational performances are essential to determining firm performance because firm performance depend largely on the outcomes of organizational learning.

• Management & Information Systems Review
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• v.19
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• pp.145-170
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• 2006

The purpose of this study is to examine the relationship between core factor of Knowledge Management(KM) and organizational effectiveness. The objects of study are middle manager in hosing construction and civil engineering and construction industry, and the sample size is 228. The core factor of KM and indicator of organizational effectiveness are drawn by literature survey. The core factors are classified into human capital, organizational capital, structural capital, (to put it concretely), job capability, human relation, strategy, information technology, process, sharing culture, leadership, measurement. The indicator of organizational effectiveness are measured by job satisfaction, organization loyalty, competitiveness. The main results of this study can be summarized as the following. 1) The core factor of KM has a positive relationship to organizational effectiveness. Especially, the core factor of sharing culture and leadership are strongly relationship with organizational effectiveness. 2) There was a high positive correlation between job satisfaction and organization loyalty. 3) Human, structural, and structural capital had a different affect on organizational effectiveness. 4) The more job position and educational level high, the more they recognized that KM is necessary for their organization. 5) Among the success factor in KM, the factor of job capability was well perceived to respondent. According to this study, we can analyzed the relationship between success factor and organizational effectiveness, and drawn the most influence success factor on organizational effectiveness. Concurrently, the results of this study will be useful guidelines for shaping the KM operation framework in construction industry.

• Nuclear Engineering and Technology
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• v.37 no.3
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• pp.207-220
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• 2005

Nuclear power plants (NPP) are complex socio-technological systems that rely on the success of both hardware and human components. Empirical studies of plant operating experience show that human errors are important contributors to accidents and incidents, and that organizational factors play an important role in creating contexts for human errors. Current probabilistic safety assessments (PSA) do not explicitly model the systematic contribution of organizational factors to safety. As some countries, like the United States, are moving towards increased use of risk information in the regulation and operation of nuclear facilities, PSA quality has been identified as an area for improvement. The modeling of human errors, and underlying organizational weaknesses at the root of these errors, are important sources of uncertainty in existing PSAs and areas of on-going research. This paper presents a review of research into the following questions: Is there evidence that organizational factors are important to NPP safety? How do organizations contribute to safety in NPP operations? And how can these organizational contributions be captured more explicitly in PSA? We present a few past incidents that illustrate the potential safety implications of organizational deficiencies, some mechanisms by which organizational factors contribute to NPP risk, and some of the methods proposed in the literature for performing root-cause analyses and including organizational factors in PSA.

• Journal of Korean Academy of Nursing
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• v.46 no.6
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• pp.824-835
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• 2016

Purpose: The purpose of this study was to analyze the paths of influence that a hospital's ethical climate exerts on nurses' organizational commitment and organizational citizenship behavior, with supervisor trust as the mediating factor, and verify compatibility of the models in hospital nurses. Methods: The sample consisted of 374 nurses recruited from four hospitals in 3 cities in Korea. The measurements included the Ethical Climate Questionnaire, Supervisor Trust Questionnaire, Organizational Commitment Questionnaire and Organizational Citizenship Behavior Questionnaire. Ethical Climate Questionnaire consisted of 6 factors; benevolence, personal morality, company rules and procedures, laws and professional codes, self-interest and efficiency. Data were analysed using SPSS version 18.0 and AMOS version 18.0. Results: Supervisor trust was explained by benevolence and self-interest (29.8%). Organizational commitment was explained by benevolence, supervisor trust, personal morality, and rules and procedures (40.4%). Organizational citizenship behavior was explained by supervisor trust, laws and codes, and benevolence (21.8%). Conclusion: Findings indicate that managers need to develop a positive hospital ethical climate in order to improve nurses' trust in supervisors, organizational commitment and organizational citizenship behavior.

• Journal of Korean Academy of Nursing Administration
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• v.19 no.3
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• pp.361-371
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• 2013

Purpose: This study was done to investigate the factors affecting organizational commitment and turnover intention of hospital nurses. Empirical analysis on the mediating effect of the person-environment fit of organizational commitment and turnover intention and factors affecting this relationship were also examined. Methods: Participants were nurses working in 4 university hospitals in Seoul or Busan. Data were collected between July 27 and Aug. 10, 2012 and for the final analysis, 393 data sets were used. The fitness of models were tested using AMOS 19.0. Results: The fitness of the modified model showed high compatibility with the empirical data. In the modified model, organizational climate, professional self-concepts and person-organization fit were found to have significant effects on hospital nurses' organizational commitment. Professional self-concepts, personality, person-organization fit and person-job fit significantly affected hospital nurses' turnover intention. There was the mediating effect of person-organization fit between organizational commitment and turnover intention and factors affecting the relationship. But person-job fit was not found to have a mediating effect. Organizational commitment accounted for 49.8% and turnover intention for 39.9% of covariance in these factors. Conclusion: Nursing strategy for enhancing professional self-concepts and person-organizational fit should be planned by nursing managers.

• Journal of Digital Convergence
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• v.11 no.10
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• pp.241-253
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• 2013

This study investigated the impacts of perceived organizational support and psychological empowerment on organizational citizenship behavior. To accomplish this purpose, the authors conducted a survey of employees in manufacturing companies in the Daegu-Gyeongbuk region. A total of 272 questionnaires were used for the study. Hypotheses were tested through multiple regression analysis. As a result, perceived organizational support and psychological empowerment both positively affected organizational citizenship behavior. Perceived organizational support and psychological empowerment have less been studied as exploratory variables of organizational citizenship behavior. Therefore, the results of this study have many theoretical and practical implications.

• Korea Journal of Hospital Management
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• v.4 no.2
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• pp.1-20
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• 1999

Objectives: Quality of Working Life(QWL) is a set of employee's physical, mental conditions which are perceived at their work. Most employees and managers are concerned about the quality of working life as a strategy for improving organizational effectiveness. The purpose of this study is to investigate the relationship between QWL and organizational effectiveness of employees at the general hospital. Methods : Data were collected by self-administered questionnaires at the general hospital in Kyunggi-Do. Survey was conducted to 675 workers. QWL was measured by using 5 items from the scale developed by Walton(1973). Organizational effectiveness was measured by measuring organizational commitment, intention of job-shift, and job satisfaction. Results: The recognitions to each component of QWL were significantly different by socio-demographic characteristics such as sex, age, education levels and working duration. Also, QWL were significantly different by types of organizational culture. Multiple regression analysis and multiple logistic regression analysis were applied to find the relationship of QWL and organizational effectiveness. As a result, job-pride, compensation, working condition, human relationship and development showed significant relationship with organizational effectiveness. Conclusions: These results show that QWL is significantly related to organizational effectiveness. So we expect that this result will be used as basic informations for management and motivation of employees at the general hospital.

• Journal of the Korean Society for information Management
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• v.15 no.2
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• pp.119-136
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• 1998

The objective of this study is to evaluate the organizational effectiveness of uniersity libraries in Korea. This study models emphasized the situational factors, fundamental factors and types of organiz tional effectiveness. environment, technology, size, strategy, and power were taken as situational factors of organizational structure ; fundamental factors were complexity, formalization, and centralization ; organizational structures were diveded into simple organization, functional organization, departmental organization, subject divisional organization(I), (II). Efficiency, flexibility, information service and satisfaction were taken as effectiveness factors and satisfaction was subdivided into organizational commitment and job satisfaction. In this study, situational factors, fundamental factors and types of organizational structures influence one another, ultimately affect the level of organizational effectiveness. Organizational effectiveness represents no organization of high organizational effectiveness on all levels.