• Management & Information Systems Review
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• v.14
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• pp.133-149
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• 2004

The purpose of this study is to find and explain the relationships of organizational innovation and organizational change. In order to purse this purpose, an investigation and in-depth analysis of organizational innovation and organizational change, an inevitable ingredient of the organizational dynamics that influence organizational innovativeness, was undertaken. The concept of innovation should be used as the positive concept. Innovativeness is the quasi-concept of innovation when organizational innovation can be meant as the deliberated and planned change, the reference to the difference between organizational innovation and organizational change operates as the same meaning. Organizational change is preconditioned for the structural adjustment, the management system, the adaptive subsystem, so that we will adopt more new ideas to the change of disturbant environment.

• Korea Journal of Hospital Management
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• v.20 no.1
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• pp.1-12
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• 2015

This study aims to examine the effect of a change of leadership on internal environment and organization effectiveness and suggest measures on effective organizational management by analyzing a change of leadership before and after 2nd generation management. There was analysis of a difference of leadership type, organizational structure, organizational culture, management resources, job satisfaction, and organizational commitment between the period of the founders and the period of 2nd generation successors by collecting data from employees of 6 hospitals in Seoul. Also there was analysis of the effect of a change of leadership on internal environment and organizational effectiveness. According to the analysis, it was demonstrated that the factor affecting job satisfaction during the period of the founder was complexity of organizational structure, and there were no factors affecting organizational commitment. In contrast, during the period of the 2nd generation successors, it was revealed that transformational leadership, centralism of organizational structure, and human resources of management resources affect job satisfaction, and transformational leadership, complexity of organizational structure, hierarchical culture of organizational culture, and human resources of management resources affect organizational commitment. Further, after the succession from the founders to 2nd generation successors, as transformational leadership increased, job satisfaction rose, and as developmental culture was reinforced and human resources increased, organizational commitment was heightened. Furthermore, as transformational leadership increased and developmental culture was reinforced, organizational commitment was heightened. Namely, as transformational leadership was reinforced resulting from the succession to 2nd generation, employees' job satisfaction and organizational commitment increased, with circumstances aiming for the actual change.

• Journal of Distribution Science
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• v.15 no.1
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• pp.43-49
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• 2017

Purpose - This study is to integrate organizational factors into UCD process. For this research purpose, we investigated the organizational factors which influence people behaviors in the context of user-centred design practice(UCP). And this study presents organizational culture, organizational learning and change management as the organizational factors. Especially, this study is to investigate how change management influences the relationship between the organizational culture/learning and UCD performance. Research design, data, and methodology - Using the survey methodology with a questionnaire, this study distributed the questionnaire to the experienced 112 practitioners of user-centred design practice in 52 Korean small and medium companies. The organizations differed in range and size from medium-scale, which is under 100 of employees, and to small-scale, which is from 100 to 500. Results - Organizational culture and organizational learning have positive effects on user-centred design practice performance as expected. And change management strengthens the positive relationship between organizational learning and user-centred design practice performance but has no effect on the relationship between organizational culture and user-centred design practice performance. Conclusions - This is the first empirical study of investigating and demonstrating some key organizational factors' relationships and UCD performance of an organization, which will support to institutionalize UCD within an organization, providing theoretical foundations.

• Journal of Korea Society of Digital Industry and Information Management
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• v.17 no.3
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• pp.105-119
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• 2021

The purpose of this study is to examine the organizational politics, resistance change, turnover intention, and organizational commitment of organizational members during mergers and acquisitions. Recently, many companies are interested in mergers and acquisitions for business diversification and market extension. A merger is a legal consolidation of two entities into one, whereas an acquisition occurs when one entity takes ownership of another entity's stock, equity interests, or assets. This research model establishes a structural equation model. This model is set in a causal relationship between manager's organizational politics, peer organizational politics, and change resistance and the change resistance has a causal relationship of turnover and tissue immersion. In particular, this study will test different of organizational politics by position. Research results, the organizational politics of managers and colleagues have shown increasing change resistance. The change resistance has resulted in a reduction of organizational commitment and an increase of turnover intention. Next, the position analysis showed that top management level, middle management level, and working-level officials showed different organizational politics. The working-level officials are influenced by their manager politics and are influenced in organizational commitment and turnover intention by change resistance. The middle manager level is influenced by the organizational politics of bosses and colleagues, and organizational commitment is weakened by change resistance. The CEO level is not affected by organizational politics in the company, but the turnover intention is strengthened and the organizational commitment is weakened by the change resistance. This study has contributed to further updating the theory of organizational politics based on mergers and acquisitions. As a practical implication, we suggest an organizational integration strategy for a new organization.

• The Journal of Information Systems
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• v.12 no.1
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• pp.19-45
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• 2003

The ERP system comes to existence in the period of change. In other words, the ERP system is adopted to the company with BPR project. In general, the ERP system is introduced to companies as packages rather than in-housing systems. There are several researches in IS literatures which have a conclusion that organizational context affects the performance of ERP system. This study attempts to review the organizational context from the prospective of organizational structure and change management. Regarding the organizational structure, we choose some widely known variables such as the degree of formalization and centralization. For the analysis of change management, we set the variables, which are the most importantly considered, such as the power of CEO's promotion and user participation. The extent of customizing is introduced as moderating variables between the organizational context and the implementation performance. With collected data, we performed the reliability test, the factor analysis and the regression analysis. In summary, the introduction of an information system such as ERP system has a behavioral and organizational impact. The organizational change may breed resistance and opposition and can lead to the failure of the system. Therefore, implementation of the system requires careful change management, active involvement of users and high level of management support.

• Journal of the Korea Safety Management & Science
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• v.20 no.2
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• pp.45-53
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• 2018

The purpose of this study is to examine the mediating effect of the organizational trust, acceptance of organizational change on the relationship between job characteristics and organizational commitment. For this study, data were collected from convenient sample of 241 employees at small and medium enterprises in Ulsan city and Gyeongju city. All data collected from the survey were analyzed using with SPSS 18.0 and AMOS 18.0. This study reports findings as followed: 1. The relationship between the job characteristics and the organizational trust is positively related. 2. There was a positive correlation between the job characteristics and the acceptance of organizational change. 3. There was a positive correlation between the job characteristics and the organizational commitment. 4. The relationship between the organizational trust and the acceptance of organizational change is positively related. 5. There was a positive correlation between the organizational trust and the organizational commitment. 6. There was a positive correlation between the acceptance of organizational change and the organizational commitment. Finally, the organizational trust and acceptance of organizational change played as a partial mediator on the relationship between job characteristics and organizational commitment.

• Journal of Korea Society of Digital Industry and Information Management
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• v.16 no.4
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• pp.95-110
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• 2020

The purpose of this study is to empirically examine organizational change for a technological application of the fourth industrial revolution. The theoretical background of this study utilized organizational change management, the fourth industrial revolution, technological innovation, and voluntary acceptance. This research method used structural equations, cluster analysis, and analysis of variance. According to the results of the study, the organizational implement system, organizational leadership, and organizational operating system provided a positive effect on the voluntary technology acceptance of organization members. The voluntary technology acceptance provided a positive effect on the effectiveness of individual task innovation. However, organizational institutionalization among the independent variables did not affect voluntary acceptance. All independent variables except the organizational institutionalization had a partial mediating effect in the mediating effect verification. Meanwhile, The three groups by the cluster analysis were classified as new technology apathy, preference, and anxiety groups, and differences appeared among groups in the importance of organizational change variables. The organizational implement system in the technology apathy group and the organizational operating system in the technology anxiety group have a positive effect on voluntary technology acceptance. The technology preference group shows that a positive effect on organizational leadership and a negative effect on organizational institutionalization for voluntary technology acceptance. This study analyzed the technology application of the fourth industrial revolution in the organization based on the theory of organizational change. There has been reexamined the organizational change theory based on the new technology acceptance by the change of external environment in the fourth industrial revolution and the importance of technology innovation. As a practical implication, firms that are interested in a new technology of the fourth industrial revolution should prioritize preparing an implementation system when designing organizational changes.

• Journal of Information Technology Applications and Management
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• v.23 no.2
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• pp.29-59
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• 2016

These days, the business environment such as Information Technology (IT) is rapidly changing, and organizations are consistently trying to change themselves for the survival and success under the changing environment. In this situation, change management is very important because it draws the change behaviors of organization members for the success of organizational change. The purpose of this study is to investigate the effect of the organization members' psychological factors on the performance of the acquisition of new IT, which is one of the most important organizational change. Based on previous studies in the area of organizational change, organization members' resistance to change, self-congruity theory, change activities and organizational performance, the research model is developed for validating the effect of organization members' self-congruity on the performance of the acquisition of new IT. Statistical analyses show that self-congruity has a significant effect on the change activities. In particular, private self-congruity has more impact on the change activities than public self-congruity. In addition, self-leadership, rewards and recognitions, and the diffusion of change activities have significant effects on job satisfaction. Self-leadership has a significant effect on organizational commitment.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2005.10a
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• pp.299-320
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• 2005

To rapidly respond to uncertainties in the business environment whilst remaining competitive, every organization needs to be able to successfully introduce and manage organizational change. Cognizant of the role of information systems (IS) as an enabler of organizational change, many organizations have paid attention to Enterprise Resource Planning (ERP) systems for successful organizational change primarily because of their change-driving forces across organizations. In this study, we focus attention on the role of readiness for change in the ERP systems adoption. Readiness for change described as views about the need for organizational change is posited to be and antecedent of two expectancies about the need for organizational change is posited to be an antecedent of two expectancies about the system. performance expectancy and effort expectancy, which lead to actual system use. In order to further establish th relevance of readiness for change as a determinant of two expectancies, computer self-efficacy is considered to be other key predictor as well. In addition, this study proposes that the personal characteristics of organizational commitment and perceived personal competence play roles of important determinants of readiness for change. Based on data gathered from the users of the ERP systems, structural equation analysis using LISREL provides significant support for the proposed relationships. Theoretical and practical implications are discussed along with limitations.

• Journal of the Korean Operations Research and Management Science Society
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• v.31 no.2
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• pp.1-13
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• 2006

To rapidly respond to uncertainties in the business environment whilst remaining competitive, every organization needs to be able to successfully introduce and manage organizational change. Cognizant of the role of information systems (IS) as an enabler of organizational change, many organizations have paid attention to Enterprise Resource Planning (ERP) systems for successful organizational change primarily because of their change-driving forces across organizations. This study focuses attention on the role of readiness for change in the ERP systems adoption. Readiness for change described as views about the need for organizational change is posited to be an antecedent of two expectancies about the system, performance expectancy and effort expectancy, which lead to actual system use. Based on data gathered from the users of the ERP systems, structural equation analysis using LISREL provides significant support for the proposed relationships.