• Journal of Information Technology Applications and Management
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• v.15 no.3
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• pp.261-273
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• 2008

The starting point of knowledge generation and management is the enhancement of learning capability and capacity of organizational members. Organizational change for learning environment should be aligned with the change of organizational strategy, structure and processes. The study employed action learning methodology to constitute learning organization processes. The treatment effect to institute learning organization has been successful thanks to the members' zeal and consensus to change the processes. However, not every learning team has been so successful. Some cases complained time consuming where others expect to be helpful for their incentives. The researchers concluded that the most important point for success of the learning organization project should be the support of top management.

• Asia pacific journal of information systems
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• v.13 no.3
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• pp.63-84
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• 2003

Business process redesign(BPR) has been widely adopted as an organizational change method since 1990s as the competitive pressures have forced organizations to constantly change. Although BPR has provided successful stories to gain dramatic improvement in performance and has been promoted as an enabler of organizational change, many organizations have faced serious challenges with widely mixed results due to the lack of understanding for potential organizational conflicts and the improper targeting of critical processes in the initial stage of BPR. This paper proposes a cognitive map based method to help organizational members identify potential organizational conflicts, capture core business activities, and suggests guidelines to lead to the necessary organizational change. A computerized tool has been developed to support the real world cases. Working procedure of the proposed method is illustrated with its application to the real BPR project of a dairy company.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.5
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• pp.315-324
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• 2021

The study aims to investigate new theoretical approaches in an effort to resolve conceptual contradictions regarding the impact of organizational culture on developing culture for change, first by providing socio-structural frameworks supporting intrapreneurship, and second through encouraging professional culture behavior with management practices or organizational members acting as agents of change forming a deeper culture of values and behavior. The design of this research is quantitative. This study employs survey data of managers and section heads, which met the sampling requirements. Data analysis in this research used structural equation modeling (SEM) with the help of the AMOS program. The results show that all hypotheses are supported. The findings of this study suggest that the organizational culture transformation and dyadic social intrapreneurship based on professional culture (DSIBPC) have significant positive influence as antecedents of competitive advantage. This research also shows that DSIBPC is able to act as an important mediator that fills a gap in the relationship between organizational culture transformation toward competitive advantage, as well as being an alternative strategy for organizations in an effort to increase their competitive advantage. Referring to the results of this research, organizations need to focus and pay attention to the DSIBPC.

• Journal of Digital Convergence
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• v.20 no.4
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• pp.247-260
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• 2022

In order to advance theoretical and practical understanding of innovative behaviors and affective commitment to change, this study investigated the relationship among innovation supporting organizational culture, decentralized structure, acceptance of organizational change, and affective commitment to change and tested the mediating effect of acceptance of organizational change in the relationship. Data were collected from 261 employees at H corporation and analyzed to test suggested research hypotheses using SPSS 20.0 and AMOS 20.0. The results are as follows: First, it is found that innovation supporting organizational culture influences positively acceptance of organizational change and affective commitment to change. Second, results show that decentralized structure influences positively acceptance of organizational change, but does not influence innovative behavior. Third, it is found that acceptance of organizational change influences positively affective commitment to change and innovative behavior. Fourth, it is also found that acceptance of organizational change mediates partially the relationship between innovation supporting organizational culture and affective commitment to change and acceptance of organizational change mediates completely the relationship between decentralized structure and affective commitment to change. With these findings, it is confirmed that innovation supporting organizational culture and decentralized structure influence positively affective commitment to change and innovative behavior through acceptance of organizational change. Limitations and suggestions were discussed.

• Culinary science and hospitality research
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• v.17 no.4
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• pp.185-203
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• 2011

It's hard for hotel organizations to survive without adaptation to changing environment, and employees' positive attitude are required. The empirical objectives of the study include, firstly, to identify individual factors to influence hotel employees' attitude toward organizational change, secondly, to investigate the effects of the individual factors on their attitude toward organizational change mediated through trust in management Derived from existing literature, three underlying dimensions of the individual factors are given; (1) satisfaction with information, (2) freedom to express opinion, and (3) input from employees. An experimental design is applied to test four hypotheses that reflect the research questions. Five star hotels in Korea are targeted to be surveyed. A total of 156 faithful cases out of 300 cases are analyzed in this study. Descriptive statistics and multivariate analysis of variance, and SEM are utilized employing the SPSS and AMOS 7. Results of this study indicate that satisfaction with information, freedom to express opinion, and input from employees are significantly related to hotel employees' attitude toward change mediated through trust in management. At the same time, it shows that trust in management directly influences their attitude toward organizational change. In conclusion, the findings of the study contribute to hotel organizational development.

• Journal of Korean Academy of Fundamentals of Nursing
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• v.19 no.4
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• pp.453-462
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• 2012

Purpose: The purpose of this study was to examine the impact of job satisfaction and organizational commitment on patient safety management activities of nurses. Methods: A cross-sectional design was adopted. The sample included 307 nurses working in three tertiary university hospitals. Data were collected during November and December, 2012, with a response rate of 93%. A 40-item patient safety management activities scale was used to measure patient safety activities. Job satisfaction and organizational commitment were also measured with established instruments and included general characteristics. Data were analyzed with PASW 18.0 program. Results: The mean score for patient safety management activities was 3.98 out of 5. Stepwise multiple linear regression indicated that organizational commitment (${\beta}$=.20, p<.001) and job satisfaction (${\beta}$=.18, p=.013) respectively predicted patient safety management activities. Especially, the addition of organizational commitment as the strongest predictor of patient safety management activities increased the associated explained variance ($R^2$ change=.11, p<.001). Conclusion: It is important for managers to create an organizational climate that promotes the organizational commitment and job satisfaction of nurses. Future studies are encouraged to replicate the findings and also to better understand patient safety management activities and personal emotional stability.

• Korea Journal of Hospital Management
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• v.1 no.1
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• pp.170-187
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• 1996

This paper proposes a change process model for organization development in health care organizations and provide an OD case exemplar of nursing service unit at Virtual Hospital. This case exemplar was written in a narrative form rather than in an argumentative form as an embodiment of organization development process as is viewed from the cultural/interpretive perspective rather than from the technical/rational one. This case exemplar illustrates the change process which consists of four interrelated components: change intervention, organizational target variables, individual organizational member, and organizational outcomes. It also demonstrates the applicability of the narrative rationality which involves narrative probability and narrative fidelity to the story where the learning organization, shared governance, and empowerment are fully emplotted and enlivened. The implications for organization development in health care organizations are discussed.

• Journal of Korea Society of Industrial Information Systems
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• v.11 no.5
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• pp.132-140
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• 2006

Implementing ERP system is inherently a very complex task that involves ongoing training employees to use the new system. However, the traditional methods of ERP training and education have presented many problems. A new form of training, e-learning, has emerged. E-learning enables trainees to sign on classes without restrictions of time, distance, and classroom availability. We suggested several usage strategies and e-learning combined model for ERP related organizational change management.

• 한국경영정보학회:학술대회논문집
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• 2008.06a
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• pp.338-343
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• 2008

Government intervention, industry cooperation, new vendors, and foreign competition are all factors that exert a powerful influence on the information technology, marketplace, and on the individual IS organization. When these influences need to change an organization, it is likely the culture or identity of the organization will be targeted for change. Because an organization is also composed of cognitive frameworks, there is an implication that the existing cognitive structures are in jeopardy. Thus, the cognitive component is important in how all members of organizations react and respond to change. This paper defines cognitive process and its related research history, introduces organizational change matters, tries to solve conflicts in organizational changes, and applies this topic to the information systems field.

• Korean Management Science Review
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• v.13 no.1
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• pp.71-95
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• 1996

Many researchers have studied the theme on CASE technology. However, there are no many researches which lightened the diffusion of CASE technology and organizational change. The purpose of this study is to investigate the factors that influence on the diffusion of CASE technology and the way how IS organization changes as a result of the diffusion. We exploited a case study research as a methodology. We selected five software development firms which possessed the leading IS technology abilities as the case companies. We realized that the diffusion of CASE technology proceeded under the three context variables - managerial context of information systems, the intent and behavior of key players and implementation strategy of organization - to enhance the performance of information systems. The contribution of this study is to clarify the change of IS organization as a result of CASE technology diffusion. This study has the limitation that tried to analyze the organizational change only in a direction.