• Knowledge Management Research
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• v.5 no.1
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• pp.83-99
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• 2004

This research aims to verify individual and organizational factors that will affect knowledge sharing, especially in research & development organizations with a premise that knowledge sharing is one of the most important factors of successful knowledge management. Many factors which are supposed to affect knowledge sharing arc empirically investigated in this research : individual factors ((1)self esteem (2)expected contribution), organizational factors ((3)top management's will, (4)accessibility of knowledge management system (5)validity of evaluation & reward knowledge sharing, (6)trust, (7)open communication). As a result, it is found that 'expected contribution' among individual factors and 'open communication' and 'validity of evaluation & reward' among organizational factors are highly correlated with knowledge sharing. These findings suggest that enhancement of perceived expected contribution among employees and building cultures of open communication and effective evaluation & reward system for knowledge sharing will contribute to activation of knowledge sharing in the research and development organizations.

• Journal of Information Technology Applications and Management
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• v.11 no.3
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• pp.137-145
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• 2004

The purpose of this research is to explore the possible relationship between the successful implementation of knowledge management technology and specific organizational culture orientations. Data used to test hypothesis derived for this research were obtained from 227 responders from the Organizational Culture Profile (OCP) survey instruments and 67 responders from the Knowledge Management Technology Profile (KMTP) survey instruments representing 26 separate organizations. The OCP provides a profile of an organization's culture orientations while the KMTP provides a profile of the organization's degree of the KM technology implementation success. The results of this research suggests that employees of organization which are more successful in implementing KM technology have identified organizational cultures that embody a healthy mixture of both production-oriented and people-oriented attributes indicative of the culture orientation.

• International Journal of Internet, Broadcasting and Communication
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• v.13 no.1
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• pp.123-133
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• 2021

We study confirmed the factors influencing the organizational culture(collective culture, development culture, rational culture, hierarchical culture) perceived by members of the organization and the manager's authentic leadership(self-awareness, balanced information processing, relational transparency, internalized moral perspective) on job crafting. In addition, the relationship between organizational culture and authentic leadership was empirically analyzed. In order to verify the hypothesis of the research model, the survey results of 269 parts were verified as follows using the statistical program of SPSS 24.0. First, the organizational cultures perceived by members of the organization, development culture and rational culture, showed positive (+) influence on job crafting. In other words, Hypothesis 1 established by the research model was partially adopted. Second, the group culture, development culture, and rational culture of organizational culture were statistically significant in the relationship between the hypothesis 2 organizational culture and authentic leadership. In other words, Hypothesis 2 was partially adopted. Third, the three hypotheses of authentic leadership (self-awareness, balanced information processing, relational transparency, and an internalized moral perspective) all showed positive (+) effects on job crafting. As a result of this study, it was possible to confirm the importance of the organizational culture that improves the job-crafting of the members of the organization and the strategic activation plan for authentic leadership. Therefore, the necessity of strategic human resource development for the development and application of programs to revitalize organizational culture and improve the manager's authentic leadership has emerged.

• Journal of Preventive Medicine and Public Health
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• v.32 no.3
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• pp.374-382
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• 1999

Objectives: Organizational culture has beer important in field of organizational behavior research for the past decade. Although there has been a growing interest in the organizational culture and organizational effectiveness, there is few research in health care field. This study was carried out to investigate the relationship of organizational culture and organizational effectiveness at general hospital. Methods: Data was collected by self-administrated questionares. Organizational cultures were measured by using Likert scale. A general hospital in Kyunggi-Do was selected and survey was conducted to 675 workers. Data was analyzed with computer package, PC-SPSS. Results: There were four types of organizational culture in this hospital consensual culture, developmental culture, hierarchical culture, rational culture. Many workers recognized their culture as rational culture and developmental culture. This finding showed that the hospital had both human related and task related climate. There were some differences in recognition of sub-organizational culture by occupational group, but perceived organizational culture was in accordance with sub-organizational culture in general. Multiple regression analysis and multiple logistic regression analysis were conducted to find the relationship of organizational culture and organizational effectiveness. As a result, developmental culture showed a strong relationship with organizational commitment and job-satisfaction. Conclusions: These results showed that types of organizational culture were significantly related to organizational effectiveness and understanding the existing culture is essential to develope their organizational effectiveness.

• Journal of Digital Convergence
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• v.17 no.7
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• pp.235-244
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• 2019

The purpose of the study was to investigate the effect of resilience and organizational culture on well-being in general hospital nurses. The data were collected from 188 nurses working at a general hospital from $1^{st}-30^{th}$ September 2017. The research tools were the resilience, organizational culture, and well-being. The data were analyzed by descriptive statistics, t-test, ANOVA, Pearson's correlation coefficients, and stepwise multiple regression using SPSS/WIN 21.0 program. The result showed that the difference in well-being relating to general characteristics were significant age, marital status, position, and career. It was found that resilience, organizational culture, and well-being were all significantly correlated, and that the factors affecting well-being included resilience, task-oriented cultures, relation-oriented cultures, and marital status. There is a need for a strategy to enhance nurses' resilience and aid in the development of a sound organizational culture that could help them effectively adapt to changes. This will not only improve nurses' health but also have a positive impact on patients and nursing organizations.

• Journal of Korea Society of Digital Industry and Information Management
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• v.7 no.2
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• pp.127-145
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• 2011

According to Klempa(1995), the fit between environmental factors of a company may have the impact on its BPC success. Under this background, this paper empirically examines the effects of the fit between the organizational culture and the organizational learning the success of BPC. Organizational cultures, organizational learning, as well as knowledge sharing are the dominant causes that have impact on the innovation characters of organization. Whether an organization has safety-oriented homogeneous culture or it has the change-oriented heterogeneous culture may have impact on its implementation of BPC. Also the implementation of BPC may be affected by whether an organizational learning type has adaptive-oriented learning is single loop or it has the innovative-oriented learning is double loop. Thus, we analyzed the effect of the fit between the organization's culture and organizational learning type on BPC success by using the survey data collected from the companies that have adopted BPC. The findings presented in this paper show that the organization having heterogeneous culture practicing double loop learning the improvement project resulted in the excellent BPC success. These findings provide the perceptive guidelines for managers of organizations contemplating the implementation of BPC project.

• International Journal of Quality Innovation
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• v.6 no.2
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• pp.46-58
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• 2005

The internet is enabling a new economy based on the networking of human knowledge. While the benefits of connecting people to people, people to information and people to data within an organization are becoming more recognized and appreciated, much less is known about managing knowledge creation and dissemination across corporate boundaries. This paper addresses the challenges associated with selecting the best collaborative strategy and managing relationships which span organizational cultures and boundaries.

• East Asian Journal of Business Economics (EAJBE)
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• v.10 no.1
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• pp.23-34
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• 2022

Purpose - Once individuals in an organization don't comprehend with each other's culture and their interaction context differ, there is a bigger danger of poor communication in the organizations. Therefore, people must have a sufficiently comparable interpretation of data, communicative acts and the office itself. For this reason, the purpose of this study is to investigate the relationship between organizational culture and employee communication. Research design, Data, and methodology - The present researcher used categorization matrix development to review data for content. Additionally, the present researcher coded the data to correspond with the identified categories. The role of the categorization matrix is to ensure that the categories hardly represent the concepts and thus validating the findings of the study. Result - The findings from prior resources shows that the role of organizational culture on employee communication satisfaction is a pertinent issue that must be addressed and analyzed to help organizations make the desired profits and productivity. This study provides five solutions between organizational culture and employee communication satisfaction. Conclusion - This study concludes that every employee performs well where they think they are being appreciated and their efforts are rewarded. On the other hand, different organizations have instilled different organizational cultures to ensure they promote the level of satisfaction of their employees in order to yield them an improved employee performance and overall organizational performance.

• 한국경영정보학회:학술대회논문집
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• 2008.06a
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• pp.1-6
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• 2008

Organizations are increasingly adopting Knowledge Management Systems (KMS) to effectively manage knowledge within the organization and realize firm and operational level benefits. However, many KMS implementations fail to yield desired outcomes due to the lack of understanding of the antecedent of successful knowledge management. Prior studies have established that organizational cultural values are one of the key enablers of knowledge management. We develop a computational model of organizational knowledge processes and employ simulations to examine the impact of KMS in different organizational cultural settings. We find that cultural values that govern the employees' predisposition towards seeking knowledge from others have a greater influence on KMS effectiveness than those that govern the employees' attitudes towards sharing their knowledge with others. We also find that organizations with cultures that foster high levels knowledge sharing behaviors can expect performance gains if KMS implementations incorporate knowledge seeking activities into the employees' work processes.

• International Commerce and Information Review
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• v.14 no.3
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• pp.351-379
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• 2012

Understanding the cultures of other countries is not as fast as the speed of internationalization. As globalization advances, interest and research on the characteristics of national culture differences have been increasing. One of the important challenges for business leaders is the ability to understand and deal with cross-cultural management. But there is a lack of research on cross-cultural management and suitable type of leadership. In order to achieve this objective, this study, adopts Hofstede cultural dimensions, and finds the impact of these kinds of leadership on organizational performance. Feminism, collectivism, power distance, and uncertainty avoidance were classified into four factors of cultural orientation that affect the selection of initiating structure and consideration leadership. In this research, among virtue factors of leadership, structure initiation and leadership consideration are focused on how to affect organizational effectiveness of the result factor by national culture. This research has concentrated on how leadership-styles among national-cultures have influence on organizational-effectiveness.