• International Commerce and Information Review
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• v.16 no.3
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• pp.381-412
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• 2014

Un globalization unfolds, concerns and research toward the differnces international cultures has increased. However, there is a dearth of research regarding how to nature culture align orgainzational performance with leadership style. Accordingly, this study aims to identify the relationship between leadership style and the orgainzational performance with mediating effect of national culture. 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. In order to achieve this objective, this study, adopts Hofstede cultural dimensions, and finds the mediating effect on these transformational and transactional leadership on organizational performance.Feminism, collectivism, power distance, and uncertainty avoidance were classified into four factors of national culture has differnct mediating effect on leadership style and performance. This research has concentrated on leadership-styles and organizational performance with mediating effect of national culture.

• Korea Journal of Hospital Management
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• v.14 no.3
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• pp.1-22
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• 2009

Purpose : The purpose of this study was to examine the effects of nursing organizational culture and head nurse's leadership on the job satisfaction. Methods : For the purpose, a structured questionnaire was conducted. The subjects were 232 nurses who were working in the 2 general hospitals. The data were collected from Sep. 1 to Sep. 20 of 2006. Data were analyzed using descriptive statistics, one-way ANOVA, t-test, Pearson Correlation Coefficient, and multiple regression. Results : The dominant organizational culture of nursing organization was rank-oriented culture. The mean score of head nurse's transformational leadership and transactional leadership was 3.20 and 2.79 respectively. The best group of job satisfaction was affiliative-oriented culture group(3.31). The score of job satisfaction of transformational leadership's group was higher than that of transactional leadership's group. Job satisfaction was positively correlated with affiliative-oriented culture, innovative-oriented culture, task-oriented culture, and transformational leadership. Concerning of the job satisfaction, affiliative-oriented culture, rotation time and age explained 25.7%. Conclusion : The organizational culture and head nurse's leadership was correlated with job satisfaction. Especially affiliative-oriented culture and task-oriented culture influenced the job satisfaction. Based on the results, further development should be continued to develop the effective head nurse's leadership and organizational culture to improve the job satisfaction of nurses.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.31 no.3
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• pp.142-160
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• 2023

This research explores how different corporate cultures can influence the post-M&A performance of the airlines undergoing strategic M&A in Korea. The sample size of this research is 214 respondents that is strictly limited to the employees of airlines under M&A process, and CFA and SEM were employed for the statistical analysis. This research investigated that corporate cultures including group-oriented, development-oriented, and rationale-oriented will positively influence the post M&A performance of both efficiency and effectiveness through a mediation of collaboration during M&A process. In contrast, relations between grouporiented culture and interaction, interaction and effectiveness were not revealed positive influences. The findings of this research will provide valuable insights into the potential risks that can impede successful M&A within the M&A process, specially focusing on the conflicts between organizations stemming from different organizational cultures, which can have an adverse impact on M&A performance.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.21 no.5
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• pp.523-531
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• 2020

The aim of this study was to determine the mediating effects in the relationships among nursing organizational culture, workplace bullying, and job stress of nurses. For the descriptive correlational study design, data were collected using a structured questionnaire from nurses at university hospitals (N=130). Statistical analysis was performed on the collected data using SPSS 22.0 statistics program. The mean scores of nurses for nursing organizational culture, workplace bullying, and job stress were 2.99±0.74, 1.85±0.65, and 2.50±0.35, respectively. Nursing organizational culture of nurses had a negative correlation with both workplace bullying (r=-0.45, p=0.001) and job stress (r=-0.61, p=0.001), whereas workplace bullying showed a positive correlation with job stress (r=0.42, p=0.001). Sobel test was conducted to verify the mediating effects, and nursing organizational culture was statistically significant as a partial mediating effect of 0.13 (sobel'z=-2.287, p<0.05) on the effect of workplace bullying of nurses on job stress. These results indicate that nursing organizational cultures need to be established to reduce workplace bullying. It is important to create a nursing work environment that can reduce job stress, a better understanding of the nursing organization cultures related to nursing tasks is crucial, and it is necessary to develop an institutional education strategy for prevention education in hospital organizations.

• Korean Journal of Adult Nursing
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• v.26 no.5
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• pp.553-562
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• 2014

Purpose: The purpose of this study was to identify factors influencing workplace bullying among Korean hospital nurses. Methods: Subjects in this study included 178 hospital nurses who attended two nationwide nursing educational conferences in 2013. The data was collected using self-report questionnaires which were used to identify the subjects' characteristics, self-esteem, perception of nursing organizational culture, and workplace bullying experience. Results: The results showed that 19.1% of study subjects reported being victims of workplace bullying and mostly experienced person-related and work-related bullying. Multiple regression analysis was done to identify factors affecting workplace bullying. The perception of relation-oriented culture, task-oriented culture and self-esteem turned out to be variables that explained nurses' workplace bullying, and these factors accounted for 32.0% of the variance. Conclusion: The findings suggest that nurses experience more workplace bullying in task-oriented cultures. However, they experience less bullying and report higher self-esteem and awareness in relation-oriented cultures. Interventions focused on the characteristics of the organization need to be developed to prevent workplace bullying in hospital nurses.

• Fire Science and Engineering
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• v.24 no.5
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• pp.107-114
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• 2010

Corruption in public offices can lead to corruption in overall society. Moreover, it can also result in steady growth of social expense caused by distrust in direct public relations of civil society administration. In order to devise a more comprehensive measure against corruption, it is essential to evaluate internal organization. This study suggests a scheme for improvement on fire officers' inter integrity, researched by in-depth interview. According to the study, there are numerous conventional corporate cultures remaining in the organization which fire officers are mutually trying to create reasonable and democratic corporate cultures. Furthermore, it was found out that structural issues of the organization, such as guaranteed anonymity of corruption prevention system, closed budget, et cetera, are the mostly dissatisfactory factors other than individual matters of the organizational members.

• Journal of the Korea Society of Computer and Information
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• v.25 no.7
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• pp.193-202
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• 2020

This study conducted a questionnaire survey of 320 security guards to investigate the effects of job stress and job exhaustion on job performance according to the bodyguard's organizational culture. The conclusions obtained through this study are as follows. First, in the organizational culture, the innovation culture was found to have a negative effect on the job stress at the .01 level. Second, organizational culture was found to have no direct effect on job performance. Third, among organizational cultures, market culture was found to have a statistically negative effect on job performance at the .01 level. Fourth, job stress was found to affect job performance statistically as a negative (-) at .001 level. Fifth, job exhaustion was found to affect job performance statistically as negative (-) at .001 level. Sixth, job stress was found to have a mediating effect as negative (-) at the .01 level statistically in relation to the innovation culture of organizational culture and job performance. Seventh, job exhaustion was found to have no statistically significant effect on the relationship between organizational culture and job performance.

• Journal of National Security and Military Science
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• s.15
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• pp.153-192
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• 2018

The purpose of this study is to verify the relationship between mission-oriented Command, organization efficiency, organization culture of 626 field officers in JFMU. Firstly. the study found that decision making in the relationship between mission-oriented command and organization efficiency had negative effect on job satisfaction. Planning and trust lead to positive effect on job satisfaction and organizational commitment and no significance in self decision. Secondly, mission-oriented command may differ depending on the types of organization culture and organization culture has positive effect on job satisfaction and organizational commitment. Thirdly, mission-oriented command has some effect which derives from its impact on organization efficiency that also effects rational culture and rank hierarchy culture. These study results suggest different measures in terms of practice and policy. Firstly. within the military organization, precise communication will lead to job satisfaction without unnecessary overload of communication. Also. we have rationale culture, agreement culture and rank hierarchy culture forming our organization culture. There is a need to apply elements of mission-oriented command depending on the types of organization culture. Secondly, to maximize organization performance through mission-oriented command, we have to strengthen the rationale and rank hierarchy cultures and especially introduce development culture which should be established within the military organization.

• East Asian Journal of Business Economics (EAJBE)
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• v.10 no.2
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• pp.93-104
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• 2022

Purpose - Organizational individuals can gain profit from any trials and errors concerning the knowledge others have been able to accumulate. The culture also states the organizational behaviors by identifying the principal aims, and the way members handle personal relationships. This study aims that how corporate cultures can be connected with particular occupations. Research design, Data, and methodology - For the systematic review in prior literature dataset, the present author used the PRISMA which is a set of items that are evidence-based and utilized in reporting systematic reviews. It includes the reporting of meta-analyses. Result - The present author figured out that corporate culture is one of the most crucial factors that workers consider in deciding whether or not they want to be employed in an organization. Having an excellent corporate culture sets the company apart from the competition and increases the company's status to new positions of recruiting and business success Conclusion - The current research concluded that possessing an excellent corporate culture positions the company apart from the competition but boosts the company to new recruiting and business success levels. The two traits of an excellent corporate culture include the culture allowing every individual in the organization to succeed, and the culture works for every individual involved.

• Journal of dental hygiene science
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• v.17 no.6
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• pp.516-522
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• 2017

The purpose of this study was to identify the effect of dental hygienists' perceptions of dental organizational culture and professional identity on organizational commitment. A survey was conducted with 310 dental hygienists working in dental hospitals and dental offices. If dental hygienists experience organizational cultures as having different degrees of organizational commitment, then the type of organizational culture and commitment may be important variables in understanding and reducing the turnover rate of dental hygienists and improving workplace performance. Efforts to form a healthy and positive organizational culture may therefore be necessary. The organizational culture most recognized by the dental hygienist was hierarchical culture (3.39) and the least recognized was task-orientated culture (2.71). The professional identity of the dental hygienist was 3.75 and the organizational commitment was 2.98. Correlation analysis was conducted to investigate the relationship between dental organization culture type, professional dental hygienist identity, and organizational commitment. As a result, professional identity and organizational commitment showed positive(+) correlation with innovation oriented culture and relationship oriented culture. Among the organizational culture types, relationship-orientated culture (p<0.001) and innovation-orientated culture (p=0.006) were significant influences on organizational commitment, and professional identity did not have a significant influence. The regression model was found to be statistically appropriate (F=11.857, p<0.001) and the model explaining power was 14.9%. These results suggest that efforts to create a relationship-orientated culture and an innovation-orientated culture and to reduce the hierarchical culture can be a strategy to enhance the organizational commitment and the professional identity of dental hygienists.