• Journal of International Area Studies (JIAS)
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• v.22 no.3
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• pp.133-164
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• 2018

What is the impact of intercultural understanding and communication on a 'foreign' company's performance? We suggest that a firm's localization is a bilateral process requiring mutual understanding and respect of the foreign and indigenous cultures. To assess this argument, we investigate the relationship between mutual understanding (measured by power distance, communication satisfaction, and cross-cultural understanding) on organizational performance at Korean firms employing Indonesian workers in Indonesia. Survey and statistical results indicate that firm performance was negatively affected by power distance and positively affected by cross-cultural understanding. The results suggest a new perspective on enhancing the organization's performance for overseas operations. While it is necessary for Korean investors to understand local culture, educating local managers on Korean culture better enhances organizational performance.

• Journal of Venture Innovation
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• v.6 no.3
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• pp.149-164
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• 2023

Today, when innovation and creativity become increasingly important, management of human resources is a key factor for corporate performance and competitive advantage. Corporate are implementing and introducing various types of support methods for members to achieve goals and improve organizational performance. Organizational culture and organizational trust affect the cognitive and emotional state of members. Furthermore, it can bring about changes in organizational performance such as job stress and job satisfaction. From an institutional point of view, work-life balance is also a major factor affecting organizational performance. The imbalance between work and life leads to a decline in organizational performance, such as decreased morale and dissatisfaction with work. In relation to work-life balance, the low birth rate problem intensified and the importance began to emerge. Therefore, the government has implemented various policy support for workers' work-life balance, and the "52-hour workweek" is a representative example. This study analyzed the effect of organizational culture applying the competitive value model on workers' job stress. In addition, the mediating effects of overtime work per week and organizational trust were analyzed. Job stress corresponds to a prerequisite stage that affects job commitment, job satisfaction, and turnover intention. However, research measuring job stress by organizational performance is insufficient. In addition, there are few studies analyzing the relationship between overtime and organizational performance. Considering this, it is necessary to understand the influence relationship. The results of the study are as follows. First, a hierarchical culture increases the job stress of workers. On the other hand, innovation-oriented, relationship-oriented, and competition-oriented corporate culture reduce job stress. Second, a hierarchical culture has reduced trust in the organization, and other organizational cultures have increased trust in the organization. Third, relationship-oriented and competition-oriented organizational culture reduced overtime. Innovation-oriented, hierarchical-oriented culture increased overtime Fourth, organizational trust and overtime have the effect of mediating organizational culture and job stress. Based on these analysis results, this study presented academic and political implications.

• The Journal of Asian Finance, Economics and Business
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• v.5 no.2
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• pp.119-128
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• 2018

A primary goal of transnationals is to offer their vision for selling products or services so that they are relevant to local cultures. The purpose of this study is to provide a solution for how transnational companies face various environments and how they can utilize and overcome them and survive strategically. This study will present strategic recommendations for transnational organizations. First, transnational organizations should identify the core areas where organizational can invest or allocate its precious resources to get full advantage of the attractive opportunities form the market and focus on building strong networks with the key stakeholders. Second, they should manage the knowledge flows and provide strategic direction in cooperative venture for the long term successful future and ensure that every department has an effective coordination with other departments in order to bring about the organizational change. Lastly, they should overcome the challenges managers face in a transnational business environment when companies expand their operations into international markets. The managers need to assess the organization's strengths and weaknesses and evaluate different forces which are present in the external environment. And then, Managers have to ensure that the company has sufficient resources, core competencies and capabilities.

• Journal of the Korean Society for Library and Information Science
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• v.44 no.4
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• pp.115-130
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• 2010

In the archival field, the last decade has witnessed much discussion on archives' broad responsibilities for social memory. Considering that the social role of archives has stemmed from postmodern thinking suggests a paradigm shift from viewing archives as static recorded objects to viewing them as dynamic evidence of human memory. The modern archives and archivists are products of nineteenth-century positivism, limiting their function to archiving written documents within stable organizations. The new thoughts on the social role of archives provide a chance to realize that traditional archival practices have preserved only a sliver of organizational memory, thus ignoring fluid records of human activities and memory. Archival description is the primary method for users to access materials in archives. Thus, it can determine how archival materials will be used (or not used). The traditional archival description works as the representation of archival materials and is directly projected from the hierarchy of organizational documents. This paper argues that archivists will need to redefine archival description to be more sensitive to atypical types of archival materials from various cultural contexts. This paper surveys the postmodern approaches to archival concepts in relation to descriptive practices. It also examines some issues related to representing historically marginalized groups in archival description who were previously neglected in traditional archival practices.

• The Journal of Industrial Distribution & Business
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• v.12 no.9
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• pp.19-29
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• 2021

Purpose: To thrive a competitive advantage in the highly competitive global market, a company must establish a strong startup culture, which creates a workplace environment that values innovation and creativity in solving business-related problems. This study investigates the importance of enhancing startup culture in a competitive environment to improve organizational performance, production and hence produce higher returns. Research design, data and methodology: We conducted the qualitative content analysis and its steps seek to ensure that the researcher adheres to a systematic analysis of the data. The method is used for subjective examination of content in any text data and the five steps minimize cases of errors or repetition in used content. Results: Our investigation based on previous literature resources indicates that leading strategies and creating a pleasant working environment are vital behaviors that companies should consider adopting and implementing to achieve a beneficial startup culture full of productivity and massive returns. Conclusion: This research aimed to discuss the necessity of startup culture's enhancement for for-profit companies and found that the adoption of a startup culture in a company is critical to its success. It is vital to building a solid startup culture to grow and gain a competitive advantage in the highly competitive business world.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.21 no.11
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• pp.715-727
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• 2020

For the empirical analysis in this study, 335 cabin crews from large airline companies and budget airlines were interviewed using self-reporting questionnaires. The data was analyzed using the SPSS 23.0 and AMOS 23.0. First, of the organizational culture types, the relationship-oriented culture, hierarchy-oriented culture, and task-oriented culture were found to have negative impacts on job stress. Second, the innovation-oriented organizational culture, relationship-oriented culture, and hierarchy-oriented culture were found to have positive impacts on empowerment. Third, empowerment was found to have a negative impact on job stress. Fourth, as for the mediating effect of empowerment, the innovation-oriented culture, relationship-oriented culture, hierarchy-oriented culture, and task-oriented culture were verified to be all significantly mediated by empowerment in their relationship with job stress. As a result, it was shown that cabin crews of airline companies found their work more fun, interesting, and valuable in an organizational structure that was more oriented toward flexibility, rather than the hierarchical, task-oriented cultures that are more focused on control and order. It was also found that empowerment was a mediating factor in the relationship between organizational culture and job stress.

• Journal of Digital Convergence
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• v.16 no.9
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• pp.99-106
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• 2018

The purpose of this study is to verify the effect of organizational culture on job satisfaction and to explore the moderating effect of locus of control. The study examined adhocracy culture among organizational cultures and divided into internals and externals for moderating effect of locus of control. The data analysis was used to SAS Ver 9.4 and PLS Ver 3.0. The test was conducted by 283 employees working at large, small-medium company and public enterprise in Mongolia. The results indicate that the positive adhocracy culture and job satisfaction were statistically supported. And this study found that internals moderating roles in the relationship between adhocracy culture and job satisfaction. Based on the findings of this study, the study presented managerial implications and suggestions for future studies.

• Asia pacific journal of information systems
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• v.20 no.3
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• pp.1-32
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• 2010

The implementation of Knowledge Management Systems does not guarantee knowledge sharing within organizations because knowledge sharing cannot be mandated. Although previous investigations have attempted to identify the motivational factors that facilitate knowledge sharing, the results of these studies cannot be easily applied across organizations due to the highly context specific nature of knowledge sharing. Societal culture, as well as organizational culture, affects knowledge sharing behavior. This is why successful knowledge sharing initiatives in the United States, for example, may prove ineffective in another country with a very different culture like China. Therefore, it is clearly important to understand the effects of different societal cultures on individuals' knowledge sharing behaviors. The principal objective of this study is to deepen our understanding about the impact of national culture on an individual's knowledge sharing intention. In order to achieve this goal, field data was collected from 197 employees from a variety of companies and organizations in two countries-Sweden and China. In a collectivistic culture such as China, anticipated reciprocal relationships have been shown to directly affect individuals' attitudes toward knowledge sharing, and the organizational climate has also been shown to affect subjective norms to a significant degree. Subjective norms can influence intentions to share knowledge indirectly through attitudes. In the highly individualistic culture of Sweden, one's sense of self worth and anticipated reciprocal relationships have been shown to profoundly affect individuals' attitudes towards knowledge sharing. In both countries, anticipated extrinsic rewards have been shown to exert no detectable effects on respondents' knowledge sharing attitudes, and subjective norms and organizational climate have been determined not to affect knowledge sharing intentions directly. Rather, in both cases, knowledge sharing intentions have been shown to be directly affected by attitude.

• The Journal of Information Systems
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• v.20 no.4
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• pp.49-72
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• 2011

Business Process Change(BPC) is regarded as a salient factor to improve an organizations' efficiency in the current fast-changing business environment. Despite the tremendous popularity and great potential, the field of BPC adoption is littered with remarkable failures. Consequently, there have been many studies that have tried to identify the environmental factors that lead to successful BPC. However, most of them have not considered the effect of the interaction between the environmental factors on BPC success. 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 type of BPC and the organization's culture on the success of BPC. Organization's 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 the organization adopts the improvement project which accompanies only small changes or it adopts the innovation project which leads to critical changes. Thus, we analyzed the effect of the fit between the organization's culture and its BPC 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 innovation project and the organization having homogeneous culture practicing the improvement project resulted in the excellent BPC success.

• International Area Studies Review
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• v.12 no.3
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• pp.391-415
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• 2008

This paper adopts a present basis of research on the Chinese characteristic culture of enterprise, phenomenon of learning, learning attitude and transferring of learning attitude, and forms a research model and hypothesis. There are three different types of Chinese enterprises basined on the research of Chinese intellectuals: legalistic organization, the ethic organization culture and seeking development organization culture, from which the legalistic organization culture has positive influence on the people level learning and structure level learning by the test of hypothesis. Ethnic organizational cultural has positive influence on the organization level; however, it never has any contributions to the people leanings. Seeking development organization culture benefits a lot to the people leanings, but it never has any positive influence on the organizational cultures.