• Asia Marketing Journal
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• v.17 no.1
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• pp.27-53
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• 2015

Learning organization has been an important issue in both management and marketing areas. Also learning capability is a key construct of innovation process in a firm. Especially, in marketing context, several researchers have studied market-based learning and its relation with performance. Previous studies have shown that market-based learning has a positive impact on overall firm performance. However, there has been inconsistency in the concept of market-based learning itself and its relationships with antecedents and consequences. Given this conflicting and inconsistent results of previous research, this study has two main objectives. First, this paper proposed a conceptual framework that marketbased learning has two types of processes and each types of market-based learning will generate different types of performance. Second, the mediating role of marketing capability in learning-performance link is proposed. The proposed conceptual framework shows that organizations which have marketbased learning for innovation management can enjoy ambidextrous firm performance on both side of effectiveness and efficiency via marketing capability. Moreover our research model proposes key drivers of market based organizational learning.

• 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.

• Journal of Korean Academy of Nursing Administration
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• v.12 no.3
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• pp.385-396
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• 2006

Purpose: This study was a literary investigation in the development of an effective team-raised and cultural nursing organization targeting operating room nurses. This was done by grasping organizational features, different types of nursing organizational culture and team effectiveness, and by analyzing the relationships among variables. Method: The participators were 373 nurses. The data was collected between March 10th and April 28th, 2004. SPSS Win 11.0 program was used for data analysis. Results: Results of this study were as follows: A nursing organization at operating rooms was found to have an organizational culture with the characteristic of a centralized power and hierarchy-oriented organizational culture. With respect to a relationship between operating room organizational characteristics and the types of nursing organizational culture, there was a significant correlation in relationship-oriented culture and innovation-oriented culture. In the relation between the types of operating room organizational culture and team-effectiveness, it showed a significant correlation in team-devotion, peer-groupsatisfactional perception of a team's outcome in decreasing order. Conclusion: The organizational characteristic at operating rooms was power centralization and the culture type was hierarchy-oriented. These are factors that have a negative effect on a team-effectiveness-affecting relationship-oriented culture, innovation-oriented culture and work-oriented culture.

• Journal of Technology Innovation
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• v.1 no.1
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• pp.1-27
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• 1993

• The Korean Journal of Franchise Management
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• v.7 no.2
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• pp.5-14
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• 2016

Purpose - Competitive industry structure and recent economic depression challenge a survival of Korean small- and medium-sized food franchising companies (SMFCs), albeit the explosive growth of the Korean food service industry for last few decades. Against this backdrop, it examines how these SMFCs overcome liabilities of smallness and resource scarcity to strengthen competitive advantage in the market. To tackle this, in this article we focus on corporate entrepreneurship and human resources as a knowledge-based asset for these SMFCs. Furthermore, the ratio of employee turnover is high in SMFCs. We view that such brain-drain may result in poor performance of the Korean SMFCs. As such, we pay attention to the role of organizational commitment to an organization as a solution for enhancing individual-level employees' loyalty toward their organization. Research design, data, and methodology - Our research question is to what extent corporate entrepreneurship (i.e., innovative organizational culture, organizational autonomy, and administrative innovation) affects an individual-level attitude toward the organization and, in turn, employee creativity and satisfaction in the Korean SMFCs context. We collected data from employees in SMFCs for three months. A total of 126 valid questionnaires were collected, and analyzed the data using partial least squares path modeling. Results - The reliable and valid measurement model feed into testing the structural model. Our findings suggest that innovative organizational culture and organizational autonomy positively affect employee commitment. Particularly, organizational autonomy has a greater effect than innovative culture on employee commitment. However, the relationship between administrative innovation and employee commitment is not significant. We also find that employee commitment positively affects both employee creativity and satisfaction. Conclusions - Our contribution to the existing franchising business and management literature is twofold. First, the conceptual model includes three antecedents in the organizational entrepreneurship dimension to organizational commitment. Second, we conceptualize organizational commitment as employee commitment, and validate its impact on employee creativity and job satisfaction at an individual performance level. Overall, this article suggests that it is critically important for the Korean SMFCs to develop corporate entrepreneurship in order to facilitate employees' positive attitudes toward their organizations.

• STI Policy Review
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• v.3 no.2
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• pp.130-151
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• 2012

Fraunhofer was founded in 1949 and grew into Europe's largest application-oriented research organization. Fraunhofer currently employs over 20,000 members in Germany, is internationally networked, and manages an R&D budget of over 1,8 Billion Euros per year. An important step for Fraunhofer to become an integral component of the German innovation system was the introduction of the Fraunhofer Model of financing based on a performance-related system of financial management. The underlying model of the allocation and distribution of public funding to Fraunhofer that is subsequently allotted to specific research groups is one of the success factors of Fraunhofer. Fraunhofer is proud of its decentralized organizational model. Fraunhofer is comprised of 60 Institutes in Germany working in different fields, under one legal framework, and with a strong brand value. Every Fraunhofer Institute is affiliated with a German University and every institute director simultaneously holds a chair at the affiliated university. It is a challenge for the headquarter organization to balance the intended competition of individual Fraunhofer Institutes with complementarity cooperation in science among Fraunhofer-Institutes, especially when coming from different knowledge domains; however, this goal results in a significant advantage. The unique strengths of Fraunhofer offer system solutions in a world with increasingly complex R&D challenges. While growing to become the largest organization on Europe to focus on applied research it is the challenge to remain an agile organization that is flexible in organizational structure. Fraunhofer has reached a well-recognized position in the European innovation landscape. It is often referred to by science and governments as a role model for innovation policy and a key element of the latest successes in the German economy that has recovered quicker from the latest economic crisis than most other western economies. The paper explains Fraunhofer as an organizational paradigm and its underlying management model to elaborate on the challenges of managing a research organization. We wish to show how it is possible to transfer the management model and philosophy of Fraunhofer to innovation systems with different framework conditions and challenges. A universal conclusion may be drawn based on the description of Fraunhofer; however, changes in existing structures and innovation systems cannot be implemented over night.

• Journal of Technology Innovation
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• v.14 no.2
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• pp.29-48
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• 2006

This paper analyzes organizational behavior of an established firm when disruptive innovation, a change in product architecture, occurs on a previous product. For the analysis, the paper analyzes and compares the behavior of an established fm through product trajectories between NEC (an established firm) and Toshiba (a new entrance) in the Japanese laptop computers industry. An established firm that has developed and produced a previous product is difficult in adapting to a disruptive innovation due to accumulated immense knowledge through a previous product. By using regression model in the product trajectory analysis, the paper analyzes the behavior of established firms. Product trajectory means a pattern of product strategy shown in a series of products. Two facts found in the paper are as follows. First, though NEC was able to develop a laptop computer at the same time with Toshiba, it was restricted by the resources of a previous product in the early stage. Second, possibility of teaming trap in the adapting process was found. The paper found the risk that too much commitment in one evolution stage would prohibit the adapting behavior in the next evolution stage.

• Asian Journal of Innovation and Policy
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• v.1 no.1
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• pp.92-115
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• 2012

The problem Japanese universities face is exactly the same as that of German universities: no international recognition in world rankings of universities despite their high levels of postwar economic and technological developments. This was indeed one reason why world-class Japanese firms, such as Toyota and Sony, have avoided working closely with Japanese universities for R&D partnership and new technology commercialization. To resolve this problem, the Japanese government has continuously implemented aggressive policies of the internationalization, privatization, liberalization, and privatization of universities since the onset of the economic recession in 1989 in order to revitalize the Japanese economy through radical innovation projects between universities and firms. National projects of developing medical robots for Japan's ageing society are some of the ambitious examples that emphasize feed-forward learning in innovation. However, this paper argues that none of these programs of fostering university-firm alliances toward feed-forward learning has been successful in promoting the world ranking of Japanese universities, although they showed potentials of reinforcing their conventional strength of introducing $kaizen$ through feedback learning of tacit knowledge. It is therefore argued in this paper that Japanese universities and firms should focus on feedback learning as a way to motivate firm-university R&D alliances.

• Journal of Convergence for Information Technology
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• v.8 no.2
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• pp.219-225
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• 2018

The objectives of this study is to analyze the impact of open information innovation which consisted of external technology acquisition and external technology exploitation on export performance by integrating with strategic alliance factors. This study empirically analyzed six hypotheses in 201 sample using the PLS (Partial Least Square) of the structural equation model to verify the moderating effects of organizational culture on the relationship among open information innovation, strategic alliance and export performance. As a result, external technology acquisition dose not affect strategic alliances. On the other hand, external technology exploitation has a positive impact on strategic alliances. Strategic alliances also have a positive impact on export performance. As a result of the moderating effect analysis, the interaction between organizational culture and external technology acquisition has positively influenced strategic alliances. In addition, the moderating effect of organizational culture and external technology exploitation has a significant effect on strategic alliances. However, moderating effect of organizational culture and strategic alliance dose not affect export performance. This study has a contribution to the analysis of the moderating effects of organizational culture. In the future, integrated analysis of open information innovation and external factors is needed.

• International Journal of Contents
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• v.8 no.1
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• pp.82-87
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• 2012

Organizational improvisation, the convergence of planning and execution, has emerged as an alternative approach to the limitations in strategic planning. Organizational improvisation has a significant impact not only on organizational performance, but also on market orientation, which has emerged as a key issue in the field of technology commercialization. This study investigates both the effect of organizational improvisation on market orientation, as well as the effect of environmental turbulence and time pressure on organizational improvisation. Results show that organizational improvisation has a positive influence on market orientation, with a stronger effect on the diffusion of market information. This is greatly impacted by environmental turbulence and time pressure. As a result, promoting competencies in organizational improvisation at the corporate level is suggested as a significant means to enhance market-oriented organizational innovation.