• Knowledge Management Research
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• v.17 no.3
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• pp.227-248
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• 2016

Customer satisfaction dominates research on customer-firm performance relationships; however, with a few exceptions, the authors of most prior studies did not examine the possibility that an organizations' customer relationship management can increase its knowledge management. Building on previous literature of information processing theory and transaction cost perspective, this paper investigates the effect of various characteristics of customer relationship an organization cultivates on its own innovativeness. Specifically, we identify closeness, communication, sympathy as three critical components of managing customer relationship. Data from a multi-informant survey conducted to 442 organizations in Korean bank industry show that an organization's relationship with its customers has significant effects on its innovativeness. This study highlights the importance of customer relationship in terms of enhancing innovations, and helps to explain interactive effects among customer relationship, organizational learning, and innovativeness.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.25 no.2
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• pp.48-62
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• 2017

The purpose of this study was to analyze the influence of self-leadership of Korean aircraft mechanics on organizational effectiveness and to investigate whether safety culture has mediating effect. The theory of leadership, which has emerged since the 1940s, has been an important and key research issue in the social sciences for the last decade and has evolved as a brand-new theory through the theory of characteristics, the theory of behavior, and the theory of situation. The new leadership theory has been extended to charismatic leadership, transformative leadership, empowerment leadership, super leadership, and self-leadership of organizational members as a new flow leadership. On the other hand, there was a precedent study on the relationship between leadership and safety culture, and this study started with interest in the relationship between self-leadership, safety culture and organizational effectiveness. As a result, safety culture has been proved to play an moderating variable in the relationship between self-leadership of Korean aircraft mechanics and organizational effectiveness. Especially, among the sub-factors of the self-leadership, self-goal setting, self-reward, and natural reward have been shown to affect organizational effectiveness in combination with the sub-factors of the safety culture, learning culture and flexible culture.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.909-918
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• 2020

This study, not only investigates the important role of lifelong learning in shaping young people's knowledge and in maximizing their potential, but also aims to shed light on the influencing factors of lifelong learning of young people in Vietnam. The author applied STATA and SPSS to analyze quantitative data collected from questionnaires with 332 respondents aged between 19 years old and 24 years old. Based on a holistic review of literature, this study concludes that four driver factors affect young people's lifelong learning ability, comprising: organizational culture, motivation, human resource development, and domestic private type of enterprise. The results emphasize the positivity of organizational culture, human resource development, and the nature of work, especially organizational culture and human resource development, which are dominant reasons for young people to maintain lifelong learning. The relationship between demographics and lifelong learning was tested and it indicated that male has a stronger interest in learning than female. The result of the study also shows the impact of different types of business sectors on employees' learning intentions. It points out that the domestic private type of enterprise is the most effective factor that has a positive relationship with the lifelong learning of the individual.

• Knowledge Management Research
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• v.19 no.3
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• pp.173-187
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• 2018

This study was aimed at suggesting an integrative framework for creating collective intelligence and enhancing group performance after reviewing previous studies including those related to learning organizations, organizational learning, knowledge management, and collective intelligence. In the first, we examined that the similarities and differences between collective intelligence and other similar concepts, such as learning organizations, organizational learning, and knowledge management. Next, an integrative framework for creating collective intelligence and channeling it into strong group performance were suggested. In this process, we reviewed conditions for creating collective intelligence and segmented the major variables as expectancy, valence, and instrumentality, according to Vroom's (1964) expectancy theory. Characteristics of problems and the roles of leaders were respectively considered as valence for inducing collaboration and expectancy for managing probability to achieve goals. Instrumental factors were also adopted from conditions for creating group intelligence suggested from several researchers, such as creativity, openness, willingness for working together, horizontal communication, centralization in decision making, and building effective information and communication technology system and active usage of it. We discussed two potentially disputable matters about the scope and level of collective intelligence and group performance and suggest several theoretical and practical implications in the Discussion.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.993-1001
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• 2021

This study aims to determine the factors influencing student performance using the teaching and learning process through e-learning based on the unified theory of acceptance and use technology (UTAUT). This study also sets out to propose additional variables to expand the UTAUT model to be more suitable to use in higher education. This research conducted a literature review, expert interviews, and a self-administered survey involving 200 students at tertiary institutions in Riau province, Indonesia. The questionnaire data were analyzed using SmartPLS 2. This study shows that UTAUT constructs, namely, social influence, facility conditions, and effort expectancy have a significant influence on student behavior and performance, while the performance expectancy variable shows no significant effect. The additional variables, including lecturer characteristics, external motivation, and organizational structure, directly affect student performance. However, concerning student behavior, motivation and environment are the only variables with a significant effect. The results of this study suggest the behavior deteminant such as lecturer characteristics, motivation and environment, and organizational structure improve student performance. This study investigates factors affecting the performance of university students through the learning employing e-learning by developing the UTAUT constructs to include the lecturer characteristics, motivation and environment, and organizational structure in improving student performance.

• Asia Marketing Journal
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• v.19 no.3
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• pp.75-98
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• 2017

Our study is trying to investigate the perceived training effectiveness by applying the theory of planned behavior (TPB) and Technological Acceptance Model (TAM) and intend to examine the effects of individual differences on perceived training effectiveness and performance of individuals. The main purpose is to evaluate the perceived training effectiveness, and role of individual differences in terms of learning. The results of this study supported all the hypothesis that participants with higher level of creative self-efficacy, intrinsic motivation, creativity and emotional intelligence (EI) will have greater inclinations to learn. Results showed that perceive training effectiveness is positively related to training transfer and training transfer increase the performance of individuals. Study results significantly agree with the theory of planned behavior (TPB) which was applied to measure the perceived training effectiveness and suggest trainee's perception of usefulness, ease and benefits enhance learning dimensions of participants that make any program effective. The study has highlighted a number of issues that influence the perceived training effectiveness.

• Journal of Korea Technology Innovation Society
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• v.9 no.1
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• pp.149-174
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• 2006

Although conceptual and empirical researches on the technological learning is increasing rapidly, a few empirical researches of technological learning processes have been undertaken, taking into account a reality of learning processes of a firm. In order to analyze the learning processes of technological knowledges, based on integrative organizational learning theory, this study investigated technological learning processes by analyzing 13 technology development projects of one company with case study research design. Results of the empirical analyses suggested two taxonomy of technological learning processes. First are tour group of technological learning processes derived by the dimension of flow of cognitive and behavioral learning which is explained by the technological competency level of a firm. The other is two group of technological learning processes derived by the dimension of relative difficulty of cognitive and behavioral learning which is explained by the technology characteristics. Finally, the managerial implications for effective management of technological learning and limitations are discussed.

• Knowledge Management Research
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• v.11 no.4
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• pp.41-66
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• 2010

This research examines the effect of the relatedness and the gap between Resources and mechanisms on effectiveness of inter-organizational knowledge transfer. According to the literature, there has been a competing theory between two claims; one is that inter-organizational knowledge transfer will be more effective due to the reduction of the transaction cost as the relatedness increases. And the other is that the mutual complementarity of different organizational characteristics will increase synergy. In total, the relatedness and the gap of the Resource and mechanism makes the inverted U-shaped relationship with the inter-organizational knowledge transfer. As the result of empirical analysis about 109 Korean-based Joint Ventures entered country, it shows that the relatedness of parent company's production Resources, learning mechanisms, and coordination mechanisms made the inverted U-shaped relations with the inter-organizational knowledge transfer and the gap of production Resources and adjustment mechanism formed the same relationship. However, the U-shaped relationship has been established in the relatedness of market Resources, but the gap of market Resources and the learning mechanism was not statistically significant. Through this study, I can draw a best conclusion that the inter-organizational knowledge transfer will be more effective when the relatedness and the gap of management resources and mechanisms is in optimal level. However, when it comes to market Resources, it can be inferred that the result could be the opposite because the partner country's market environment would be different.

• Journal of Information Technology Applications and Management
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• v.17 no.2
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• pp.19-45
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• 2010

This research has analyzed the differentiated influence of organizational variables(an organization's learning culture and organizational support networks) and personal variables(the individual's motivation to learn and self-efficacy) on the process of gaining and using of knowledge. These two variables have been regarded as the major variables for the successful learning of 6Sigma, according to Social Cognitive Theory. In addition, this research has proven the role structure of the abovementioned two variables through a suitable methodology(Hierarchical Linear Model). In regard to this methodology, the different hierarchical level of the personal variable and organizational variable was especially focused on, and the effect of interaction between the high level and the low level was considered in detail. Considering the current situation, in that the importance of organizational factor and personal factor has been emphasized but the accurate role of each variable has not been verified, the research model is thought to help to establish an effective strategy to implement 6 Sigma.

• International Journal of Contents
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• v.6 no.3
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• pp.65-70
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• 2010

This paper addresses the importance of knowledge management (KM) and the relationship of that theory when applied to improving interior design organizational performance in four areas: people, processes, design products, and organizational performance. Included is the way knowledge theory manifests in three different professional settings: coaching and training, designing, and service settings. Knowledge management, although well established in interior design services, requires effort in coaching and training as motivation is a critical variable. Whereas, strategies for knowledge management vary from industry to industry given diversity in situational variables, knowledge in each professional setting can be significantly aided by capturing and storing empirical, tacit, and explicit information, providing real-time electronic storage and retrieval of information [5] and consistent with transformational theory, through opening communication channels across the full range of the organization, inspiring and motivating individuals, and aligning all members of the organization toward a common vision [8]. Professional settings discussed in this paper are:(a)an learning organization enumerated in KM; (b)designing factors for managing knowledge theory themes; and (c)service, effective, efficient, and innovative KM application that is relevant to the process of developing effective KM for interior design service organizations. Folded within each will be a discussion on KM's impacts on visions, strategies, costs, and organizational performance. It has reiterated the impact of KM on one level might lead to synergistic impacts on another. Thus, KM has the potential to produce several interconnected impacts on people, design products, processes, and organizations.