• Knowledge Management Research
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• v.14 no.2
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• pp.89-116
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• 2013

The purpose of this research was to investigate relations among empowering leadership, knowledge sharing, intrinsic motivation and trust on supervisors. In addition, the purpose of this study was to investigate if trust on supervisors would mediate the effect of empowering leadership on outcome variables. A research model and hypotheses were developed to examine the theoretical research questions. To test the model proposed, survey data from 44 companies in various industries were collected by distributing 510 questionnaires to team member. The final set of data utilized to test hypotheses included 470 responses. The empirical results of the analysis are as follow. Empowering leadership was shown to influence followers' knowledge sharing. Meantime, empowering leadership was influencing intrinsic motivation and it was positively related to followers' trust on their supervisors. Finally, trust on supervisors partially mediated between empowering leadership and outcome variables. We found that empowering leadership was an important factor in a way that it closely related to variables of organizational competency, such as knowledge sharing, intrinsic motivation and trust in organization.

• Journal of Information Management
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• v.39 no.1
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• pp.1-25
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• 2008

As scholarly information environment rapidly changes, library consortia for electronic journal licensing come to require strategies to better address service needs of member institutions as well as to take parts in more progressive initiatives. This study aims to develop a more future-oriented and progressive business model for electronic journal licensing consortia. The model is based on three pillars: strategies for responding to immediate needs; long-term strategies for leading change; and organizational infrastructure.

• The Journal of Industrial Distribution & Business
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• v.15 no.4
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• pp.19-26
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• 2024

Purpose: The present research encircled on a systematic view of leadership in sports, an area that can be used to boost the skilling of employees. Four specific managerial development tools have been formulated during this research based on relevant materials studied in the previous section. Research design, data and methodology: This research used the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) standards to systematically search for, screen, and synthesize relevant past research on using sports leadership principles for team member development. Results: The findings in this research offer four staff leadership development program ideas that are unique and beneficial for firms looking to foster the development of strong leaders. By deploying sport-based principles and methodology, these approaches can solve the limitations of conventional leadership development programs. This will demonstrate how each plan can help HR managers develop the appropriate strategies for their companies. Conclusions: In sum, this research suggests that by incorporating time-honored principles of sports leadership, these models will provide HR managers with an excellent arsenal of tools for developing a generation of leaders endowed with the skills, mindset, and resilience required to ensure the organization's prosperity under the most adverse conditions.

• Asia pacific journal of information systems
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• v.20 no.4
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• pp.53-79
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• 2010

The study was originated from recognition that project participants' satisfaction should be Improved to raise project performance and to make progress of a successful project since the above dissatisfaction was operated as a danger factor of the project. The study selected one large-scale sample project and attempted measuring characteristics of the project, participants' satisfaction and project performance with the whole project participants. The study analyzed correlations between individual level (team members) and group level (development team), and examined what effect a sub project manager under complicated hierarchical organization of the large-scale project, namely PL (project leader)'s leadership style had on each individual project participant's satisfaction and what effect project uncertainty in organization/technology environment had on project participants' satisfaction and project performance. The study verified that development team (group) had an effect on team member (individual)-level project participants' satisfaction by disclosing that there was a significant dispersion among groups within project participants' satisfaction by each individual. It is analyzed that it is necessary to make improvement through approach by each pertinent team to raise individual-level project participants' satisfaction. The study also verified PL's ideal leadership under strict methodology and hierarchical control of the large-scale project. Based on the verification of the hypotheses, the results of the analysis were produced as follows. First, the development team affects the satisfaction level that an individual has when he/she participates in a project. This suggests that the satisfaction with project participation should be improved at the team level. In addition, the project management style and leadership orientation of the manager of a sub project who is mostly affected by the team proved to have a direct influence on the satisfaction with project participation and project performances. Second, both the performance-oriented leadership and the relationship-oriented leadership of the PL of the development team were verified to have a significant effect on the satisfaction of the team members associated with project participation. In other words, when the team members recognize that the PL of the development team shows both the performance-oriented leadership and the relationship-oriented leadership, their satisfaction with project participation increases accordingly. Third, it was verified that the uncertainty of the organizational environment significantly affects the satisfaction level when the PL of the development team exerts a relationship-oriented and performance-oriented leadership. The higher the uncertainty of the organizational environment is, the more the satisfaction with project participation decreases whereas the relationship-oriented leadership has a more positive effect on the satisfaction than the performance-oriented leadership style. Fourth, when the PL of the development team exerts the relationship-related and performance-related leadership, the uncertainty of the technological environment has a significant influence on the satisfaction level. The higher the uncertainty of the technological environment is, the more the satisfaction with project participation decreases whereas the performance-oriented leadership has a more positive effect on the satisfaction than the relationship-oriented leadership style. The result of the research on the uncertainty of the project environment suggests that when the development team leader exerts a relationship-oriented and performance-oriented leadership style, the uncertainty of the organizational environment has a significant effect on the satisfaction with project participation; the higher the uncertainty of the organizational environment, the more the satisfaction level decreases, and the relationship-oriented leadership style affects the satisfaction level more positively than the performance-oriented leadership style. In addition, when the development team leader displays a relationship-oriented and performance-oriented leadership style, the uncertainty of the technological environment has a significant effect on the satisfaction with project participation; the higher the uncertainty of the technological environment. the more the satisfaction level decreases. The performance-oriented leadership style as well affects the satisfaction level more positively than the relationship-oriented leadership style. Based on the above results, the research provides the following implications when handling multiple concurrent projects. First, the satisfaction with the participation in the multiple concurrent projects needs to be enhanced at the team (group) level. Second. the manager of the project team, particularly the middle managers should have both a performance-oriented and relationship (task and human)-oriented attitude and exert a consolidated leadership in order to improve the satisfaction of team members with project participation and their performances. Third, as the uncertainty factor of the technological and organizational environment among the characteristics factors of the project has room for methodological improvement depending on one's effort even though there are some complications, we need to continuously prevent and control the risks resulting from the uncertainties of the technological and organizational environment of the project in order to enhance the satisfaction of project participation and project performances. Fourth, the performance (task)-oriented leadership is required when there is uncertainty in a technological environment while the relationship (human)-oriented leadership is required when there is uncertainty in an organizational environment. This research has the following limitations. First, this research intended to select one large-sized sample project and measure the project characteristics, the satisfaction of all the participants associated with project participation, and their performances. Therefore, it is inappropriate to generalize and apply the result of this result onto other numerous projects. Second, as this case study entailed a survey to measure the characteristics factors and performance of the project, since the result value was based on the perception of project team members, the data may have insufficient objectivity. Third, though this research targeted on all the project participants, some development teams did not provide sufficient data and questionnaires were collected from some specific development teams among the 23 development teams, causing a significant deviation in the response rate among the development teams. Therefore, we need to continuously conduct the follow-up researches making comparisons among the multiple projects, and centering on the characteristics factors of the project and its satisfaction level.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.19 no.3
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• pp.139-153
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• 2024

The importance of sustainable growth and cost reduction has increased globally, leading to the expansion of outsourcing by companies. Additionally, the spread of the platform economy has brought changes in the way we work, and the online outsourcing market, where tasks are mediated through platforms, is growing. Academically, while research on general outsourcing is actively conducted, studies on online outsourcing are relatively insufficient compared to its actual utilization. This study aims to analyze the factors and performance factors of online outsourcing utilization by startups, to identify the effects and concerns of using online outsourcing from multiple perspectives, and to suggest the roles of various stakeholders for effective utilization and industry development. For the research, a survey was conducted with 281 employees of startups who have experience in using online outsourcing, and the main findings are as follows. First, the enhancement of efficiency, profitability, and innovation through the use of online outsourcing positively affects organizational commitment and job satisfaction of startup members. Especially, the improvement of efficiency due to the use of online outsourcing has a significant effect on enhancing job satisfaction. Second, concerns about the burden of online outsourcing fees or uncertain outcomes negatively affect organizational commitment and job satisfaction. Third, there are perceptual differences in the motivations and performance regarding the utilization of online outsourcing depending on the job position. Practitioners perceive that the use of online outsourcing increases organizational commitment, whereas managers have relatively higher concerns about the uncertainty of outsourced task outcomes and information security. Through this study, the possibility that human resource shortages and employee management issues in startups can be improved through online outsourcing was confirmed. By verifying the influence of various factors of online outsourcing utilization, this study also provides meaningful implications for establishing business strategies for online outsourcing intermediary platform companies and for formulating startup support policies by government and other startup support organizations.

• Management & Information Systems Review
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• v.29 no.4
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• pp.187-205
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• 2010

Empirical study comparing the leadership styles of women an men is a popular on management in organization. Consistent with study comparing women and men on many organizational behavior, I have identified that leadership style from survey. The this study examined follower's perception of the women and men the leadership in organization. More specifically, I examined how male and female follower evaluated the leadership style and effectiveness of women and man, how these evaluations were affected by the degree of stereotypes of the followers toward gender roles, finally the variables affecting the evaluation of the leadership effectiveness. Total 158 follower's participated in this survey to explore these research questions. The results that female evaluator were evaluated higher in the transformational leadership than male evaluator, while the evaluation for man leader was higher than the woman leader in terms of the transactional and task-oriented leadership style. Also, another analysis the gender difference of the organizational member revealed that woman leader better than man was higher leader relational and transformational leadership. However, both male and female followers who were no gender-difference in decision making work, interpersonal work, relation coordination work, consulting work.

• The Journal of the Korea Contents Association
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• v.10 no.3
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• pp.337-346
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• 2010

The purpose of this study is to explore how security science graduates in casinos are socialized into the workplace. Participants for this study were seven security guards who work for two of three casinos for foreign customers in the city of Seoul. All the participants majored in the security science in colleges. They had 1 to 5 years of work experience. Their main job responsibilities were deterrent to crimes and watch for impending danger in the casinos. A variety of qualitative data collection techniques for this study included formal and informal interviews, stimulated-recall interview, observations, and field notes. Analytic induction and constant comparison were utilized to analyze data. Triangulating and member checks were employed to enhance trustworthiness. The findings of this study were as follow: Firstly, In acculturation, sports experience and media attraction were revealed as factors. Secondly, In professional socialization, college education and senior students in the program were found. Lastly, organizational socialization, Difficulty of relationship, lack of risk management training, lack of team cohesion, pride himself as a security guard, and unclear evaluation system. In conclusion, a variety of influential factors appeared through his occupational socialization even though there were negative and positive factors.

• The Journal of the Korea Contents Association
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• v.22 no.5
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• pp.214-222
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• 2022

It is important to realize employment equality to fulfill corporate social responsibility. The most suitable indicator for assessing its performance is the gender wage gap. Korea is considered the country with the most severe gender wage gap among OECD member countries, however, studies on the gender wage gap have been mainly attempted to explain in terms of the structure of the labor market, government policies, etc. This study focus on the characteristics of CEO and HR systems among the characteristics of organizations affecting the gender wage gap. The management philosophy sets the direction of organizational decision-making and activates the system. In addition, the HR system enables fair and objective organizational management for members through rules and procedures. However, even in organizations seeking rationalization, minority people may experience discrimination. Moreover, the rational HR system may act as a mechanism to justify discrimination, contrary to existing intentions. This study proposes that in order for the rational HR system to work positively, it must be based on the management philosophy. In other words, it is intended to derive a mechanism that can alleviate the gender wage gap from the integrated perspective of the characteristics of the CEO and the rational HR system. In particular, it aims to provide specific implications for how the organization should operate the HR system by examining the gender wage gap based on internal factors of companies that utilize manpower.

• Journal of Distribution Science
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• v.9 no.4
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• pp.63-73
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• 2011

The relationship between buyers and sellers is changing into a long-term relationship. A number of distribution channel researchers have determined that the behavior of distribution channel members can be characterized by relational exchanges. The members of relational distribution channels may be perceived as strategic partners; however, even within these arrangements, member asymmetries may exist, which can create unequal distributions of power and dependence. Thus, as all distribution channel members may not be equal in power, it is possible that a less-dependent channel leader may emerge. Therefore, leadership in distribution channels is a very important variable. Distribution channel leadership can be defined as the activities undertaken by the distribution channel leader to influence the marketing programs and strategies of channel members. A distribution channel's performance is influenced by the leadership style of the channel leader. Although research on channel leadership styles can be broadly categorized, many researchers have dealt with analyzing distribution channel leadership by using the power-influence approach, which includes looking at variables, such as power, power base, and influence strategies. Moreover, they have examined the direct relationship between leadership styles and performance. Many distribution channel scholars have attempted to justify the application of leadership styles identified in alternative leadership theories to the inter-organizational context of distribution channels. They have made suggestions regarding how great the usefulness of leadership style as a strategy is to secure the compliance of distribution channel members and have conceptually and empirically linked it to channel-related phenomena, such as manifest conflict, cooperation, channel efficiency, and effectiveness. However, as few empirical studies have examined the antecedents and consequences of leadership styles, research on leadership style can be considered nascent. Thus, it is required to investigate the antecedents and consequences of the leadership style of a distribution channel leader. This study aims to empirically identify whether there are influences of the antecedents of leadership on two different leadership styles, and to reveal whether these leadership styles induce any consequences. The research subjects were 220 franchisees. Research findings are as follows: First, the results show a positive effect of technological capability on transformational relationships. However, it does not have a significant effect on transactional leadership. Second, innovation-oriented organizational culture has negatively influenced both leaderships. However, task-oriented organizational culture positively and significantly influenced both forms of leadership. Third, the ethics of leaders has influenced both leadership styles positively and significantly. Fourth, regarding consequences, transformational leadership strengthens financial performances, whereas it weakens relational citizenship behaviors. However, transactional leadership positively influences relational citizenship behavior whilst negatively affecting financial performance.

• Journal of the Korea Convergence Society
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• v.6 no.4
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• pp.33-40
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• 2015

According to arriving convergence environment which can create new value-added converged between industry and ICT technology, It has made economic growth and improve the quality of life. However this convergence environment provide not only advantage but also various security problems resulting from generating converged security threats. For resolving this security problem, we need to approach to security problem in the integrated view not the fragmentary view which cover only technical approach. So This study developed security governance framework which can manage trustful security governance in multidimensional view which cover strategy, managerial/operational and technical view. Therefore this framework can construct trustful security management system which can help top management team to engage in security management directly and organizational member to perform security activities and have responsibility for themselves as suggesting single standard for security management.