• Journal of Technology Innovation
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• v.13 no.1
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• pp.193-212
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• 2005

Leader-Member Exchange (LMX) model of leadership has suggested that members within the same work team are differentiated in terms of their level of the quality of leader member relationships. However, the differentiation in leader member relationships has not been examined for its possible team-level effects. In this study, the possible impact of this role differentiation on team members' affective reactions was explored. As hypothesized, teams whose members experienced higher level of LMX tended to have higher overall job satisfaction, organizational commitment, and team efficacy. Contrary to expectation, however, the team-level mean on LMX was not related with team-level variability on LMX. Based on these findings, several theoretical and practical Implications are discussed.

• Asia pacific journal of information systems
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• v.10 no.2
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• pp.97-123
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• 2000

This paper proposes a model for assessing enterprise network maturity. We define maturity in terms of the institutional and member support for the network(organizational maturity) and its technical sophistication(technological maturity), and examine their relationships. We build several hypotheses about the relationships between the maturity types and between the maturity of the network and various organizational factors including industry, size, and performance of the enterprise. We test the hypotheses using data collected from a questionnaire survey with Korean firms. The results show that there is a positive correlation between organizational and technological maturity. It is also found that investment in the network infrastructure has a positive influence on the organizational efficiency. However, it is found that industry type does not affect network utilization, but size does, suggesting that large firms utilize network infrastructure more than small ones do. We also identify various relationships among performance, satisfaction level and the maturity of the enterprise networks. Finally, we provide an overview on the current technological state of the Korean enterprise networks.

• Journal of the Korea Society of Computer and Information
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• v.4 no.1
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• pp.92-98
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• 1999

Interpersonal trust is the mutual "faithfulness" on which all social relationship ultimately depend and applicable to the relations among people rather than to their psychological states taken individually. Recent development in the organizational sciences reflect the importance of interpersonal trust relationships for sustaining individual and organizational effectiveness, researchers have recongnized trust's influence on coordination and control at both institutional and interpersonal levels of organization. Because economic action is embeded within networks of social relationships. researchers have argued that efficiency within complex systems of coordinated action is only possible when interdependent actors work together effectively. Thus, for managers and professionals in organizations, developing and maintaining trust relationship is especially import. The purpose of the present study is to investigate the mechanism of interpersonal trust in the organization. Especially, the major concern of this study is to verify role of interpersonal trust in the member's task behaviork behavior

• The Journal of Asian Finance, Economics and Business
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• v.8 no.10
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• pp.119-128
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• 2021

In the era of industry 4.0 with the robust digital transformation, especially under the trigger of the Covid-19 pandemic, the process of transforming businesses to achieve the desired business performance depends much on the mindset transformation of each member of the organization, beginning with the thoughts of leadership and stakeholders. This study will evaluate the relationship between leadership's strategic reasoning perspectives on employee engagement or commitment and the company's reputation, thereby directly or indirectly affecting organizational performance. The study examines data from 382 companies out of 500 samples in typical industries in Vietnam using the exploratory factor analysis (EFA) and partial least squares structural equation modeling (PLS-SEM) techniques. The results show that holistic thinking is closely related to employee retention and corporate reputation, thereby increasing the business outcomes of the organization, whereas there was no evidence to support analytical thinking in this study. As a consequence, transforming the business to achieve the desired business performance is heavily reliant on changing the mindset of each member of the organization, beginning with the top leaders and influencers of the business. This will assist Vietnamese leaders in gaining a comprehensive understanding of corporate governance and controlling the relationships between organizational constructs.

• International Journal of Internet, Broadcasting and Communication
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• v.12 no.4
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• pp.156-165
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• 2020

We study empirically analyzed the final 216 copies of the responses from SME organization members in Seoul and Gyeonggi regions using statistical programs of SPSS24.0 and AMOS 24.0. In other words, the effect of job satisfaction on the organizational culture and job environment characteristics perceived by members of the organization, and the relationship between job satisfaction and job performance is shown as follows. First, the organizational culture of consensus, development, hierarchy, and rationality was statistically significant in job satisfaction. Therefore, the hypothetical one-man organizational culture was adopted by showing a positive (+) effect on job satisfaction. Second, job environment characteristics such as autonomy in job performance, compensation system, physical environment, and human environment had a positive effect on job satisfaction. That is, the job environment characteristics of hypothesis 2 were adopted as a positive (+) influence relationship on organizational satisfaction. Third, job satisfaction was expressed as a positive (+) influence relationship with job performance, so hypothesis 3 was adopted. As a result of this study, the higher the organizational member's perception of organizational culture and job environment characteristics is, the higher the job satisfaction is, and the improvement in job satisfaction is meaningful in that it provides theoretical and practical implications that indicate job performance.

• Journal of Korean Society for Quality Management
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• v.43 no.1
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• pp.67-84
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• 2015

Purpose: By analyzing what kind of organizational reaction is shown by employees to corporate social responsibility (CSR), I want to propose a plan to maximize achievement(organizational commitment and productive behavior) within corporation. Methods: Regression analysis is used to analyze relationship between CSR awareness and achievement within corporation. Then structural equation model is used to check control effect of corporate member's participation in CSR. Results: It is proved that employee's CSR awareness has positive relationship with organizational commitment and productive behavior. It is shown that when employees have participated in CSR programs directly, effectiveness of relationship was especially higher for Organizational Citizenship Behavior (OCB) and innovative behavior. Conclusion: In order to increase organizational commitment and productive behavior of employees, corporation's social responsibility management, in other words ethical management must be used so their motivation can be increased and so they can directly participate in CSR programs which will increase effectiveness of organization.

• Journal of Digital Convergence
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• v.9 no.3
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• pp.145-163
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• 2011

This study aims to mediating effects of trust on the relationships between R&D organizational culture and organizational- performance. Additionally, This study is to examine the impact of R&D organizational culture to organizational performance. The findings are as follows : First, R&D organizational culture had a significant positive effects on the organizational performance. Second, the mediating effects of trust had a significant effects on all relationships. The means that attaining trust contribute to member's attitude and organization performance, therefore supervisor should make efforts to maintain and enhance trust in organization.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.40 no.3
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• pp.123-137
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• 2017

Competitiveness of small and medium companies often rely on the competency of their employees. Many employees however try to move to better environments if possible, which results in high uncertainty in maintaining solid human resources. The purpose of this paper is to investigate the influencing factors of turnover intention and organizational loyalty of the early experienced, especially three to five years experienced, employees in the small and medium enterprises. A survey had been conducted using both LMX (Leader Member eXchange) and TMX (Team Member eXchange) as an effort to test the impact of strategic human resource management factors on turnover intension and organizational loyalty. It has been observed that the level of LMX is critical on the turnover intension, while the levels of LMX and TMX are positively related to the organizational loyalty. Especially significant mediation effect affects on the organizational loyalty for TMX via LMX in the serial structure. The human resource management factors become effective under the circumstances where leader and team members exchange activities are activated. These findings can be used in reducing turnover intention and increasing organizational loyalty of early experienced employees by enhancing the leadership training of middle level managers of the small and medium enterprises organizations. Besides, a set of active communication channels should be provided for the young employees so that they can share their work experiences and difficulties within the organization. The key results of this study may help the practitioners set up a management plan to maintain a low turnover rate for their organizations.

• The Journal of the Korea Contents Association
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• v.15 no.4
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• pp.420-430
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• 2015

This paper investigates the relationships between leader-member exchange(LMX), perceived team efficacy, and organizational citizenship behavior(OCBI, OCBO) in the Korea Post. Also the study investigates the moderator effect of leader integrity and the mediator effect of perceived team efficacy in the relationships between LMX and OCB(OCBI, OCBO). The multiple regression analysis were employed to test the hypotheses. The main finding of this study was as follows: First, LMX had a positive effect on the perceived team efficacy. Second, the perceived team efficacy had a positive impact on OCB(OCBI, OCBO). Third, the perceived team efficacy completely mediated effect on the relationship between LMX and OCBI. Also the perceived team efficacy partially mediated effect on the relationship between LMX and OCBO. Fourth, the positive relationships between LMX and OCB(OCBI, OCBO) were stronger when leader integrity was high rather than low. In particular, this review concludes with implications for future research, limitations of this study, and practical application.

• Human Ecology Research
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• v.60 no.1
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• pp.131-145
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• 2022

The purpose of this study was to reveal the effects of sales services and organizational member relationships of fashion brand salespersons on job performance and job satisfaction, as well as how job performance, job satisfaction, salesperson services, and organizational member relationships differ according to the sales career and job position. The data were collected by administering a questionnaire to fashion brand salespeople in Gwangju from September to October 2020. Using 235 responses, the data were analyzed with SPSS 27.0 for frequency analysis, reliability analysis, t-test, factor analysis, and regression analysis. The research results were as follows. First, the basic services of the salesperson comprised factors such as 'consideration and convenience', 'appearance and dress', and 'kindness and greeting', which are considered better variables to explain job performance than job satisfaction. Second, the salesperson's professional service consisted of 'fashion product knowledge', 'professional self-management', and 'store display technology' factors, which are good variables to predict job performance. Third, the relationship between the members of a salesperson's organization consists of factors such as 'headquarters relations', 'colleague relations', and 'emotional labor', which was better for explaining job satisfaction than job performance. Fourth, depending on the position, professional salespeople exhibited significantly higher values in job performance, basic and professional services of salespersons, and 'headquarters relations' factors, whereas there were no significant differences in job satisfaction, 'colleague relations' and 'emotional labor'. Lastly, the more sales career, the higher the job performance, and the basic services, professional services, and 'headquarters relations' factors of salespeople were also good.