• Journal of the Korea Convergence Society
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• v.10 no.7
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• pp.183-189
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• 2019

The change to the horizontal structure of the modern corporate management environment requires joint efforts and cooperation to share responsibility and purpose and to increase positive mutual influence in order to achieve the corporate goal beyond the individual capacity of the organizational members. In order to achieve the purpose of the organization, the organizational structure in which various members share information and aim at collective leadership is more effective than the structure concentrated on one individual (leader). This study was to examine the effectiveness of shared leadership, and to investigate the causal relationship and effect of shared leadership, organizational trust, and job performance. As a result of the analysis, shared leadership had a positive effect on organizational trust, and organizational trust had a positive effect on job performance. This means that high trust in organization has a positive effect on performance.This study is meaningful in that it examines the difference between shared leadership and existing leadership types that have not been studied yet.

• Management & Information Systems Review
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• v.4
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• pp.225-255
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• 2000

The basic purpose of this research is to analyse a relationship between the integration level of AMT(ILAMT) and manufacturing performance (cost, quality, flexibility, delivery) and to identify the moderating effects of organizational structure in the relationship. First research question(hypothesis 1) was to examine the relationship between ILAMT and manufacturing performance. We tested this question using simple regression analysis. All of the correlation were positive and significant at the level of 1%(two-tail test). Therefore, hypothesis 1 was supported by the results. It means that firms that have high ILAMT are to exhibit high level of all manufacturing performance(cost, flexibility, quality, delivery). Namely, It is that the integration of AMT can solve the trade-off among manufacturing performance. Second research question (hypothesis 2) was to identify the moderating effects of organizational structure on the relationship between ILAMT and manufacturing performance. we tested this question using moderated regression analysis. According to the results, hypothesis 2 was partially supported. In other words, formalization and decentralization were accepted, but complexity was rejected. It means that firms with high ILAMT and an organic organizational structure are more likely to exhibit high level of manufacturing performance. To the practitioners, this research provided the answer to what they ought to do make AMT work in their organizations. To increase the effectiveness of AMT, first of all, they should take notice of the importance of integrated use of AMT, and the implementation of AMT should take into consideration the characteristics of organizational structure manufacturing strategy so that the effect of AMT may be multiplied by using AMT.

• Journal of Global Scholars of Marketing Science
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• v.10
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• pp.139-164
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• 2002

Market orientation emphasizes the capability of a firm to learn customers, competitors, and inter-functional coordination and to use this market intelligence of creating superior value in the marketplace. In recent years, academic and practitioner interest has focused on market orientation and factors that engender this orientation in organizations. Although the merits of maintaining organizational learning have been extensively discussed in the literature, little studies examine the empirical link between market orientation and organizational learning which has a strong relation with it. The objective of this study is to assess the relationship between organizational commitment, market orientation, and organizational learning and presents more close a relational structure. The relationships between organizational commitment(OC), market orientation (MO), and organizational learning(OL) were analysed by structural equation modelling. a structure of OC-MO-OL is supported by our research and past literatures.

• Journal of Technology Innovation
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• v.10 no.1
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• pp.148-173
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• 2002

This study examines the impact of the Internet on the organizational innovation. With the introduction of digital technology, the entire organizational process and structure is now being restructured. The purpose of this study is to develop a framework to help classify the organizational innovations and understand organizational innovation processes. This study suggests that the wide diffusion of digital technology has affected the modularization of the organizational routines and processes. The modularization of knowledge and organization give rise to a new organizational architecture, a modular architecture. In the Fordist regime, the characteristics of organizations were depicted as vertically integrated and tightly coupled system. The organizational processes and routines were tightly linked and integrated. However, the diffusion of Internet, which has a tendency to disassemble this tightly coupled system, has resulted in the emergence of loosely coupled and vertically disintegrated system. Eventually the modular architectures are emerging as a new organizational paradigm in the post-Fordist regime. In this study, the modes of organizational innovation is classified as follows. If the organizational innovation enhances both existing organizational components and tile tightly coupled architecture, it is incremental innovation (Mode 1): if it destroys both existing components and the tightly coupled architecture, it is radical innovation (Mode 4): however if only the tightly coupled architecture is transformed into the modular architecture and the codification of organizational component is enhanced, the innovation is architectural (Mode 3). The last one is component innovation (Mode 2), in which existing organizational components are destroyed but tightly coupled architecture is enhanced. It is argued that the organizational innovation process follows Mode I$\longrightarrow$ Mode II $\longrightarrow$ Mode III $\longrightarrow$ Mode IV in order.

• The Journal of the Korea Contents Association
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• v.11 no.7
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• pp.448-457
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• 2011

The purpose of this research investigates the relationship among followership, organizational cynicism, and organizational citizenship behavior in Hotel employee. The data are analyzed by such frequency analysis, exploratory factor analysis, reliability analysis, confirmatory factor analysis, covariance structure analysis. The SPSS 10.1 and AMOS 4.0 for Windows program was used to investigate material. The major finding and implication can be summarized as follow: First, the analysis on relationship between followership and organizational cynicism revealed that critical thinking and active participation dimensions of but enthusiasm dimension of followership has not affected organizational citizenship behavior. Second, the analysis on relationship between organizational cynicism and organizational citizenship behavior revealed that organizational cynicism affects organizational citizenship behavior.

• Knowledge Management Research
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• v.21 no.1
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• pp.41-59
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• 2020

This explorative study examines the difference in firm performance according to the adoption of the core technology of the Fourth industrial revolution, including artificial intelligence(AI), internet of things (IoT), cloud computing, and big data technology. Additionally, we investigate the importance of internal organizational structure exclusively responsible for information security. We analyze unique microdata offered by the Korea Information Society Development Institute to examine the impact of the adoption of the new technologies and the existence of organizational structure for information protection on firm performance, i.e., firm sales. By considering the core information technology as powerful knowledge assets, we argue that the adoption of such technology leads firms to have comparative advantage comparing to the competitors. Also, we emphasize the need to consider the organizational structure suitable for information security, which can become a structural asset of a firm.

• Culinary science and hospitality research
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• v.13 no.4
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• pp.305-316
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• 2007

This paper examines that a desirable organizational structure for a security policy in ubiquitous environments that are based on users' need to know and do their tasks in organizations. Tasks are a common entity which already exit and relate directly to both users(who are assigned to tasks and to information required for the completion of a task). Ubiquitous is highlighted as IT paradigm of the future generation. We propose a security model, called the Ubiquitous Group Security Model(UGSM), which associates with a task of processing the information which users need to know. The access type specification restricts the operations that users are permitted to perform, as defined by users' need to do for achieving their tasks in organizations.

• International Journal of Contents
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• v.7 no.4
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• pp.90-97
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• 2011

This study identifies how management theory and philosophy work in conjunction with and support one another as both are critical to understanding leadership concepts and viewing the design organization holistically in terms of organizational behavior and performance. This paper analyses data from an in-depth single-case study at management in interior design organization in Korea. Two new 'most efficient and effective way' to achieve the goals of the design organization has been launched. The first was organizational behavior and performance, and the second a needed new paradigm of management skills. Organizational culture affects organizational effectiveness in design because it can (a) provide an organization with a competitive advantage, (b) improve the way an organizational structure works, and (c) increase the motivation of designers to pursue organizational interests. Moreover, the result of research creates paradigm of thinking that how leaders in the design organization need to focus on innovative and strategic systems to gain competitive advantage and enter global markets; a key inter-organizational cooperation strategy to achieve a targeted goal.

• Journal of Agricultural Extension & Community Development
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• v.15 no.2
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• pp.325-338
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• 2008

The objective of this study was to develop the strategies for enhancing activities of the "Korean Rural Leaders' Association" to foster the voluntary leadership in rural area. Literature review and questionnaire survey were carried out. The results of the study were as follows: Firstly, for enhancing the organizational competency, it was regarded as the important components that developing an organizational vision, improvement of structure and functions, promotion of the organizational management efficiency including human resource, securing new members and establishment of organizational culture. And secondly, for accelerating the organizational activities, it was expected to give more concern to such activities as public services, spokesman's role for the farmers, organizational / international cooperations and research at central level of the association.

• Asia pacific journal of information systems
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• v.20 no.4
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• pp.101-123
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• 2010

Recently, firms are operating a number of teams to accomplish organizational performance. Especially, ad hoc teams like proposal preparation team are quite different from permanent teams like R&D team in the sense of how the team forms network structure and deals with organizational learning culture and knowledge management participation efforts. Moreover, depending on the team characteristics, individual creativity will differ from each other, which will lead to organizational performance eventually. Previous studies in the field of creativity are lacking in this issue. So main objectives of this study are organized as follows. First, the issue of how to improve individual creativity and organizational performance will be analyzed empirically. This issue will be performed depending on team characteristics such as ad hoc team and permanent team. Antecedents adopted for this research objective are cultural and knowledge factors such as organizational learning culture, and knowledge management participation. Second, the network structure such as degree centrality, and structural hole is used to analyze its influence on individual creativity and organizational performance. SI (System Integration) companies are facing severely tough requirements from clients to submit very creative proposals. Also, R&D teams are widely accepted as relatively creative teams because their responsibilities are focused on suggesting innovative techniques to make their companies remain competitive in the market. SI teams are usually ad hoc, while R&D teams are permanent on an average. By taking advantage of these characteristics of the two kinds of teams, we will prove the validity of the proposed research questions. To obtain the survey data, we accessed 7 SI teams (74 members), and 6 R&D teams (63 members), collecting 137 valid questionnaires. PLS technique was applied to analyze the survey data. Results are as follows. First, in case of SI teams, organizational learning culture affects individual creativity significantly. Meanwhile, knowledge management participation has a significant influence on Individual creativity for the permanent teams. Second, degree centrality Influences individual creativity significantly in case of SI teams. This is comparable with the fact that structural hole has a significant impact on individual creativity for the R&D teams. Practical implications can be summarized as follows: First, network structure of ad hoc team should be designed differently from one of permanent team. Ad hoc team is supposed to show a high creativity in a rather short period, implying that network density among team members should be improved, and those members with high degree centrality should be encouraged to show their Individual creativity and take a leading role by allowing them to get heavily engaged in knowledge sharing and diffusion. In contrast, permanent team should be designed to take advantage of structural hole instead of focusing on network density. Since structural hole can be utilized very effectively in the permanent team, strong arbitrators' merits in the permanent team will increase and therefore helps increase both network efficiency and effectiveness too. In this way, individual creativity in the permanent team is likely to lead to organizational creativity in a seamless way. Second, way of Increasing individual creativity should be sought from the perspective of organizational culture and knowledge management. Organization is supposed to provide a cultural atmosphere in which Innovative idea suggestions and active discussion among team members are encouraged. In this way, trust builds up among team members, facilitating the formation of organizational learning culture. Third, in the ad hoc team, organizational looming culture should be built such a way that individual creativity can grow up fast in a rather short period. Since time is tight, reasonable compensation policy, leader's Initiatives, and learning culture formation should be done In a short period so that mutual trust is built among members quickly, and necessary knowledge and information can be learnt rapidly. Fourth, in the permanent team, it should be kept in mind that the degree of participation in knowledge management determines level of Individual creativity. Therefore, the team ought to facilitate knowledge circulation process such as knowledge creation, storage, sharing, utilization, and learning among team members, which will lead to team performance. In this way, firms must control knowledge networks in permanent team and ad hoc team in a way mentioned above so that individual creativity as well as team performance can be maximized.