• Journal of Distribution Science
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• v.13 no.7
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• pp.63-71
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• 2015

Purpose - The characteristics of the modern management environment in Korea clearly involve the limitations of knowledge management, globalization, changes in industrial structures, polarization of the economy, consumption, and education, and the demand for creative management. To achieve a continuous competitive advantage for individuals as well as organizations, Wisdom Management can be said to be a paradigm for the current environment. The Research is an alternative to environmental management in the early study of the need to conceptualize the theoretical approach to wisdom management. In other words, it presents a new management paradigm for a business environment of uncertainty and unpredictability. Furthermore, it aims to propose Wisdom Management as an alternative in the modern management environment as well as a topic of discourse. Its purpose is to provide basic knowledge to people who study and practice in this field to strengthen the competitiveness of individuals and companies. Research design, data, and methodology - This paper first provides six characteristics of the current management environment at home and abroad. It then attempts to emphasize the necessity of wisdom based on such characteristics by classifying wisdom according to recent management study research. This allows the derivation of definitions of wisdom management, suggesting its components and properties. Results - The six characteristics of the modern business environment are: 1) limits of knowledge, 2) intensifying globalized competition, 3) changes in industry structure - IoT (Internet of all Things) trend, 4) serious polarization and social unrest diffusion, 5) personal and organizational competitiveness creativity requirements, and 6) domestic special national and social situations. Therefore, accordingly, wisdom can be defined and classified as: wisdom that offers potential integration beyond knowledge, practicing and maintaining knowledge wisdom as an efficient strategy for an organization wisdom as a decision-making process that addresses ambivalence wisdom as the pursuit of common goods based on ethics; and, wisdom as creativity that involves intuition and insight. This paper attempts to define Wisdom Management in accordance with these definitions of wisdom. Wisdom Management is a management system that is awareof the current environment given in the multidimensional perspective, achieves the efficiency of the organization and the goals of common good through an uncertain decision-making process, based on the organization of individual and organizational knowledge, and the internal experiences and resources. Wisdom Management components include human beings, virtue, knowledge, creativity, and ambivalent thinking. Its properties include intentionality, self-destructiveness, creative and ethical reflexivity, complexity, insight, unpredictability, ambivalence, and wholeness. Conclusions - Since all organizations face the limitations of their environment, crises, and opportunities, applying wisdom in management to develop as Wisdom Management can be an inevitable alternative to the uncertainties of the management environment faced by modern society. The conceptualization of Wisdom Management forms a valuable context to further advance knowledge management theory into practice. It is also a cornerstone of strategic management and can provide insight into its potential for success and implementation.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.8
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• pp.5522-5533
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• 2015

This study analyzes the effect of leadership styles (transformational leadership, transactional leadership, and servant leadership) of CEOs at small and medium-sized enterprises on the organizational effectiveness of the employees (organizational commitment and organizational citizenship behavior). A survey was conducted on 573 employees of domestic small and medium-sized enterprises in the electric, electronic, and IT industries, and the data was used to perform statistical analysis. As the result, charisma of transformational leadership, individual consideration, emotional healing of servant leadership, wisdom, and stewardship were shown to have positive effect on the organizational commitment. Furthermore, charisma of transformational leadership, exceptional management of transactional leadership, wisdom of servant leadership, and stewardship were shown to have positive effect on organizational citizenship behavior.

• Human Ecology Research
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• v.55 no.6
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• pp.649-659
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• 2017

This study investigated the effect of a child care center directors' work stress and awareness of their servant leadership on burnout. The subjects of this study were 200 child care center directors in Incheon. They responded to 'Work Stress Scale', 'Maslach Burnout Inventory (MBI)', 'Servant Leadership Scale'. There were five subscales of Servant Leadership Scale (altruistic calling, emotional healing, wisdom, persuasive mapping, and organizational stewardship). Data were analyzed by frequency, percentage, mean, standard deviation, Pearson's correlation and hierarchical regression. Moderating effects were examined using analysis procedures of Baron and Kenny. The major results were as follows. First, child care center directors' burnout and work stress were positively correlated. Child care center directors' burnout and awareness of their servant leadership (emotional healing, wisdom, persuasive mapping, and organizational stewardship) was negatively correlated. Second, child care center directors' work stress, emotional healing, persuasive mapping and organizational stewardship affected their burnout. This means that the work stress of child care center directors increases their burnout. However, the child care center director's servant leadership is a factor in reducing burnout. Third, child care center directors' work stress and organizational stewardship had an interaction effect on burnout. The results suggests that child care center directors' organizational stewardship needs to be considered as an important factor for decreasing their own burnout. We also discussed implications and suggestions for future research and policy makers.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.549-561
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• 2021

This study aims to identify the role of organizational behavior and intellectual capital on risk management implementation and Village Credit Institutions (called LPD) performance. The LPD population is 1,256 units spread across nine districts/cities in Bali. This research was conducted at the LPD as the only microfinance institution based on local wisdom in traditional villages in Bali Province, Indonesia. Based on sampling using the Slovin method, there were 139 LPD as sampled in this study. The respondent in this study was the Head of the LPD. LPD performance measurement is using the balanced scorecard method that combines financial and non-financial aspects. This study also investigates risk management's role as a mediator in the relationship between organizational behavior and intellectual capital on the LPD performance. Methods of data collection using a survey. The questionnaire was given to 139 LPD chairman who was respondents in this survey. The data analysis technique used SEM-PLS. This study succeeded in confirming Resource-Based View Theory that organizational behavior and intellectual capital affect risk management and organization performance. These results also prove risk management's role as a mediation for the relationship between organizational behavior and intellectual capital on organizational performance.

• Journal of Industrial Convergence
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• v.2 no.1
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• pp.47-72
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• 2004

The study has tried to address particular situations relating to HRM. In my paper I give suggestions based on the present state of Korean Corporations. They are from 2 view points. These view points include the level of vertical fitness as a basic task of strategic human resource management and the level of empowerment to the line managers. This study could be defined by examining the following question: What are the contingent factors and organizational policies that enable us to foresee levels of strategic integration and empowerment? We seem to require the wisdom of human resource management for establishing the foundation of presenting a standard.

• Management Science and Financial Engineering
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• v.8 no.1
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• pp.21-38
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• 2002

Rapid advances in information technology(IT) and telecommunication systems impact the number and quality of decision-making in organizations. Specifically, middle mangers must posses or develop the creativity necessary for survival in a constantly changing and volatile business environment. While tradition and conventional wisdom tell us that a middle managers role centers on control and monitoring, todays competitive arena has spun out a new managerial requirement developing and maintaining an innovative attitude. Problematically, most previous research has focused on the issue of changing decision authority (i. e. centralization/decentralization). Moreover, much previous research has also largely ignored environmental changes exposing new roles that middle managers have assumed. This study explores the means of identifying middle managerial roles, managerial possibilities involving the growing popularity of open systems through electronic brainstorming, and an adaptation and development of Diffusion Theory and attempt to counter criticism leveled at the theory's inability to provide an adequate explanation for diffusion of complex organizational technology. This paper develops three ideas: 1) Introducing the 'Chasing Curve' as a theoretical background. 2) Suggesting a new methodology using electronic brainstorming for analyzing the gap between Knowing (the perceived importance of middle managers' roles) and Doing (the degree of current status of middle managers' roles), which we term the 'Spiral Gap Analysis Model'. 3) Identifying a feedback system for minimizing the Knowing - Doing gap, aimed at development of IT strategic priority decision support, which we call this the 'Star Process'.

• Asia pacific journal of information systems
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• v.18 no.4
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• pp.57-81
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• 2008

Knowledge is an essential strategic weapon for sustaining competitive advantage and is the key determinant for organizational growth. When knowledge is shared and disseminated throughout the organization, it increases an organization's value by providing the ability to respond to new and unusual situations. The growing importance of knowledge as a critical resource has forced executives to pay attention to their organizational knowledge. Organizations are increasingly undertaking knowledge management initiatives and making significant investments. Knowledge sourcing is considered as the first important step in effective knowledge management. Most firms continue to make an effort to realize the benefits of knowledge management by using various knowledge sources effectively. Appropriate knowledge sourcing strategies enable organizations to create, acquire, and access knowledge in a timely manner by reducing search and transfer costs, which result in better firm performance. In response, the knowledge management literature has devoted substantial attention to the analysis of knowledge sourcing strategies. Many studies have categorized knowledge sourcing strategies into intemal- and external-oriented. Internal-oriented sourcing strategy attempts to increase firm performance by integrating knowledge within the boundary of the firm. On the contrary, external-oriented strategy attempts to bring knowledge in from outside sources via either acquisition or imitation, and then to transfer that knowledge across to the organization. However, the extant literature on knowledge sourcing strategies focuses primarily on large organizations. Although many studies have clearly highlighted major differences between large and small firms and the need to adopt different strategies for different firm sizes, scant attention has been given to analyzing how knowledge sourcing strategies affect firm performance in small firms and what are the differences between small and large firms in the patterns of knowledge sourcing strategies adoption. This study attempts to advance the current literature by examining the impact of knowledge sourcing strategies on small firm performance from a holistic perspective. By drawing on knowledge based theory from organization science and complementarity theory from the economics literature, this paper is motivated by the following questions: (1) what are the adoption patterns of different knowledge sourcing strategies in small firms (i,e., what sourcing strategies should be adopted and which sourcing strategies work well together in small firms)?; and (2) what are the performance implications of these adoption patterns? In order to answer the questions, this study developed three hypotheses. First hypothesis based on knowledge based theory is that internal-oriented knowledge sourcing is positively associated with small firm performance. Second hypothesis developed on the basis of knowledge based theory is that external-oriented knowledge sourcing is positively associated with small firm performance. The third one based on complementarity theory is that pursuing both internal- and external-oriented knowledge sourcing simultaneously is negatively or less positively associated with small firm performance. As a sampling frame, 700 firms were identified from the Annual Corporation Report in Korea. Survey questionnaires were mailed to owners or executives who were most erudite about the firm s knowledge sourcing strategies and performance. A total of 188 companies replied, yielding a response rate of 26.8%. Due to incomplete data, 12 responses were eliminated, leaving 176 responses for the final analysis. Since all independent variables were measured using continuous variables, supermodularity function was used to test the hypotheses based on the cross partial derivative of payoff function. The results indicated no significant impact of internal-oriented sourcing strategies while positive impact of external-oriented sourcing strategy on small firm performance. This intriguing result could be explained on the basis of various resource and capital constraints of small firms. Small firms typically have restricted financial and human resources. They do not have enough assets to always develop knowledge internally. Another possible explanation is competency traps or core rigidities. Building up a knowledge base based on internal knowledge creates core competences, but at the same time, excessive internal focused knowledge exploration leads to behaviors blind to other knowledge. Interestingly, this study found that Internal- and external-oriented knowledge sourcing strategies had a substitutive relationship, which was inconsistent with previous studies that suggested complementary relationship between them. This result might be explained using organizational identification theory. Internal organizational members may perceive external knowledge as a threat, and tend to ignore knowledge from external sources because they prefer to maintain their own knowledge, legitimacy, and homogeneous attitudes. Therefore, integrating knowledge from internal and external sources might not be effective, resulting in failure of improvements of firm performance. Another possible explanation is small firms resource and capital constraints and lack of management expertise and absorptive capacity. Although the integration of different knowledge sources is critical, high levels of knowledge sourcing in many areas are quite expensive and so are often unrealistic for small enterprises. This study provides several implications for research as well as practice. First this study extends the existing knowledge by examining the substitutability (and complementarity) of knowledge sourcing strategies. Most prior studies have tended to investigate the independent effects of these strategies on performance without considering their combined impacts. Furthermore, this study tests complementarity based on the productivity approach that has been considered as a definitive test method for complementarity. Second, this study sheds new light on knowledge management research by identifying the relationship between knowledge sourcing strategies and small firm performance. Most current literature has insisted complementary relationship between knowledge sourcing strategies on the basis of data from large firms. Contrary to the conventional wisdom, this study identifies substitutive relationship between knowledge sourcing strategies using data from small firms. Third, implications for practice highlight that managers of small firms should focus on knowledge sourcing from external-oriented strategies. Moreover, adoption of both sourcing strategies simultaneousiy impedes small firm performance.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.9
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• pp.142-149
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• 2019

In the early 2000s, the Korean government first attempted to acquire nuclear-powered submarines as strategic assets. Acquisition of nuclear-powered submarines must overcome the challenges of the initial costs and operating costs of trillions of US dollars per ship, must be agreed to by the international community (including neighboring countries) and in a national consensus, and must have an established technical infrastructure (including manpower). The US navy has been working with governments that want to acquire nuclear propulsion warships since the 1950s, and in 1982, they enacted an executive order called the United States Naval Nuclear Propulsion Program to consolidate efforts and prepare for the future, which sets out the organizational structure, authority, and responsibilities of US governmental management, and integrates national efforts. This paper is to gain valuable wisdom from the U.S. Naval Nuclear Propulsion Program by analyzing all of its histories and contributions, thereby providing valuable lessons for a future program in Korea. It might not be possible to follow the U.S.A. one-on-one because of the scale of national and military forces, but at least we can avoid time and effort spent on trial and error.