• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.2
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• pp.51-61
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• 2018

As Korean society becomes more matured, more people consider trust valuable, as a social capital. Researchers introduced trust literatures focusing on public policy, sociology than business. In this paper, it is empirically analyzed how Organizational Justice, Shared Values, Organizational Trust, 3 dimensions of social capital explained by Nahapiet & Ghoshall, together with Job Satisfaction and Innovative Behavior, as a proxy of performance at the organizational level. The results of this study are as below. Firstly Organizational Justice, consisted of 4 sub-variables of Distributional Justice, Procedural Justice, Interpersonal Justice and Informational Justice, classified by Colquitt, affects Job Satisfaction positively. Secondly Shared Values, consisted of 2 sub-variables of CEO's Core Value and Organizational Culture, availing Competing Value Model of Cameron & Quinn, affect Job Satisfaction positively. Thirdly Job Satisfaction, consisted of 2 sub-variables of economical satisfaction and self-efficacy, affects Innovative Behavior positively. Lastly Organizational Trust has mediating effect on the relationship between Job Satisfaction and Innovative Behavior. However, while the direct effect of Job Satisfaction on Innovative Behavior shows 69%, the indirect effect of Organizational Trust on Innovative Behavior shows 31%, which may not be ignorable. Furthermore in case of smaller organization with less than 30 members, the indirect effect of Organizational Trust shows 64%, comparing to 36% of direct effect of Job Satisfaction. This study was able to confirm that organizations need to maintain Organizational Trust as much as they strive to increase Job Satisfaction through securing Organizational Justice and Shared Values in order to effectively increase Innovative Behavior. For small organizations with less than 30 members, they can never achieve Innovative Behavior without Organizational Trust. Conclusively it is acknowledged that Organizational Trust is the most important prior condition for innovation and long-term survival of SME ventures.

• Journal of the military operations research society of Korea
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• v.35 no.3
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• pp.157-176
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• 2009

The main purpose of this study is to investigate the relationships among individual career management behavior, organizational career management help and organizational commitment based on psychological contract. The research model takes multi-dimensional perspective. The empirical study has been done using data collected from 360 military officers. The research findings are as follows: First, individual career management behavior is directly linked to the experience of organizational career management help. Second, both individual and organizational career management behaviors are connected to organizational commitment. Especially, career help from military organizations is closely related to affective commitment. Third, psychological contract fulfillment plays a key role in mediating the relationship between organizational career management help and affective commitment. These findings provide some support for the dimensional effects of individual career management behavior on organizational career management, psychological contract fulfillment and organizational commitment in military sector.

• Journal of Distribution Science
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• v.13 no.6
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• pp.105-118
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• 2015

Purpose - Currently, strengthening small and medium-sized enterprises (SME) in terms of competitiveness is a key economic issue. However, the problem is that many SMEs lack the internal competence required to cope with a rapidly changing market structure. Such problems can act as an obstacle to economic development, yet most SMEs in Korea are dealing with this problem today. A company's source of competitive advantage is changing from quantity to quality, facility to knowledge, and hardwork to creativity. Under such circumstances, a company should place learning and sharing of knowledge and continuously creating new knowledge as its priority. This study aims to identify the effect of a chief executive officer's (CEO) compassion and forgiveness - positive factors in organizational emotion - on learning organization activities and organizational performance, through a theoretical comparison. Research design, data, and methodology - For this study, SMEs based in Daejeon and Chungcheong area were selected. To secure credibility of the data, the subjects were selected among those who have been working at the business for six months or longer. The survey was conducted for 30 days from March 5, 2015 to April 5, 2015. Both offline and online surveys were conducted. Fifty companies were chosen and 700 questionnaires were distributed, with 506 used for analysis. Fifty subject companies (25 from Daejeon, 10 from Chungnam, 10 from Chungbuk, and five from Sejong) were selected and the objective, target, and survey content were explained to a manager at each company either face-to-face or on the phone. Of the total of 700 questionnaires distributed via mail or e-mail, 78.6% or 550 copies were returned. Excluding 44 insufficient questionnaires, the remainder, 506 questionnaires, were used for analysis. Results - This study analyzed how the CEO's compassion and forgiveness affects learning organization activities and organizational performance. First, compassion of the CEO at the SMEs directly affected the learning organization activities and indirectly affected the organizational performance. Second, forgiveness of the CEO at the SMEs did not affect the learning organization activities and organizational performance directly or indirectly. Conclusions - The study conclusions are as follows. First, CEO compassionate behavior at the SMEs was a significant variable that directly and indirectly affected learning organization activities and organizational performance. Therefore, the CEO of an SME can create a positive organizational atmosphere through compassionate behaviors in the organization. Second, the forgiving behavior of the CEO did not have direct or indirect effects on learning organization activities and organizational performance. However, the reason for a CEO to continue his or her forgiving behavior is because it strengthens employee resilience, commitment, and self-efficacy to protect the organization from negative influences such as layoffs, risks, and wrongdoings. The action of forgiveness does not have direct or indirect effects. However, the CEO shall continue such behavior to strengthen members' physiological resilience, commitment, and self - effectiveness, and to protect the organization from risks including layoff and external negative factors.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.2
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• pp.235-247
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• 2019

In order to achieve the results that are appropriate for the purpose of the enterprise, it is important to comprehensively understand the behaviors within the roles of the members of the organization and actions outside the roles. However, there have been relatively few studies on corporate social responsibility (CSR) among the existing studies that have been conducted to date. In particular, organizational citizenship behavior, a voluntary commitment by organizational members, is perceived as a very effective way of enhancing corporate performance, but studies on organizational citizenship behavior based on corporate social responsibility have rarely been conducted. In recent years, domestic companies have recognized social responsibility as an activity rather than an additional activity. Therefore, it is very meaningful to look at the organizational performance by examining the factors that make up this social responsibility from the perspective of the company. It is considered a task. In order to demonstrate this, this study collected 303 data from a business incubator center operated by universities and public institutions nationwide and used a total of 303 samples. As a result of the verification, the wages received by the members of the organization did not affect the organizational commitment, and the working hours and the working environment affected the organizational commitment. In addition, corporate social responsibility has an effect on organizational trust in the marketing side. Organizational commitment and organizational trust were studied to positively affect organizational citizenship behavior. In addition, this study divides the degree of perception of social responsibility of the organizational members into the high recognition group and the low recognition group and analyzed whether there is a difference in the level of organizational citizenship behavior according to the employment type (regular and irregular workers) The results of this study are as follows.

• Journal of Industrial Convergence
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• v.7 no.1
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• pp.1-20
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• 2009

The purpose of this study is to examine the relationship between organizational citizeship behavior and justice perceptions. The empirical results have indicated that the justice factors affect on the organizational citizenship behavior. Implications and limitations are discussed.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.22 no.1
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• pp.299-304
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• 2021

The purpose of this study is to understand the effect of physical therapist's vocational consciousness and emotional labor on organizational performance. The subjects of this study are physical therapists working in a total of 8 hospitals in Seoul from May 25, 2019 to June 30, 2019: 2 private hospitals, 2 semi-general hospitals, 2 general hospitals, and 2 university hospitals. It was conducted with 137 people. For the analysis, the SPSS program was used, frequency analysis, reliability analysis, and correlation analysis were performed, and a regression analysis was performed on the causal relationship between variables. First, as a result of examining the effect of the physical therapist's vocational consciousness on organizational performance, the higher the vocational consciousness factor, the higher the organizational performance, which means that it has a positive and significant effect on organizational performance. Second, as a result of examining the effect of physical therapist's emotional labor on organizational performance, it was found that the surface behavior factor, a sub-factor of emotional labor, had an effect on organizational performance. On the other hand, the factors of inner behavior were found to have no significant effect on organizational performance. This means that the higher the vocational consciousness perceived by the physical therapist, the higher the organizational performance, and the higher the surface behavior of emotional labor, the lower the organizational performance. This study is considered to be the basic data for preparing a plan to improve the organizational performance of physical therapists.

• Korea Journal of Hospital Management
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• v.25 no.1
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• pp.58-72
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• 2020

Purposes: This study aims to investigate the determinants of change-oriented organizational citizenship behavior(CO-OCB) of hospital employees and test the mediating effect of the job satisfaction and organizational commitment on the CO-OCB. Methods: Data were collected from the self-administered questionnaire survey for hospital employees of ten hospitals located in five regions, including Seoul. Out of 1,100 questionnaires which were distributed through the administrative routes, a total of 617 copies were returned(response rate 56.1%) and analyzed by frequency analysis, t-tests, correlation analysis, multiple regression, and path analysis using SPSS 21.0 and AMOS 21.0. Findings: The study results revealed that the explanatory power(56.4%) of the model was most significantly increased by the variables of psychological attributes(R²-change 33,5%). Also, the variables of self-efficacy, followed by hope, the organizational climate for innovation, the psychological safety climate, team-member exchange, and leader-member exchange were found to have positive total effects on CO-OCB, through the mediating variables of job satisfaction and organizational commitment. Practical Implications: The study results imply that, in order to improve the CO-OCB of hospital employees, the administrators have to take the integrated approach considering the various domains of factors including the psychological attributes, job characteristics, interpersonal relations, and organizational climate simultaneously.

• Journal of Digital Convergence
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• v.8 no.4
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• pp.123-136
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• 2010

The purpose of this study examines how the self-leadership in organization affects citizenship behavior and which types(transformational leadership, transactional leadership) of leadership can moderate between self-leadership and organizational citizenship behavior. Hypotheses were tested by surveying 255 employees in small and medium enterprises. we conducted exploratory factor analysis for two constructs(behavioral strategy, cognitive strategy) using oblique rotation method that did not assume independence among the factors and main factors of self-leadership were grouped together by two factors. The results of this study are as followings; First, all factors of self-leadership had a significant positive effect on the organizational citizenship behavior. Second, only transformational leadership moderated between cognitive strategy of self-leadership and organizational citizenship behavior.

• Management & Information Systems Review
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• v.30 no.4
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• pp.441-474
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• 2011

This purpose of this study is to examine the relationships of ethical leader and ethics management system with employees's organizational citizenship behavior and the mechanism underlying these relationships. A questionnaire survey was conducted involving 1,035 full-time employees from large and medium industries in Daegu and Gyeong-buk provinces. Regression analysis was used to test the hypotheses. The results showed that both of ethical leader and ethics management system were positively related with employees's organizational citizenship behavior. As expected, these relationships were mediated by organization-oriented ethical climate and social responsibility-oriented ethical climate respectively. The findings of this study are as followings: First, employees tend to show their pro-social behavior when they perceive their leaders act ethically and ethics management is well institutionalized. Second, building up the organization-oriented ethical climate and social responsibility-oriented ethical climate can be a powerful strategy to enhance employees's organizational citizenship behavior.

• Asia pacific journal of information systems
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• v.13 no.4
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• pp.147-169
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• 2003

Individual adoption and sustained usage of information technology(IT) are crucial prerequisites for exploiting IT as integral components of organizational work. Previous studies on technology adoption in workplace suggest that acceptance behavior is influenced by a variety of factors such as individual differences, social influences, beliefs, attitudes, and situational influences. In this paper, we introduce a research model to predict the usage behavior of intranet in workplace and also explain the causal relationships among variables. Based on the survey of 333 intranet users, this study uses structural equation model with LISREL 8.12. This study suggests several major results from surveys and analysis from them. Perceived use is influenced by intranet experience, task equivocality, organizational support, and perceived ease of use, Experience and organizational support determine perceived ease of use. Task equivocality, task interdependence, and organizational support have positive effects on subjective norm. On the other hand, present usage, which is a dependent variable in this model, is influenced by perceived use, experience, task interdependence, and organizational support.