• Management & Information Systems Review
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• v.14
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• pp.133-149
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• 2004

The purpose of this study is to find and explain the relationships of organizational innovation and organizational change. In order to purse this purpose, an investigation and in-depth analysis of organizational innovation and organizational change, an inevitable ingredient of the organizational dynamics that influence organizational innovativeness, was undertaken. The concept of innovation should be used as the positive concept. Innovativeness is the quasi-concept of innovation when organizational innovation can be meant as the deliberated and planned change, the reference to the difference between organizational innovation and organizational change operates as the same meaning. Organizational change is preconditioned for the structural adjustment, the management system, the adaptive subsystem, so that we will adopt more new ideas to the change of disturbant environment.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.6
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• pp.159-174
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• 2022

Entrepreneurs should continuously invest resource and capital for a long time to get tangible business results. In order to be successful, despite difficulties, it is essential for entrepreneurs to continue entrepreneurial businesses without giving up too early. Thus, it can be said that organizational commitment of entrepreneurs is essential for success. According to previous studies, the organizational commitment of entrepreneurs has a significant effect on organizing, establishments of new firms and new product developments. The purpose of this article is to examine the relationships among learning orientation, innovativeness and organizational commitment of entrepreneurs. Especially, we focus on the mediating effect of innovativeness in the relationship between learning orientation and organizational commitment and the moderating effect of career relevance among the relationships. Based on empirical analysis, we reported the following results. First, learning orientation, innovativeness and career relevance of entrepreneurs had significant positive effects on organizational commitment. Second, it was found that innovativeness of entrepreneurs has a partial mediating effect on the relationship between learning orientation and organizational commitment. Third, using Baron & Kenny's hierarchical multiple regression analysis, we examined the moderating effect of career relevance among the relationships of learning orientation, innovativeness and organizational commitment. Third, because the interaction term was found to be positively significant, it was concluded there is a moderating effect of career relevance between learning orientation and innovativeness. This means, when career relevance was higher than average, the influence of learning orientation on innovation increases even more. Fourth, it was also found there is a moderating effect of career relevance between learning orientation and organizational commitment. However, the results of the mediated moderating effect analysis showed the moderating effect of career relevance between learning orientation and organization commitment is an indirect effect of moderating effect of career relevance between learning orientation and innovativeness mediated by innovativeness.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.2
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• pp.113-126
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• 2023

In this study, a total of two hypotheses were established and tested to find out how entrepreneurship in manufacturing SMEs affects organizational effectiveness through technological innovation. The key results of this paper are as follows. First, it was confirmed that innovativeness, a component of entrepreneurship, did not affect organizational commitment, but it did affect job satisfaction. On the other hand, it was confirmed that proactiveness and risk-taking did not affect both job satisfaction and organizational commitment. Second, process innovation played a mediating role in the relationship between innovativeness and job satisfaction, proactiveness and job satisfaction, and proactiveness and organizational commitment. However, it was confirmed that product innovation did not play a mediating role at all in the relationship between the components of entrepreneurship and the components of organizational effectiveness. This study provided academic and practical implications by identifying the antecedent factors that affect the organizational effectiveness of manufacturing SMEs. From an academic point of view, previous studies did not differentiate by industry or mainly selected and studied sample subjects from industries such as IT, hotel, service, and tourism. However, this study investigated how entrepreneurship affects organizational effectiveness through technological innovation targeting manufacturing SMEs, and provides the research results. In addition, from a practical point of view, manufacturing SMEs need to make efforts to improve workers' proactiveness, innovativeness, and process innovation capabilities in order to improve workers' job satisfaction and organizational commitment.

• Knowledge Management Research
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• v.22 no.1
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• pp.85-103
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• 2021

While there is a rapid transition to smart work due to COVID-19, not many studies have measured the changes in organizational culture after firm-wide institutionalization of smart work. Through a questionnaire and a series of stakeholder interviews, this study examined how and to what extent employees' perception of organizational culture changed after the introduction of smart work in a large leisure service company H in South Korea. The working culture of the organization is measured as the changes in the organizational members' perception on seven dimensions: strategic innovativeness, organizational flexibility, fair human resource management, rational decision making processes, organizational vitality, trustful collaboration, proactive leadership. The results demonstrated that, after the introduction of smart work, the organizational members' perception on strategic innovativeness, organizational flexibility, organizational vitality, trustful collaboration have declined significantly while the changes in fair human resource management, rational decision making processes, and proactive leadership are insignificant. Though found to be insignificant, follow up interviews revealed that participants think that the role of management leadership is very critical for the smart work systems to be institutionalized successfully. While the smart work may have different effects depending upon industry or organizational characteristics, this study present a case for changes in organizational culture after institutionalizing smart work. Implications are discussed with further research issues at the end.

• Journal of Korean Academy of Nursing
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• v.46 no.5
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• pp.697-709
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• 2016

Purpose: This study was conducted to develop and test a structural model of evidence-based practice (EBP) implementation among clinical nurses. The model was based on Melnyk and Fineout-Overholt's Advancing Research and Clinical Practice through Close Collaboration model and Rogers' Diffusion of Innovations theory. Methods: Participants were 410 nurses recruited from ten different tertiary hospitals in Korea. A structured self-report questionnaire was used to assess EBP knowledge/skills, EBP beliefs, EBP attitudes, organizational culture & readiness for EBP, dimensions of a learning organization and organizational innovativeness. Collected data were analyzed using SPSS/WINdows 20.0 and AMOS 20.0 program. Results: The modified research model provided a reasonable fit to the data. Clinical nurses' EBP knowledge/skills, EBP beliefs, and the organizational culture & readiness for EBP had statistically significant positive effects on the implementation of EBP. The impact of EBP attitudes was not significant. The dimensions of the learning organization and organizational innovativeness showed statistically significant negative effects on EBP implementation. These variables explained 32.8% of the variance of EBP implementation among clinical nurses. Conclusion: The findings suggest that not only individual nurses' knowledge/skills of and beliefs about EBP but organizational EBP culture should be strengthened to promote clinical nurses' EBP implementation.

• Journal of Korea Society of Industrial Information Systems
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• v.22 no.1
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• pp.105-116
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• 2017

In this Paper, We Empirically Investigated what kind of Risks Exist that Drive high Failure rate of cloud Services, and whether Perception of such risks leads to the Adoption of the Abandonment Option of cloud Services. Such risk Perception is the Individual-level Factor, and we Empirically Tested whether Organizational Contexts such as CEO's Innovativeness and Dandwagon Effect can Moderate the Positive Effects of such Individual-level Risk Perception on the Adoption of Abandonment option. We Collected Survey data from IT Professionals Working for the Small and Medium-sized Companies near Seoul and found that the Perceived Technical Risk and Economic Risk Influence the Adoption of Abandonment Option. Out of two Organizational Contexts, only CEO's Innovativeness Moderates the Positive Influence of Technical Risk on the Adoption of Abandonment Option. Organizational Factors Demonstrated very Limited Moderation Effect on the Influence of Individual-level Perception of Cloud Service Risk on the Adoption of Abandonment Option.

• Journal of the Korean Society of Clothing and Textiles
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• v.32 no.4
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• pp.542-552
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• 2008

The purposes of this study were to investigate the effects of organizational culture of textile companies on innovation capacity and business performance and to confirm the moderating effect of company size on these relationships. Survey data collected from 147 practitioners in the textile companies were analyzed by descriptive statistics, t-tests, and multiple causal modeling using AMOS 6.0. In the model test result, all the hypothesized paths were significant in spite of low goodness of fit. Also, although difference was found in company innovativeness, no difference was indicated in innovation capacity and business performance according to company size. In addition, the smaller companies, the stronger effect of company innovativeness on innovation capacity that affected business performance. On the contrary, the larger companies, the stronger effect of participative decision making on innovation capacity that did not affect business performance. Study results may provide useful implications for practitioners who are interested in developing organizational culture appropriate for company size.

• The Journal of Information Systems
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• v.16 no.3
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• pp.45-68
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• 2007

This study aims to explore factors of Assimilation Gap(AG) which is proposed and illustrated by Fichman and Kemerer(1997). AG is defined as the time delay between adoption and deployment and mainly studied at the organizational level. This study derives the factor affecting AG through a review of technology acceptance models and agency theory. The research model consists of three groups of independent variables(IT knowledge burden, Individual characteristics, and organization characteristics) and a moderator, which is goal incongruence. Using multiple regression analyses, four groups of hypotheses are tested with data of 221 knowledge workers from various organizations through e-mail survey. The result shows that radicalness(a dimension of knowledge burden), personal innovativeness, self-efficacy, and organizational support are statistically significant factors while complexity, experience, and perceived critical mass are not supported. The moderator effects of goal incongruence are found in personal innovativeness and organizational support. The results of this study demonstrate that agency theory is a useful perspective to deal with AG, especially in radical innovation. In addition, IT practitioners should consider not only user training but also incentives and possible organizational controls in implementing a new information technology.

• Korean Management Science Review
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• v.25 no.1
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• pp.149-167
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• 2008

One of characteristics of firms having successfully developed new products is that they are practicing strategic learning, that is, organizational learning for preparing the future. In this context, we attempts to examine the effect of strategic learning on the proficiency of new product development activities and new product outcome, in an empirical way. In addition, we Investigated the moderating effect of new product innovativeness on the relationship among strategic learning, proficiency of new product development activities, and new product outcome. The analysis results show that the strategic learning has a positive impact on both the proficiency of new product development activities and new product outcome. And it was found that the impact of strategic learning on the proficiency of new product development activities is increasing when firms developing new products with high degree of innovativeness. However, the impact of strategic learning on new product outcome was not different according to new product innovativeness. This results shed some insight on the role of strategic learning in the new product development management.

• Proceedings of the Korean Society of Computer Information Conference
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• 2010.07a
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• pp.399-402
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• 2010

본 연구의 목적은 RFID의 도입 성과에 영향을 미치는 요인과 조직의 혁신성의 조절효과를 분석하는 연구모형과 가설을 제시하는데 있다. 연구의 목적을 달성하기 위해 RFID에 관한 이론적 배경을 바탕으로 RFID 성과에 영향을 미치는 요인을 기술적 특성에는 표준화, 지각된 보안, 지각된 비용, 조직적 특성에는 최고경영층의 지원, 재정적 지원, 기술적 지원, 환경적 특성에는 모방적 압력, 강제적 압력, 규범적 압력으로 설정하였고, RFID는 BSC 성과를 이용하여 재무성과, 프로세스성과, 학습/성장성과, 고객성과로 설정하였다. 그리고 조직의 혁신성을 이용하여 혁신적인 조직은 RFID 도입요인과 도입 성과에 어떠한 영향을 주는지에 대한 연구모형을 설정하였다. 향후 연구에서는 이러한 연구모형과 가설에 대한 실증분석이 요구된다.