• Journal of the Korea Convergence Society
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• v.11 no.7
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• pp.231-238
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• 2020

In the case of ICT-enabled organizational changes such as Smart Work, appropriate change management is required. To achieve work-life balance, organizational change management should be conducted from both a structural and a cultural perspective. This study looked at organizational factors that affect Smart Work facilitation through a case study with the view of ICT-enabled change management. From November to December 2019, eight Smart Workers of Company A were interviewed and analyzed for organizational support. The results show that structural support such as institutionalization, ICT infrastructure office environment improvement, Smart Work center as well as cultural support such as enhancing autonomy, communicating style of managers, trusting organizational climate are required. The findings suggest balanced organizational support to provide cultural support along with structural support for activating Smart Work operations. In the future, it is necessary to demonstrate the causality between structural/cultural support factors and outcome factors.

• The Journal of the Korea Contents Association
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• v.9 no.12
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• pp.865-876
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• 2009

This study aimed to explore the relationships between human resource management systems, trusts, and organizational commitments by employees in deluxe hotel located in Seoul. The results of this study are, human resource management systems direct impacts on trusts, and organizational commitments. and trust direct influences to organizational commitment. And trusts influence mediating effects between human resource management systems and organizational commitments. These results suggests that new direction of the importance of human resource managements and the importance of trusts by employees on competing environments in hotel industry for competitive advantage.

• Culinary science and hospitality research
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• v.14 no.3
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• pp.223-237
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• 2008

The purpose of this study is to investigate the effects of employees' psychological empowerment on job satisfaction, organizational commitment and the intention of changing an occupation, and then to suggest the ideal ways to improve productivity through human resource management and to get competitive advantages for efficient management. In order to achieve the purpose of this study, we performed both literature review and empirical research. There are conclusions to investigate psychological empowerment about employees in family restaurants. First, self-determination ability, competence and the influential power of which components of empowerment employees perceived affect job satisfaction significantly. In other words, empowered people feel job satisfaction and commit to their organizations. In the relation between empowerment and organizational commitment, influential power and roles affect them significantly, but self-determination ability and the meaning do not. Next, job satisfaction significantly affects organizational commitment and the intention of changing jobs, but organizational commitment doesn't affect the intention of changing jobs significantly. Finally, we suggest some implications about the management of family restaurants based on the results of this study.

• Industrial Engineering and Management Systems
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• v.9 no.4
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• pp.312-322
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• 2010

An enterprise must achieve both a sound organizational management and effective development of individual members while maintaining a balanced approach. Relative to this, there is a research field dubbed as Organizational Activation. However, there is a necessity to clarify various factors required for organizational activation and to propose a methodology for organization management. This study is an attempt to create a model from an organization-a University Seminar Class-and agents therein-the Students and the Teacher-with an assumed goal of advancing together toward the students' self-growth. The model is expressed on two dimensional planes with vectors through a computer. Vectors are composed of the growth, demand, member, hindrance and student vectors. These vectors provide data to the mathematical model for a simulation. Each agent provided the individual information from the questionnaire-conducted to 169 university students. From the analysis data and extrapolations, this study was able to craft a guideline for future seminar activity. It also examines the possibility of assimilation of the Questionnaire Approach and that of the Computational Organization Theory approach. Finally, this study discusses the future possibility of application of the Assimilated Method for research and development, and for project management.

• Management & Information Systems Review
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• v.1
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• pp.193-228
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• 1997

Behaviors of organizational members can be classified as two types. One is behavior required to perform formally given job. The other is a various kind of behavior taken voluntarily but not required directly and formally to perform job. The former can be called as in-job behavior while the latter can be called as extra-job behavior. Many organizational scientists so far, have focused on investigating in-job behavior. Yet, from a decade, organizational researchers have recognized that in-job behavior alone can not explain sufficiently job performance or organizational effectiveness Thus. they have paid attention to extra-job behavior, which is generally called as organizational citizenship behavior. Existing studies of organizational citizenship behavior have three types : First type is studying the concept and components of organizational citizenship behavior. Second tope is studying the determinants of organizational citizen-ship behavior and relationships with it. And third type is studying relatioships between organizational citizenship behavior and job performance. This study, therefore, have purposes as follows : Firstly, this study designs a comprehensive model in the below figure and generates inclusive hypotheses about relationships among antecedents, intermediate factors, and the components of organizational citizenship behavior. Secondly, this study investigating empirically such relationships and draws a picture of mediation roles of the intermediate variables. To design the model and generate the hypotheses, this study conducted a comprehensive literature survey on organizational citizenship behavior. To test the hypotheses, this study collected data from 847 employees at 12 large genral hospitals in Pusan area through a questionnaire survey and conducted the three step mediated regression analysis using the SAS-PC Package.

• International Journal of Advanced Culture Technology
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• v.8 no.3
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• pp.114-122
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• 2020

We study confirmed the effect of corporate social responsibility activities on organizational trust and job performance of organizational members and mediating effects of organizational trust among 351 members of the organization in the metropolitan area and Chungcheong area. For this, the SPSS 24.0 and AMOS 24.0 statistical packages were used to produce the following results. First, as a result of analyzing the impact of CSR activities on organizational trust of organizational members, factors of economic responsibility, legal responsibility, ethical responsibility, and charitable responsibility showed significant effects on organizational trust. Second, as a result of analyzing the relationship between the effects of CSR activities on the job performance of members of the organization, it showed a direct effect on job performance, which is a factor of economic responsibility, legal responsibility, ethical responsibility, and charitable responsibility. Third, organizational trust of organization members was analyzed as a positive factor in job performance. Fourth, it showed the mediating effect of organizational trust on the effect of corporate social responsibility activities on job performance. As a result of this study, the organizational performance and job performance of organizational members showed a direct effect on CSR activities. Therefore, the CSR activity is important as it is a key factor to advance the organizational trust and job performance, which is the company's sustainable management system.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.9
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• pp.339-350
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• 2022

The purpose of the study is to determine how organizational culture affects employees' organizational commitment in Vietnamese clothing enterprises. Quantitative research through a questionnaire survey was applied in this research. A Survey of employees of Vietnamese garment companies in Hanoi was conducted from May 2021 to August 2021. The questionnaire was built from reference to previous studies and transferred to Google form. 315 returned questionnaires were usable. The statistical software SPSS 20.0 was used to test the reliability of the scale (Cronbach alpha), exploratory factor analysis (EFA), and regression analysis. The Organizational culture is constructed by 8 components including Organizational Communication, Training and development, Reward and Recognition, Teamwork orientation, Decision-making, Innovation and risk-taking, Direction and future planning, and Leader behavior. Organizational commitment is constructed by 3 components such as affective commitment, continuance commitment and normative commitment. Findings show that organizational culture has a strong impact on organizational commitment in Vietnamese garment companies. Research provides recommendations on developing a good organizational culture through forming suitable leadership, effective organizational communication, training and development, reward and recognition, and a clear direction and future planning to enhance employee commitment to the organization and increase the garment company's performance in the future.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.8
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• pp.544-559
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• 2016

The purpose of this research is to analyze the mediating effects of knowledge management activities in the relationships between superiors' transformational leadership and their organizational commitment and between the their transformational leadership and knowledge management activities and organizational commitment by industry with 635 employees of large companies as the participants in this research. The results of this research can be summarized as follows. It was found that the superiors' transformational leadership had significant effects on their knowledge management activities and organizational commitment. Also, it was found that their knowledge management activities had significant effects on their organizational commitment. It was found that the superiors' transformational leadership had partial mediating effects with regard to the mediating role of their knowledge management activities in their organizational commitment. Finally, the results of the analysis by industry showed that the effects of the superiors' transformational leadership on their knowledge management activities were the greatest in the service industry and the effects of their knowledge management activities on their organizational commitment were also the greatest in the service industry. It was also found that the effects of the superiors' transformational leadership on their organizational commitment were the greatest in the IT industry. In this research, it was recognized that transformational leadership plays an important role as a prerequisite factor for promoting organizational effectiveness, and these results imply that transformational leadership means not only achieving goals, but also pursuing changes and innovation and, at the same time, developing the latent capabilities and strengths of the organization's members and promoting their confidence and passion by stimulating their positive strengths, so that they can achieve higher than expected outcomes.

• Journal of Distribution Science
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• v.19 no.6
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• pp.21-28
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• 2021

Purpose: Facing numerous challenges, organizational management is one of the most important research areas for organizations which handles workers' behaviors when they are within their workplace and organization to make more profits. The current research aims to analyze the effect of organizational management factors on direct employee consultation in distribution channels. Research design, data, and methodology: To achieve the purpose of the study and provide adequate empirical results, the current authors conducted the structural equation analysis using IBM AMOS 24.0 and collected 387 U.S employees in distribution channels (Wholesale and Retail shops). Results: Investigating the relationships between three organizational management factors and direct employee consultation, we found out that organizational practitioners in distribution channels face numerous challenges that must be resolved to ensure effective direct employee consultation to benefit employees. Empirical findings suggest that practitioners and leaders in distribution channels should focus on developing employee psychological management and utilizing direct employee consultation. Conclusions: In sum, the present research concludes that it must ensure that the employee in distribution channels should be a comfortable environment to appropriately respond to consultations. An approachable management team is ideal for employee consultations to find the right ways to keep employees at par with the consultation issues.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.5
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• pp.541-552
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• 2022

This research examines the effects of organizational learning and network involvement, as well as many contextual factors, on power generation businesses' innovation capability and operational success in Vietnam. This research also aims to attest to the moderating roles of top management support and company age, and firm possession type in the power generation industry. This study applied the exploratory factor analysis (EFA) and PLS-SEM approach for data analysis. In this research, we have tested hypotheses with data collected from 132 top managers and other key personnel from power generation companies in Vietnam. The results also attest to the moderating role of top management support on the two relationships between organizational learning - innovation capability and network involvement - innovation capability. Another important finding is that the company age has a negative impact on operational performance but shows a positive moderating role in the relationship between innovation capability and operational performance. This study highlights the central roles of organizational learning and innovation capability in impacting the organizational performance of power generation companies. These companies play a key role in supporting the development of industries in practice. This research also emphasizes the moderating roles of top management support and company age and possession type in practice.