• 한국디지털정책학회:학술대회논문집
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• 2006.06a
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• pp.289-297
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• 2006

Business operates under the fast pace of large-scale changes. These changes occur in environments including competitors, markets and consumers. To survive under these changes, process innovation is becoming the eminent issue faced by executives. Process innovation is to generate, select, and implement new ideas adopting changes in organizational structure, management pattern, human resource management systems and so on. Examples include restructuring, outsourcing, benchmarking, total quality management, and business process reengineering. This study suggests how to develop process innovation ideas. Related screening and implementation techniques are also presented.

• Journal of Global Scholars of Marketing Science
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• v.18 no.1
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• pp.115-139
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• 2008

Since financial crisis of IMF resulted in intensive competitiveness and adverse management environment, many hotel industries have responded it with restructuring. Since this restructuring is accompanied by reduction of employees, hence comes the recognition of justice in the procedure of restructuring. When the surviving employees in the restructuring process recognize unfairness in the procedure and practical operations, organization effectiveness can not be maintained due to losing trust of their employers. In this paper I will examine the relationship between validity of restructuring and compensatory programs for layoffs and surviving employees' trust of the employers. Also I will find out the relationship between remaining employees' trust of the employers and their job satisfaction and organization commitment. Through this relationship, we can prepare an alternative to reduce negative effect of restructuring. The hypotheses of this study are proposed as follows: H1: The higher surviving employees' recognition of procedural justice in restructuring process is, the higher their trust with a manager of the company is. H2: The higher surviving employees' recognition of distributive justice in restructuring process is, the higher their trust with a manager of the company is. H3: The higher surviving employees' recognition of procedural justice in restructuring process is, the higher their job satisfaction is. H4: The higher surviving employees' recognition of distributive justice in restructuring process is, the higher their job satisfaction is. H5: The higher surviving employees' recognition of procedural justice in restructuring process is, the higher their organization commitment is. H6: The higher surviving employees' recognition of distributive justice in restructuring process is, the higher their organization commitment is. H7: The higher surviving employees' trust with a manager of the company in restructuring process is, the higher their job satisfaction is. H8: The higher surviving employees' trust with a manager of the company in restructuring process is, the higher their organization commitment is. For the purposes of this study, employees working in luxury hotels located in Seoul were targeted. Self-administered questionnaires were distributed to those who consented with the investigation after explaining the purpose of the survey. A total of 500 questionnaires were distributed and 450 questionnaire were returned to the researcher for analysis. 430 of the returned questionnaires were used for analysis. As for the education for this survey, 250 junior college graduates or under (58.1%), 143 college graduates (33.3%) and 37 graduate school graduates (8.6%). As for the marital status, 315 persons (73.3%) are single and 115 are married (26.7%). As for the monthly income, 49 people (11.48%) are less than 2 million won, 148 (34.4%) are between 2 million and less than 2.5 million won, 153 (35.6%) are between 2.5 million to less than 3 million won, 80 (18.6%) are more than 3 million won. As for the workplace, 293 people (68.1%) work for the F&B department, 73 (17.0%) for rooms department, 41 (9.5%) for operation/ marketing department, 23 (5.3%) for account/ general affair department. As for the period of employment, 85 people (19.8%) are less than 5 years, 150 (34.9%) are between 6 to 9 years, 143 (33.3%) are between 10 to 14 years. and 52 (3.%) are more than 15 years. An exploratory factor analysis was used to survey validity and reliability of calculating tool on perceived values. This study used correlation between individual items and whole items and Cronbach's alpha value of multiple-item scale which is usually used to assess scale and reliability. Reliability of conceptual sub-dimension was assessed by basing on repeated procedure of correlation between individual items and whole items and factor loading. 1. Verification of correlation between validity of restructuring and trust This research showed that procedural and distributive justice of restructuring affects trust positively. The path coefficient between procedural justice of restructuring and trust is 0.719(t=10.135, p=0.000), and thereby the higher procedural justice results in higher trust. The path coefficient between distributive justice of restructuring and trust is 0.160(t=3.291, p=0.001), and thereby the higher distributive justice results in higher trust. Hence H1 and H2 are accepted. 2. Verification of correlation between validity of restructuring and job satisfaction The path coefficient between procedural justice of restructuring and job satisfaction is 0.179(t=2.202, p=0.028), and thereby the higher procedural justice results in higher job satisfaction. The path coefficient between distributive justice of restructuring and job satisfaction is 0.074(t=1.620, p=0.105), and thereby distributive justice of restructuring has no relationship with job satisfaction. Hence H3 is accepted, but H4 is removed. 3. Verification of correlation between validity of restructuring and organization commitment The path coefficient between procedural justice of restructuring and organization commitment is 0.188(t=2.466, p=0.014), and thereby the higher procedural justice results in higher organization commitment. The path coefficient between distributive justice of restructuring and organization commitment is 0.118(t=2.720, p=0.007), and thereby the higher distributive justice results in higher organization commitment. Hence H5 and H6 are accepted. 4. Verification of correlation between trust and job satisfaction The path coefficient between trust and job satisfaction is 0.610(t=6.736, p=0.000), and thereby the correlation has a meaningful result. Since the higher trust of the employer results in higher job satisfaction, H7 is accepted. 5. Verification of correlation between trust and organization commitment The path coefficient between procedural justice of restructuring and job satisfaction is 0.446(t=5.547 p=0.000), and thereby the higher trust of the employer results in higher organization commitment. Hence H8 is accepted. This research aimed to help the employers of hotel industries by analyzing the effects of validity of restructuring on employees' trust, job satisfaction and organization commitment. The research found that employer's validity of restructuring has significant affects on the degree of employee's trust with a manager, thereby reducing the negative effects of restructuring and enhancing organization commitment and job satisfaction. The principal purpose of this research is to confirm the correlation between employees' perceived validity of restructuring and their trust with a manager. Also whether this correlation results in competitive edge of the company is also investigated. It is also pointed out that employees had to participated the procedure of restructuring, sharing the philosophy and reason of restructuring. This participation and furthermore compensatory methods can reduce employees' anxiety of organization operations. Variable of trust appeared to have impact on intermediation effect between perceived variable of validity and job satisfaction, organization commitment, so that increase of trust with a manager plays an crucial role in increasing organization effectiveness. Since this research did not cover whole hotel industries which underwent restructuring, it showed a limit. Unlike previous studies which dealt with validity and trust of superior bosses, this research focussed on employers. Also the organization citizenship which is not considered in this study will be dealt with in the future study.

• Journal of Korean Library and Information Science Society
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• v.45 no.4
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• pp.1-20
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• 2014

The goal of this study is to propose the plan for strengthening organizational competences related to the collection development function of the national library. For this goal, author analyzed and compared the organizational characteristics of departments for legal deposit in national libraries of nine developed countries, derived the limitations and weaknesses of legal tasks, policy documents, and collection development tasks by organizational units of the National library of Korea. Based on these results, author suggested the centralization of collection policy and legal deposit function, th name change and total restructuring of collection acquisition division, and its manpower reinforcement, etc.

• Journal of Distribution Science
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• v.18 no.6
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• pp.57-62
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• 2020

Purpose: The present study offers merger and acquisition (M&A) strategy based on prior studies to assist the organizational practitioners in two companies' cultures. In the analysis, a M&A plan to guide the evolving principles was created by present authors using change management model. Research design, data, and methodology: The successful M&A integration is setting goals, reconfiguring the cultural systems to align them with business goals. The employees must be involved, particularly with organizational change. Both companies also ought to undertake employee training following the resolving of worries and needs of employees. Finally, restructuring can include the moving of employees from areas where they may be struggling. Result: Discussing and trying to come to an agreement over which mode of acculturation would be most suitable in that particular state is the main focus. Practitioners of both Company A and Company B might find it much simpler to continue their focus and dynamism in the process of cultural integration. Conclusions: We believe that our approach adds an insight in the M&A literature. Managers at all levels of both organizations must take part in the process of M&A for both organizational cultures to come in sync and for change to take place.

• The Journal of Industrial Distribution & Business
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• v.13 no.8
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• pp.1-7
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• 2022

Purpose: The present study concentrates on the issues that affected the employees directly and acted as stress factors. These stress factors affect how the employees perform while undertaking their duties. Furthermore, this study evaluated how the involvement of the corporate counsel affected the company by enhancing the productivity of the employees. Research design, data and methodology: The research design of this research is a literature content analysis and method for data handling should be described, and the resultant combination of the studies should include the consistency measures for every meta-analysis. Specify any risk assessment of bias that may impact the cumulative evidence, such as the publication bias and the selective reporting within studies. Results: The finding shows that change in the location of employees' organizational restructuring and the introduction of new technologies also contributed to significant organizational stress factors. These results show a substantial correlation between the magnitude of the adjustments' effects on employees' performance. Conclusions: The current study strongly concludes that counselors, through their prowess, can analyze and evaluate the stress factors that are evident among the employees and in the organization. Some of these factors may be office layout, organizational codes of ethics, organization rules, and employees' personal challenges.

• The Korean Nurse
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• v.35 no.4
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• pp.51-56
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• 1996

This research was an attempt to restructure the curriculum of pediatric clinical education on the base of the analysis of the pediatric clnical experience of nursing students acquired according to the traditional hospital-based pediatric clinical education and the evaluation of its results. As the focus of health care changes, pediatric clinical education the future necessitates changes in the traditional clinical experince at all levels. The traditional concentration of clinical experience within an acute care setting must be restructured to include the expanding future roles of the nurse and the changes in the health care structure. In order to meet the need for restructuring, it is inevitably necessary to adopt an organizational design for pediatric clinical experience that is not all traditional. The additional experiences and variety of settings will enhance the quality of pediatric clinical experience. And as a matter of course this organizational change will enhance the student learning experience by giving them the opportunity to observe normal growth and development, preventive health care measures, and the role of the nurse outside the acute care setting. As the nursing's focus changes to meet the challenges of the future the faculty must apply themselves to these changes to prepare students for the future. Students must be ready to fill the many roles that nurses will hold in the future.

• Journal of the Korean association of regional geographers
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• v.7 no.2
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• pp.17-34
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• 2001

This paper is to analyze how firms in a large firm-led industrial city have carried out the restructuring in the face of radical shifts, with focus on the strategy and the restructuring of firms in Ulsan, a typical industrial district in Korea that is specialized in heavy & chemical industry. It has been well known that the local economy has been led by a small number of large firms, including affiliates of chaebol, and its industrial structure has also been characterised as a clear dichotomy between large firms as a customer and small and medium-size firms as a supplier, which can be called not horizontal but vertical relations. It can identify some tendencies, however, that local companies have been rather dynamically changing in response to increasingly turbulent environment since the Asian crisis. Some are radical, but some incremental. These can be summarized in four distinctive but interlinked ways. First, more than half of local companies surveyed have attempted to change their production systems, mainly from the fordist mass production towards the flexible mass production, seeking both economies of scale and scope. Second, local firms have vigorously continued to reorganize the boundary of the production and the organization, by specializing products and focusing on the core competence in order to save costs and cope with radically changing customer demands in a flexible way. Third, there have been various strategies for the organizational innovation such as the introduction of team organization, the boundary blurring between the managerial and production workers and the intra-firm spin-offs, so as to improve managerial efficiency and competence in the use of internal labour market. Finally, they have tried to be more sensitive to the market and customers. These tendencies seem to be increasingly critical to sustain their competitiveness. To do so, they tend to focus increasingly not only on the competing via the product quality rather than through price, but also to seek to diversify the market and customer firms beyond national boundary.

• IE interfaces
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• v.13 no.2
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• pp.258-265
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• 2000

EDI(Electronic Data Interchange) allows the exchange of business information and computer-processable data in a standard, structured format electronically between organizational entities. EDI handles the restructuring of a business document into the standard format so that it can be transmitted from one computer to another. This paper identifies features and technologies of web browsed electronic document exchange system as follows 1) the fundamental technologies that consists of the EDI technologies, the Internet/Web technologies, the security/authentication techniques, and the XML implementation technologies. 2) the functions that consists of the document standards, transfer technology of the document, encryption and authentication 3) the implemented Web-EDI systems that consists of document generation module, encryption and authentication module, transfer module, acknowledgement module, administration module. In this paper, the Web-based EDI system implemented from the researched technologies will be installed on the EDI servers owned by corporate customers and enable the exchange of documents between each installed companies.

• Journal of the Korean Society for Railway
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• v.12 no.6
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• pp.1030-1036
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• 2009

In 1990's, in Europe and some advanced nations, the structural reform of the railroad industry for improving the productive efficiency of the railroad industry and competitive power had been progressed. This paper empirically explores the relationship between railway restructuring and productive efficiency in the railway industry. We use Data Envelopment Analysis (DEA) to construct efficiency scores, and explain these scores, using Tobit regression analysis by using variables reflecting institutional factors and organizational type. Our results suggest that vertical separation, infrastructure and services are separated, and horizontal separation, passenger service and freight service are separated, improve productive efficiency. We also find that market competition has positive effect on the efficiency, but independent management from the government has negative effect, which is in line with economic intuition as well as with expectations on the railway restructuring. As a consequence, increased independence without sufficient competition and adequate regulation may deteriorate incentives for productive efficiency.

• The Journal of Society for e-Business Studies
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• v.16 no.1
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• pp.117-131
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• 2011

Currently many companies have realized that producing efficient product does not guarantee the market differentiation. Realizing the problem, those companies are actively pursuing the servitization strategy. However complexities in selecting the right service areas among many choices along with in developing service strategies and organizational structures remain unsolved to many manufacturing companies. This paper is about an exploratory study in which, through in-depth case analysis, we observed how a manufacturing company successfully managed to transform to the service company. Through this study, we have found that successful transformation needs to resolve many conflicting issues such as channels among existing and new sales front, organizational restructuring due to conflicting in evaluation and human resource requirements required for responding to customers in the field. This 'Hansam' case study provides managers with some guidelines as to how to transform to the service company.