• Journal of the Korean Operations Research and Management Science Society
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• v.31 no.4
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• pp.89-103
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• 2006

The purpose of this study is to examine influential factors in knowledge-sharing and to analyze how these factors influence the performances of knowledge management (KM) in public enterprises. Influencing factors of KM in this study include evaluation-compensation, knowledge management system, learning culture, and organizational structures. As a result, analysis turned out to be the KM system and organizational structure directly effects knowledge-sharing and KM performances. And knowledge-sharing performed as mediating effect between independent variables such as compensation system and organization structure, and dependent variable like KM performance. Therefore, this study concludes that each factor of evaluation-compensation system and learning culture has directly influenced to knowledge-sharing, yet KM performances have Indirectly influenced.

• Journal of Digital Convergence
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• v.10 no.10
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• pp.197-202
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• 2012

This study has been carried out to confirm public opinion on city restoration project, to suggest basic direction of future city restoration, and to suggest improvement polices, and finally, to grow as self-supporting social enterprises rehabilitating local economy to stabilize themselves as a model for job creation. In this study, we reviewed city restoration projects and suggested successive model by collecting various policy data for regional social service linking them with social enterprises, and for social job creation, based on city restoration projects.

• Journal of Digital Convergence
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• v.9 no.4
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• pp.77-89
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• 2011

The purpose of this study is to find out a more effective and functional way to apply management innovation, by analyzing the relationship between the innovation and leadership of a public enterprise CEO. To fulfill the purpose, a structured survey was executed with twenty one public enterprises those who have had management innovation before January, 2010. The proof of the research shows the leadership of public enterprises gives a big impact on each work group, operation structure innovation, and also individual innovation. Accordance with these conclusions, in order to create effective management innovation, the leadership of CEO should be very revolutionary rather than being conservative.

• Journal of the Korean association of regional geographers
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• v.19 no.4
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• pp.654-667
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• 2013

This paper aims to examine the characteristics of social enterprises in Jinju City, Korea and to provide policy recommendations for promoting the competitiveness of local social enterprises. There are 11 social enterprises in Jinju City that are certified by central and local governments. The survey shows that the majority of social enterprises in Jinju City are based on the local community and their activities are public in nature, including supporting the self-reliance of local under-privileged class or contributing to local socio-economic development. However, it is also revealed that local social enterprises have a great deal of difficulty in making a profit. Particularly, they have much trouble with sales of their services and products, largely due to the vulnerability of marketing and financial ability. This means that the local social enterprises are not capable of being viable in a severe market competition. Thus I suggest some important policy recommendation for invigorating local social enterprises, including the reform of governance system, expansion of public purchase of the products made by local social enterprises, and the facilitation of inter-organizational networking among local social economy agents.

• Asia Marketing Journal
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• v.17 no.1
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• pp.149-160
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• 2015

Social enterprises that seek to pursue socially desirable goals through economic profits have received considerable attention in recent years. Despite the widespread attention paid to social enterprises, they often achieve limited success in markets. This research examines how types of enterprises affect consumer judgments. This research considers two types of enterprises: social and for-profit enterprises. Building on the stereotype content model, we propose that consumers perceive social enterprises using the dimensions of warmth and competence. Study 1 shows that a product of a for-profit enterprise is judged as having higher performance, but being less meaningful; in contrast, a product of a social enterprise is judged as warmer, but less competent. Further, in Study 2, we demonstrate that consumers' willingness to buy products can be lowered when the products are offered by a social enterprise. Practical and theoretical implications are further discussed.

• Journal of Korean Society of Archives and Records Management
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• v.16 no.2
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• pp.1-28
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• 2016

A public enterprise is part of the public sector, and public enterprises possess entrepreneurship. However, the characteristics of a public enterprise have not been reflected in the public records management system. In 2011, the ISO 30300 Series, a records management system, was developed. This indicates a more comprehensive management approach with regard to records management. Moreover, an introduction of the certification system of the ISO 30300 Series is expected. Therefore, this study reviews the characteristics of public enterprises and the necessity of introducing a records management system as well as analyzes the factors for its introduction. It also suggests an improved evaluation index and the requirements for public records management.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.11a
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• pp.289-292
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• 2003

SME's (Small and Medium-sized Enterprises) have limited resources to build information systems on their own. We suggest what government need to do to support SME's, which includes establishing a one-stop service center, outsourcing of public service, and triggering strategy In order for the government support to be effective, it should serve SME's needs continuously and professionally.

• Journal of Digital Convergence
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• v.14 no.9
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• pp.1-7
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• 2016

In recent years, the importance of collaboration has been emphasized in the public sector as well as private companies. In a study for private enterprises, individual enterprises stressed the innovation through collaboration with other organization such as enterprise, university, and other agencies. Other companies and agencies have the technology they need, so that they share skill or knowledge, and they do to create more new developments. This implies a collaborative system can be a win-win collaboration with all partners. It also requires collaboration in the public sector. Because they have many problems that can not be solved at the level of individual institutions. However, public institutions lie ecologically unfavorable in a collaborative environment than the private sector. The organizational structure is hierarchical. In addition, relationships between collaboration partners not recognize horizontally. Of course, communication is not smooth. This study examines successful collaboration case in private sector and we want to draw implications for public organizations. Finally, we discussed ways to promote collaboration in the public sector.

• Journal of the Korean Operations Research and Management Science Society
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• v.40 no.1
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• pp.185-198
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• 2015

This study drew performance management factors analyzed a causal link between acceptance and satisfaction of performance management to present the method for promoting acceptance on the performance management system that most of the public enterprises, government-affiliated organizations are implementing. To achieve this, qualitative analysis and quantitative analysis were conducted in parallel through in-depth case studies and surveys. The results of this study are as follows. First, the analysis of the performance management factors with preceding studies shows that performance management indicators, performance management operations and performance management communications. Second, from the causal relationship of performance management factors affecting performance management acceptance reveals that performance management operation has statistical significance. Third, the analysis of the effect of performance management factors on the management satisfaction shows that operation and indicator of the performance management have statistical significance and reflecting the performance indicators to business, adequacy of target level, training, system support and CEO's Leadership have been revealed as important variables to the management satisfaction. Fourth, the result of the analysis on casual connection between acceptance and satisfaction of the performance management shows that improving management acceptance has a direct impact on satisfaction because performance management receptiveness were deemed statistically significant. Fifth, the result of the in-depth case studies on improving performance management acceptance shows that public enterprises have been putting in an effort to design indicators and try to encourage internal member's involvement during the monitoring and evaluation. The quantitative analysis based on survey has turned out that performance management operation and performance management indicators have statistical significance. The qualitative analysis by in-depth analysis shows that public enterprises put a lot of effort to performance management indicators and communication between internal members. As a result, commitment to performance management operation is required to improve the performance management acceptance. In other words, a detailed implementation plan for training, information system support, and CEO's leadership has to be established and ought to be pushed.

• Journal of Digital Convergence
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• v.19 no.3
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• pp.137-149
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• 2021

This study examined the effects of procedural justice on two facets of OCB (OCBI and OCBO) in local public enterprises and the mediating role of intrinsic motivation in these relationships. We verified the hypothesis established by a structural equation model based on PLS. The research data were collected through a survey of 269 employees working for local public enterprises. Research has shown that procedural fairness has a positive effect on intrinsic motivation, organizational citizenship behavior directed at individuals (OCBI), and organizational citizenship behavior directed at the organization (OCBO), while intrinsic motivation has a positive effect on OCBI and OCBO. In addition, intrinsic motivation has been found to have a partial mediating effect in the procedural justice-OCBI relationship and the procedural justice-OCBO relationship respectively. Finally, we present theoretical and practical implications that organizations need to activate intrinsic motivation so that members can induce voluntary organizational civic action through improved procedural fairness.