• Journal of the Korean Society of Clothing and Textiles
• /
• v.34 no.10
• /
• pp.1687-1700
• /
• 2010

This study analyzes the effects of leadership by team leaders on team empowerment and the effects of team empowerment on the performance of team members in fashion companies. A survey was conducted from May 1 to June 30 in 2010. The data were collected from team members in fashion companies in the Seoul metropolitan area and 670 respondents were used in the data analysis. The statistical analysis methods were frequency analysis, factor analysis, reliability analysis, and multiple regression analysis. As a result, the leadership of the team leaders was classified by the contingent reward, individualized consideration, intellectual stimulation, charisma, and exceptional management. Team empowerment was classified by the team potency, team autonomy, team impact, and team meaning. The performance of team members were classified by the job accomplishment, job satisfaction, and job commitment. The intellectual stimulation and charisma leadership influenced team empowerment in fashion companies; in addition, the team potency, team impact, and team meaning influenced the performance of team members in fashion companies.

• 한국정보디스플레이학회:학술대회논문집
• /
• 2009.10a
• /
• pp.330-332
• /
• 2009

Highly stable bottom gate thin film transistors(TFTs) with a zinc indium tin oxide(Zn-In-Sn-O:ZITO) channel layer have been fabricated by rf-magnetron co-sputtering using a indium tin oxide(ITO:90/10), a tin oxide and a zinc oxide targets. The ZITO TFT (W/L=$40{\mu}m/20{\mu}m$) has a mobility of 24.6 $cm^2$/V.s, a subthreshold swing of 0.12V/dec., a turn-on voltage of -0.4V and an on/off ratio of >$10^9$. When gate field of $1.8{\times}10^5$ V/cm was applied with source-drain current of $3{\mu}A$ at $60^{\circ}C$, the threshold voltage shift was ~0.18 V after 135 hours. We fabricated AM-OLED driven by highly stable bottom gate Zn-In-Sn-O TFT array.

• Journal of the Korea Academia-Industrial cooperation Society
• /
• v.20 no.10
• /
• pp.159-168
• /
• 2019

This study draws on goal orientation theory and proposes the team learning goal orientation as an antecedent of team creativity. In addition, an Input-Process-Output (IPO) model was adopted, in which the team reflexivity, team efficacy, and positive group affective tone (PGAT) are linking mechanisms in the relationship between team learning goal orientation and team creativity. Using 57 teams from three lectures of the college, hierarchical regression analysis was conducted at the team level. The results showed that the team learning goal orientation had positive associations with team creativity, team reflexivity, and team efficacy. In addition, team reflexivity and team efficacy positively predicted the team creativity. Furthermore, the relationship between team learning goal orientation and team creativity was mediated by the team reflexivity and team efficacy. In contrast to predictions, PGAT did not show significant relations with both team learning goal orientation and team creativity. In conclusion, this study integrated the team-learning goal orientation and team creativity literature and contributes to the understanding of team reflexivity as a cognitive process and team efficacy as a motivational process between the team property and team creativity. These results have practical implications for managing teams.

• Knowledge Management Research
• /
• v.15 no.4
• /
• pp.57-78
• /
• 2014

Since team performance has become one of the core factors for companies' success, companies are putting every effort to raise team productivity. In this vein, the purpose of this study was to examine the influence of team learning behavior upon team dynamic capabilities, team effectiveness, and to verify the mediating effect of team dynamic capabilities in corporations. 312 employees were randomly selected to participate in an questionnaire survey. The result has shown that the static correlation exists between team learning behavior, team dynamic capabilities, and team effectiveness. Team dynamic capabilities mediated the relationship between team learning behavior and team effectiveness. Based on the findings, the study implies that learning behaviors among team members should be supported in order to improve its outcome, and HR representatives must help to develop dynamic capabilities.

• The Journal of Information Systems
• /
• v.20 no.1
• /
• pp.1-20
• /
• 2011

This study investigated the factors that facilitate knowledge creation of team with the aspect of knowledge management. We considered two characteristics which are team members' psychological characteristics (achievement needs and conflict emotion) and knowledge network characteristics among team members (internal cohesion and external bridging) and verified the relationship between these characteristics and team performance. Furthermore, we examined whether these characteristics have a different effect on team performance according to the mastery climate. This study performed a survey targeting team members in knowledge based firms and 376 final surveys to be used as a sample in this study. The result showed that team members' psychological characteristics and knowledge network characteristics among Team members have an influence on team performance significantly. In addition, the master climate moderated the relationship between team members' psychological characteristics and team performance.

• Asia pacific journal of information systems
• /
• v.10 no.3
• /
• pp.105-120
• /
• 2000

The objective of this paper is to show how team study can be advanced with the aid of a current computer technology, that is distributed Artificial Intelligence(DAI). Studying distributed problem solving by using groups of artificial agents, DAI can provide important ideas and techniques for the study of team behaviors like team decision making. To demonstrate the usefulness of DAI models as team research tools, a DAI model called 'Team-Soar' was built and a simulation experiment done with the model was introduced, Here, Team-Soar models a naval command and control team consisting of four members whose mission was to identify the threat level of aircraft. The simulation experiment was performed to examine the relationships of team decision scheme and member incompetence with team performance. Generally, the results of the Team-Soar simulation met expectations and confirmed previous findings in the literature. For example, the results support the existence of main and interaction effects of team decision scheme and member competence on team performance. Certain results of the Team-Soar simulation provide new insights about team decision making, which can be tested against human subjects or empirical data.

• International Journal of Contents
• /
• v.10 no.3
• /
• pp.64-72
• /
• 2014

This study explored the elements that affect team achievements in virtual environments. In this study, consideration was given to the role of group dynamics in facilitating productive interaction. We aspired to reveal the mechanisms of group dynamics and examined how group dynamics affected team achievements in virtual environments. The empirical study was performed with undergraduate students enrolled in an e-learning course. In collaboration with other majors, students executed team projects and managed project issues in forums or chat rooms. The results of the empirical study indicated that leadership, creative friction, and group cohesion (components of group dynamics) had positive relationships with team achievements. The findings confirmed that addressing creative conflict is a method to improve team performance and that leadership is a key factor in project teams.

• Journal of architectural history
• /
• v.7 no.3 s.16
• /
• pp.137-149
• /
• 1998

The purpose of this study is to learn from a lesson of the historical fact, the Team 10's break away from the CIAM, which is selected as the most important event in the whole 20th century architecture by author as a historian. The CIAM, organized in 1928 by leading European architects in order to propose new architecture in the industrial era, expanded to the world, met almost annually with an idea of economic efficiency, new functional order, and industrial production for thirty years. Young architects had conflicted with old established group from 6th congress, and after 10th congress they met independently in 1959; the CIAM was disappeared and the Team 10 was born. Main issue of the break-away was human aspect. The Team 10 started from real man, concept of 'human contact', 'sense of community', and 'belonging' instead of abstract functional order. Although CIAM did not suggest inhumane architecture, their biological criteria with sunlight, air, sufficient site became physical determinism. Critique against the Team 10, unsuccess for making humane architecture leads to underestimation like a generational hegemony struggle. However, architect is not specialist of life but form. Historical reevaluation for Team 10 should be that they are the first group to raise an human issue in architecture. Success or not to solve the problem belongs to another domain. After 1960, modern architecture was attacked from the common people, not clients but 'users'. Academic circle tried to solve the problem with behavioral approach through a clear process, 'design method' and with phenomenological approach on real human experience. However practice became reactionary tendency, to make form a little complex, they became post-modern and deconstruction form. Failure of the Team 10's form proved that a complex form does not necessarily make a good life of people. In the Korean historic situation of colony ruling, confusion of liberation, and the War, we did not know the existence of both CIAM and Team 10. After 1970s' economic development, we have just copied Western form from Modern via Post-Modern to Deconstruction. If we make architecture people mattered, we should start from the basic, learning from the Team's break-away, instead of copying.

• Bulletin of the Korean Chemical Society
• /
• v.33 no.10
• /
• pp.3445-3447
• /
• 2012

• Fashion & Textile Research Journal
• /
• v.10 no.6
• /
• pp.936-946
• /
• 2008

The purpose of this study is to analyze whether transactional leadership and transformational leadership have an effect on team empowerment and performance. To this end, a survey was conducted from August 1 to 30 in 2008, among team members of fashion companies. The data was collected with 586 subjects, the statistical analysis methods were frequency analysis, reliability analysis, factor analysis and multiple regression analysis. The results of this study were as follows; First, contingent reward of transactional leadership had an effect on team empowerment factors and team performance factors. Second, charisma, individualized consideration and intellectual stimulation of transformational leadership had an effect on team empowerment factors and team performance factors. Third, team potency, team autonomy and team meaning of team empowerment had an effect on team performance factors.