• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.1 no.1
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• pp.53-70
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• 2006

This study aims to provide policy suggestions on how to implement the process of empowerment, by investigating the conditions that hinder the process and the attitude of the KBS employees. For the cross-sectional study, this thesis examined the domestic and international references, conducted a survey of KBS employees, personal interviews and made direct observations. Approximately 1,200 copies of the questionnaire were distributed and 474 were completed and returned. The analysis used SPSS 12.0 software to process the data collected from 460 respondents. The survey findings showed a decrease of 24.2%p in the number of responses expressing negative views of the team structure and a decrease of 1.29%p in the number of positive responses. The findings indicated a positive transformation illustrating employees' improved understanding and approval of the team structure. However, KBS must address the issue on an ongoing basis. It has been proven that the employee empowerment increases the productivity of the individual and the group. In order to boost the level of empowerment, the management must exercise new, innovative leadership and build trust between the managers and the employees first. Additional workload as a result of shirking at work places was prevalent throughout all divisions and ranks, according to the survey data. This outcome leads to the conclusion that the workload is not evenly distributed or shared. And the data also showed the employees do not trust the assessment and rewards system. More attention and consideration must be paid to the team size and job allocation in order to address this matter; the present assessment and rewards system need to be complemented. The type of leadership varies depending on the characteristics of the organization's structure and employees' disposition. KBS must develop and reform its own management, leadership style to suit the characteristics of individual teams. Finally, for a soft-landing of KBS team structure, in-house training and education are necessary.

• 한국벤처창업학회:학술대회논문집
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• 2006.04a
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• pp.167-201
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• 2006

Korean corporations are transforming their vertical operational structure to a team-based structure to compete in the rapidly changing environment and for improved performance. However, a high percentage of the respondents in KBS said that despite the appearance of the present team structure, the organization operates much like a vertically-structured organization. This result can be attributed to the lack of study and implementation toward the goal of empowerment, the key variable for the success of the team-based structure. This study aims to provide policy suggestions on how to implement the process of empowerment, by investigating the conditions that hinder the process and the attitude of the KBS employees. For the cross-sectional study, this thesis examined the domestic and international references, conducted a survey of KBS employees, personal interviews and made direct observations. Approximately 1,200 copies of the Questionnaire were distributed and 474 were completed and returned. The analysis used SPSS 12.0 software to process the data collected from 460 respondents. For the longitudinal-study, six categories that were common to this study and "The Report of the Findings of KBS Employees' View of the Team Structure" were selected. The comparative study analyzed the changes in a ten-month period. The survey findings showed a decrease of 24.2%p in the number of responses expressing negative views of the team structure and a decrease of 1.29%p in the number of positive responses. The findings indicated a positive transformation illustrating employees' improved understanding and approval of the team structure. However, KBS must address the issue on an ongoing basis. It has been proven that the employee empowerment increases the productivity of the individual and the group. In order to boost the level of empowerment, the management must exercise new, innovative leadership and build trust between the managers and the employees first. Additional workload as a result of shirking at work places was prevalent throughout all divisions and ranks, according to the survey data. This outcome leads to the conclusion that the workload is not evenly distributed or shared. And the data also showed the employees do not trust the assessment and rewards system. More attention and consideration must be paid to the team size and job allocation in order to address this matter; the present assessment and rewards system need to be complemented. The type of leadership varies depending on the characteristics of the organization's structure and employees' disposition. KBS must develop and reform its own management, leadership style to suit the characteristics of individual teams. Finally, for a soft-landing of KBS team structure, in-house training and education are necessary.

• The Journal of Industrial Distribution & Business
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• v.8 no.5
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• pp.65-75
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• 2017

Purpose - The purpose of this study is to verify a role of organizational culture as antecedents to influence psychological empowerment of organizational members, focusing on service workers of casino companies. Therefore, this study sought to examine the question of each clan, adhocracy, market, and hierarchy culture that the workers perceive to influence their psychological empowerment. Thus, the current study examined the relationship between organizational culture and the psychological empowerment by empirical analysis. Research design, data, and methodology - This study chose four domestic casino companies that are run only for foreigners. Using an offline survey, it analyzed the questionnaire data of the 249 surveys collected from employees working in the sales and service sectors. Independent variables were four types of organizational culture: clan, adhocracy, market, and hierarchy. Dependent variables were four subcategories of psychological empowerment: meaning, competence, self-determination, and impact. As research methods, the study applied descriptive statistics, factor analysis, reliability analysis, correlation analysis, and multiple regression analysis, using SPSS 21.0 statistical program. Results - Among the organizational culture types, the clan and adhocracy cultures, which emphasize flexibility and autonomy, were relatively more important for the psychological empowerment of workers than the hierarchy and market cultures. Clan culture was the most important factor in terms of meaning and competence, and adhocracy culture was the most important factor in self-determination and impact. However, the hierarchy and market cultures that pursue control and stability were also cultural types that positively affected psychological empowerment of the workers. Hierarchy culture showed positive effects on meaning, competence, and impact except self-determination, and market culture had positive effect only on competency. Conclusions - The study found that organizational culture is an important predictor of psychological empowerment of the employees in casino companies and that important organizational culture types may be different for each sub-factor of psychological empowerment. It suggests that casino companies have to try to recognize and secure diverse organizational culture in order to activate psychological empowerment of their employees because they can provide quality service for customers. Therefore, it is necessary to create a harmonious and balanced culture between promoting flexible and autonomous organizational atmosphere, and stably controlling and operating the organization.

• Journal of Korean Academy of Nursing
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• v.45 no.2
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• pp.192-201
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• 2015

Purpose: The purpose of this study was to develop a multi-disciplinary self-management intervention based on empowerment theory and to evaluate the effectiveness of the intervention for older adults with chronic illness. Methods: A randomized controlled trial design was used with 43 Korean older adults with chronic illness (Experimental group=22, Control group=21). The intervention consisted of two phases: (1) 8-week multi-disciplinary, team guided, group-based health education, exercise session, and individual empowerment counseling, (2) 16-week self-help group activities including weekly exercise and group discussion to maintain acquired self-management skills and problem-solving skills. Baseline, 8-week, and 24-week assessments measured health empowerment, exercise self-efficacy, physical activity, and physical function. Results: Health empowerment, physical activity, and physical function in the experimental group increased significantly compared to the control group over time. Exercise self-efficacy significantly increased in experimental group over time but there was no significant difference between the two groups. Conclusion: The self-management program based on empowerment theory improved health empowerment, physical activity, and physical function in older adults. The study finding suggests that a health empowerment strategy may be an effective approach for older adults with multiple chronic illnesses in terms of achieving a sense of control over their chronic illness and actively engaging self-management.

• Journal of Digital Convergence
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• v.15 no.10
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• pp.367-376
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• 2017

The purpose of this study was to identify the impact of empowerment on achievement in the team based learning by college nursing students and the mediation effects of co-regulation. A convenience sample of 243 subjects were recruited from one university in G city. And data were collected from May 23 to May 30, 2017. Data were analyzed using descriptive statistics, t-test, ANOVA, Pearson's Correlation, Multiple regression analyses with SPSS 21.0 Program. The psychological empowerment showed a significantly positive correlation of co-regulation and achievement, co-regulation showed a significantly positive correlation of achievement. The factors affecting the achievement were co-regulation, psychological empowerment, improvement on cooperation and modification, grade, and explanatory power was 57.2%. Co-regulation had a partial mediating effect in the relationship between shared psychological empowerment and Achievement. This study provided basic data for developing the nursing education program to improve achievement. and it is necessary to repeat the study including various variables related to achievement of the task in the future.

• Journal of Internet Computing and Services
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• v.19 no.1
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• pp.113-122
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• 2018

In today's rapidly changing environment, companies need to have proper strategies in place to meet the challenges that constant change presents. Being flexible, responding and adapting to changes can be valuable. However, they are essentially passive ways of dealing with situations. Creating new values and innovation are more active and effective strategies fora constantly changing environment. As such, most companies in e-business should focus on developing creativity across the board. Employees' creativity has become a critical factor in e-business. This paper explains how to increase workers' creativity through authentic leadership and psychological empowerment. As it is not machines or computers, but people, that are ultimately still responsible for creating novel outcomes, this study emphasizes the overriding importance of members' ability and leader's roles, which greatly influence followers' levels of motivation. Authentic leadership encourages members to reach and display their potential, and enhances their intrinsic motivation. Moreover, members' psychological empowerment is directly associated with both intrinsic motivation and autonomy, preconditions for creativity. Hence, these two dimensions- leadership and an individual's psychological state- will increase workers' creativity, which works to increase performance and create more opportunities not only at the individual level, but also at the team or organization level. The purpose of this paper is to explain the effects of authentic leadership on creativity and the moderating effects of psychological empowerment between authentic leadership and creativity in the e-business environment.

• Journal of Digital Convergence
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• v.20 no.3
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• pp.529-548
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• 2022

This study was performed systematic review and meta-analysis for a comprehensive analysis of the empowerment related variables of clinical nurses in South Korea. Analysis were conducted in accordance with PRISMA guideline, and a total 71 papers were selected. Antecedent variables of empowerment were a total of 16 variables and 56 effect sizes, and showed the total effect size of 0.38 (95% CI: 0.31~0.44). Outcome variables empowerment were a total of 12 variables and 105 effect sizes, and the showed total effect size of 0.45 (95% CI: 0.41~0.48). This study showed the trends of studies and investigated the effect size of related variables objectively in the perspective of empowerment of Korean clinical nursing. This study has significance in that it presented the reliable evidence for the positive effect of empowerment on individuals, jobs, and organizations through reliable and valid research methodology.

• Journal of Digital Convergence
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• v.17 no.6
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• pp.177-184
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• 2019

The environment of modern corporate management is undergoing many changes due to the horizontal organizational structure and the spread of team system. The importance of collective leadership that all members can pursue together beyond the existing personal leadership is increasing day by day. This study was conducted to analyze the effects of shared leadership on psychological empowerment, organizational justice and organizational commitment using PLS, a structural equation tool. The analysis highlighted the following. First, shared leadership exerted positive effects on psychological empowerment and organizational justice. Second, psychological empowerment exerted positive effects on organizational justice and organizational commitment and lastly, organizational justice exerted positive effects on organizational commitment. The causality between shared leadership, psychological empowerment, organizational justice and organizational commitment. This study demonstrated the important relationship between shared leadership and psychological empowerment and organizational justice, which will serve as a guideline for further organizational commitment.

• Journal of Korean Library and Information Science Society
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• v.35 no.4
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• pp.23-40
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• 2004

This study examined the impact of team characteristics(introduction of the team approach team empowerment, leadership of team leaders, open communication director's commitment) on team effectiveness (adaptability to the environments, job satisfaction the positive team culture, cost efficiency) in university libraries. The study used a survey design with a questionnaire to staffs who worked at f academic libraries in South Korea. The major findings from the empirical analysis are as follows. The well-prepared introduction of team approach and director's strong commitment were positively related to the team effectiveness variables such as adaptability to environment, job satisfaction, and cost efficiency.

• The Journal of Korean Academic Society of Nursing Education
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• v.14 no.1
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• pp.108-116
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• 2008

Purpose: The purpose of this study was to identify the experiences of Team-Spirit training in new nurses. Method: Data was collected through open-ended and self-reported questionnaires which were received from 47 new nurses who had finished team-spirit training for 2 days. The content analysis method was used to derive the core-category, categories and concepts of Team-Spirit training for new nurses. Result: The care category identified in new nurses trained in Team-Spirit was upgrade myself and our team. The following 4 categories also emerged; companion, interdependency, importance of community, and future growth of myself and our community. The derived 12 subcategories were intimacy, importance of companions, binding, partaking in difficulties, empowerment, observing rules, cooperation, consensus, self-pledge as a subordinator, motivating vision formation, developing professionalism, contribution and devotion. The 34 concepts were derived from the new nurses' statements. Conclusion: These results imply that Team-Spirit Training for nurses could contribute to companionship, interdependency, importance of community, and future growth of oneself and the hospital team.