• The Journal of the Korea Contents Association
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• v.16 no.1
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• pp.438-444
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• 2016

Previous findings on Social Loafing indicated that Social Loafing explained the organizational commitment, that the lower level of Social Loafing they had, the higher performance they would have, and that it is a useful index for effectiveness of the organization. This study explored the Police Organizational culture & Organizational Commitment on Social Loafing. The Police officers' Police Officer's Organizational culture & Organizational Commitment and Social Loafing has been measured, and then how Organizational culture & Organizational Commitment affects Police Officer's Social Loafing has been examined. The study results may be used as a theoretical basis to assert the need of Organizational culture & Organizational Commitment to decrease the Police Officer's Social Loafing. Independent variable is Police Officer's Social Loafing and Dependent variable is comprises 2 categories; Police Organizational culture(The group culture, The hierarchical culture, The developmental culture, The rational culture), & the Organizational Commitment(Affective Commitment, Continuance Commitment, Normative Commitment). The result of analysis showed that The group culture & Normative Commitment influenced in Social Loafing(positive), and The Rational culture, Affective Commitment, & Continuance Commitment in Social Loafing(negative).

• Journal of the Korea Safety Management & Science
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• v.12 no.4
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• pp.215-222
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• 2010

This paper reviewed the relationship between organizational culture and service quality, and the moderating effect of tenure in service business. Based on the responses from 586 employees, the results of multiple regression analysis showed that rational culture and affiliation culture have positive relationships with all service quality factors. The results of moderating analysis showed that rational culture has more positive relationships with tangibleness, reliability, responsiveness, and empathy in which tenure is longer. Also progressive culture has more positive relationship with empathy in which tenure is longer.

• Health Policy and Management
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• v.20 no.3
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• pp.73-103
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• 2010

This study aims to explore how the transformational leadership (consisting of three factors"charisma, individualized consideration, and intellectual stimulation) and the organizational culture (typified by developmental, rational, consensual, and hierarchical culture) are related to the organizational effectiveness (consisting of job satisfaction, organizational commitment, and intention to leave a job) of dental clinics. We found the following empirical results through a survey of 378 persons who work in dental clinics. Firstly, the respondents acknowledged charismatic leadership as the typical type of leadership ; as for organizational culture, a culture of consensus is recognized as the representative type. Secondly, transformational leadership has different effects according to the type of organizational culture: a positive influence in developmental and rational cultures, but a negative influence in consensual and hierarchical cultures. Thirdly, developmental culture has proven to be the most suitable for increasing job satisfaction and organizational commitment. The developmental, rational, and consensual cultures have all contributed to reducing intention to leave among clinic staff, whereas in the hierarchical culture, intention has been elevated. Fourthly, transformational leadership has a positive effect on the job satisfaction and organizational commitment; the intent to leave has been lessened under individualized consideration and charismatic leadership, but has been increased under leadership of intellectual stimulation. Fifthly, it is consideration and charisma that help to increase organizational effectiveness. These influences will become more effective through a developmental culture. Based on the above empirical results, we propose practical measures to improve the organizational effectiveness of clinics, in particular dental clinics. In order to build developmental culture, the doctor (manager) should produce an atmosphere in the clinic in which staff members are able to create and jointly own ideas and then promote awareness of staff participation. Additionally, in order to bring leadership of charisma and consideration into full play, the doctor should shape a relationship of mutual trust mainly by recognizing and praising the work of clinic staff. Finally, the doctor needs to acknowledge that organizational effectiveness can be significantly improved by increasing the transparency of the business.

• Journal of the Korean Society of Clothing and Textiles
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• v.34 no.8
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• pp.1352-1363
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• 2010

This study analyzes how the organizational culture of TV home shopping companies influence the job satisfaction, commitment, and intention of turnover. It ascertains the differences the job satisfaction, commitment, and intention of turnover according to tenure of office and turnover time. The survey was conducted from May $3^{rd}$ to $31^{rt}$ in 2010, and 356 responses were used in the data analysis. The statistical analysis methods were frequency analysis, factor analysis, reliability analysis, ANOVA, and multiple regression analysis. As a result, the organizational culture of TV home shopping companies was classified by the innovation culture, group culture, rational culture, and hierarchical culture. The innovation culture, group culture, and hierarchical culture of TV home shopping companies influenced job satisfaction and commitment. The rational culture and hierarchical culture of TV home shopping companies influenced the intention of turnover. There were differences in the intention of turnover according to the tenure of office and the job commitment according to turnover time.

• Culinary science and hospitality research
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• v.24 no.3
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• pp.121-132
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• 2018

The purpose of this study was to recognize the self - efficacy and organizational citizenship behavior. For the reliability and validity of the questionnaire, exploratory factor analysis was performed and the Cronbach's s value was calculated to determine the internal consistency of the questionnaire. The effect of organizational culture of self - efficacy on organizational citizenship behavior was as follows. First, it was analyzed that individual culture, collective culture, hierarchical culture, and rational culture had a significant effect on self - efficacy. Second, self-efficacy had an important effect on organizational citizenship behavior. Third, individual culture and rational culture had a significant effect on organizational citizenship behavior. However, the collective culture and hierarchical culture, which put emphasis on family relations and teamwork, had no significant effect on organizational citizenship behavior respectively. Therefore, it is found that the group culture which valuesfamily-friendly and feamwork of its members,or the hierarchical citure for adapting to the external environment has no effect on organizational citizenship behavior family-friendly and lay emphasis on the teamwork of the organization members, and it does not have an effect on the organizational citizenship behavior.

• Management & Information Systems Review
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• v.38 no.2
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• pp.105-118
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• 2019

In order for a strategy established by a company to be implemented efficiently, it must be supported by an appropriate organizational culture. This means that if a firm has an organizational culture suitable for strategy implementation, performance can be enhanced. This study divides competitive strategy into cost leadership strategy and product differentiation strategy, and organizational culture into hierarchical/rational culture and consensual/development culture. Based on 122 questionnaires collected through KOSPI listed manufacturing companies, the results of the empirical analysis on the effect of suitability between competitive strategy and organizational culture on performance by balanced scorecard perspective are summarized as follows. First, it shows that the cost leadership strategy and the hierarchical/rational culture are more fit. Specifically, The high suitability between the cost leadership strategy and the hierarchical/rational culture has a positive effect on the performance of the balanced scorecard perspective(excluding performance by learning and growth perspective). Second, The high suitability between the product differentiation strategy and the consensual/development culture has a positive effect on the performance of the balanced scorecard perspective. The results of this study suggest that it is important to form a corporate culture that can lead to changes in the beliefs and behaviors of organizational members in accordance with the competitive strategy in order to successfully implement the strategies established by the company.

• Journal of the Korean Home Economics Association
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• v.46 no.9
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• pp.7-19
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• 2008

This research aims to analyze rational decision behavior in different stages of purchasing for consumers buying household appliance goods and deals with differences in socio-demographic features and relevant variables among completely rational, intermediatedly rational, and irrational groups as well as variables differentiating those groups. First, one third of purchasers for Kimchi refrigerators was the rational consumer while a half of purchasers for side-by-side refrigerators and washing machines was. Second, there was no significant differences in satisfactions levels after purchase between rational and irrational groups among purchasers of side-by-side refrigerators but between completely and intermediately rational groups in the case of Kimchi refrigerators. Rational groups of consumers for Tromm washing machines rely on various places for purchase and also show the high level of intention for repurchase. Third, in studies of variables differentiating rationality in purchase behavioral patterns of consumers, rational choices turn out to prevail (1) among purchasers of married, college graduated, employers, and high income in the case of side-by-side refrigerators, (2) among buyers of male, old-aged, college graduated, non-employers, low, income, and hurrying to purchase in the case of Kimchi refrigerators, and (3) among buyers of old-aged, high income, not hurrying to purchase, and visiting numerous stores in the case of Tromm washing machines.

• The Journal of the Korea Contents Association
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• v.6 no.7
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• pp.42-49
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• 2006

The purpose of this paper is to study of improve the organizational performance and survival with the changes of the circumstances or in pursuit of improving the organizational effectiveness through the learning organization, the organizational culture was inspected with the condition precedent of the learning organization. The result of this empirical study is summarized as followings. First, the learning organization has a positive effect on the organizational effectiveness. The knowledge and experience accumulated by the learning organization improve the official satisfaction. Second, in the organizational culture of the learning organization, developmental and rational culture has positive effect on the learning organization, but hierarchical and group culture has no effect. on the learning organization. Therefore, to establish the learning organization through the organizational learning, all managers realize the importance of developmental and rational culture because the organizational effectiveness is significant when the organization change is new.

• East Asian Journal of Business Economics (EAJBE)
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• v.8 no.3
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• pp.25-36
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• 2020

Purpose - As the interest of financial aria increase in economic change and labor market change, this study focused on the employee of the financial aria in Korea. The purpose of this study is to analyses relation among relationship variable and organizational culture variable and organizational effectiveness of financial aria employees in Korea. Research design, data, and methodology - This study measured relationship variable with communication and trust. And measured organizational culture variable with innovation, relation, hierarchy and rational. And measured organizational effectiveness with job satisfaction and organizational commitment. Empirical analysis is conducted using 442 financial aria employees of 7th HCCP in KRIVET. And SPSS is used in frequency and stepwise regression test and AMOS is used in path analysis with group differentiation test. Results - Overall results show that trust and relation culture give positive influence on job satisfaction. Organizational commitment results show that relation culture and rational culture give positive influence and also job satisfaction. However, hierarchy culture gives negative influence on organizational commitment. Also, the moderating effect of work characteristics is significant. Conclusions -Result of this study give managerial implication to HRM and also expend inflected organizational culture study to financial aria in Korea. Especially gives insight to relationship, organizational culture and organizational effectiveness. And management differentiation needs between work characteristic.

• Culinary science and hospitality research
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• v.24 no.3
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• pp.156-166
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• 2018

The purpose of this study was to examine the mediating effects of rapport on the relationship between type of organizational culture and innovative behavior of hotel chefs. In order to accomplish the research purpose, data were collected from 202 chefs working at five-star hotels located in Gwangju and Jeonnam areas, and SPSS 22.0 Program was used to conduct frequency analysis, reliability analysis, exploratory factor analysis, regression analysis and mediation effect analysis. The results of the study were as follows. Firstly, it was found that innovative behaviors of hotel chefs are significantly affected by three types of organizational culture: rational culture, consensual culture, and developmental culture. Secondly, it was found that rational and consensual culture have significant effect on rapport. Thirdly, it was found that better-formed rapport in hotel chefs significantly remarkably influences their innovative behavior. Fourthly, the study results revealed that rapport has a mediating effect on the relationship between type of organizational culture and innovative behavior of hotel chefs. Thus, in order to induce voluntary innovative behaviors from building rapport in the hotel organization, it is necessary to develop and implement effective strategies which will form a work environment where chefs can freely engage in mutual exchanges and build trust with one another.