• Journal of Korean Library and Information Science Society
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• v.36 no.3
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• pp.5-20
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• 2005

This Study is to analyze the effect that the subordinate factors which compose transformational leadership and transaction leadership, cause stress syndrome. The results of this study are as fellows 1) There were no relationships between the stress syndrome and the term of service : however, the level of stress among librarians tended towards fairly high level 2) The charisma and the Individualized consideration of transformational leadership showed negative(-) effects on stress syndrome. 3) The management-by-exception of transaction leadership showed positive(+) relationship with stress syndrome, and the contingent reward, negative(-)relationship. 4) The effect causing stress was greater In transformational leadership than in transaction leadership. Therefore, it was confirmed that the charisma and the individualized consideration of transformational leadership were variables decreasing stress, and the management-by-exception of transaction leadership was a variable increasing stress.

• Journal of Korean Academy of Nursing Administration
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• v.21 no.4
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• pp.447-456
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• 2015

Purpose: The purpose of the study was to identify factors affecting the innovative behavior of general hospital professional staff. Methods: In the final analysis, the study focuses on the 442 structured questionnaires received from the professional staff (doctors, nurses, medical technicians, and administrative staff) of H Hospital, a public medical foundation. Data were collected from August 1 to 31, 2014. The SPSS/WIN 19.0 program was used for data analysis which included t-test, ANOVA, $Scheff\acute{e}$ test, Pearson correlation coefficients, and multiple regression analysis. Results: Multiple regression showed that factors affecting innovative behavior of hospital professional staff were conditional reward, innovation-oriented culture, education, and job (Adj $R^2=.317$). Conclusion: The results of this study suggest that it is necessary for the leader to demonstrate leadership with innovation and transaction in harmony to cultivate innovative behavior in hospital staff. Also, positive support and role in the hospital organization are fundamental to developing the strengths that each type of culture possess on the basis of the organizational culture of hospital, enabling hospital staff to exhibit their best voluntary innovative behavior.

• The Journal of the Convergence on Culture Technology
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• v.5 no.1
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• pp.193-203
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• 2019

The study participants are nurses who work at three general hospitals in M City, who used structured questionnaires to list 214 people from July 17 to August 7, 2017. Analysis of the collected data was carried out using SPSS WIN 21.0. and M plus 7.00 to analyze latent classes depending on the type of nursing managers' leadership. This study showed that the type of nursing managers' leadership has in analyzing latent classes influences nurses' job performance and turnover intention. Because there is a strong influence on the job performance and the turnover intention so that nurses can be highly aware of transformation-transaction-emotion leadership, the managers of the nursing organization need to foster effective leadership. Training programs are needed to improve nurses' job performance through transformational, transactional, and emotional leadership, and to foster nursing manager's leadership skills to better reflect the turnover intention.

• Journal of Distribution Science
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• v.13 no.11
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• pp.47-58
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• 2015

Purpose - This study aims to seek determinants of department store sales commission rates under consignment contracts based on transaction cost theory, the power-dependence view, and the resource-based view. A consignment contract is a unique contract where the retailer, over a given period, takes possession of goods owned by a supplier, promotes the sales of these goods, and receives a profit share from their sales. Under this contract, the supplier owns the goods until they are sold. In department stores in South Korea, over 70% of overall sales comes through consignment contracts. In other words, this is the most popular contract agreement between large retailers and vendors in South Korea. Consignment contracts yield high profits to department stores with minimal sales uncertainty, stock cost, and marketing investment. Many suppliers believe the consignment contract commission rates are too high. However, department stores disagree. They state that the commissions are not high as they generate new value for the suppliers by accumulating up-to-date merchandise and supporting various marketing programs on their behalf. Recently, consignment contracts have been critically examined and scrutinized by politicians, mass media, and the public of Korea. This study further intends to derive implications reflecting both buyer and seller perspectives as well as offer insights to policy makers in making appropriate decisions. Research design, data, and methodology - To verify the proposed research model and test hypotheses, the authors selected 164 suppliers, which currently have relationships with department stores. This study carefully investigated the reliability, content validity, convergent validity, and discriminant validity of the proposed model. The data were analyzed using SPSS 18.0 and AMOS structural equation modeling program Results - For the transaction cost theory and the power-dependence view, the results indicated that product diversity and demand volatility had a positive impact on the sales dependence on a department store. Dependence in turn had a positive effect on the sales commission under the consignment contract. Based on the resource-based view, the department store's marketing capability, the supplier's perception toward merchandising, and supporting activities could enhance the department store's channel leadership in the buyer-seller relationship. Subsequently, the channel leadership had a positive effect on the sales commission. However, product complexity had no relationship with department store dependence. Conclusions - This is the first empirical research that investigates the determinants of sales commissions under consignment contracts in the domestic retail industry. This study reveals several theoretical and practical implications for both marketing scholars and marketers. In terms of theoretical implication, this study integrated and enlarged certain theoretical background, such as transaction cost theory, the power-dependence view, and the resource-based view, to explain the determinants of sales commissions under consignment contracts that include sales revenue. From a business management viewpoint, this research offers useful insights for policy makers by applying two different perspectives, both the manufacturer and the retailer, in terms of the sales commission issue under a consignment contract.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.10 no.9
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• pp.2290-2299
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• 2009

This study aims to analyze the importances of various SCM adoption factors suggested in precedent researches with AHP. SCM adoption factors were categorized by four types: organization factor, transaction factor, relation factor, and information factor. Each factor has sub-factors. Organization factor has five sub-factors: adoption strategy, support of CEO, maturity of information technology, development of assessment system, and innovation leadership. Transaction factor has three sub-factors: transaction period, delivery/quality, and shared goal. Relation factor has five sub-factors: trust, collaboration, inter-dependence, conflict, and immersion. Information factor has three sub-factors: information quality, information share, and information exchange. There are sixteen sub-factors altogether. Analyzing the importances of SCM adoption factors with AHP, the importance of organization factor(.387) ranked the highest. Relation factor(.291), information factor(.167), and transaction factor(.155) followed. Putting the analysis results of primary hierarchy factors and secondary hierarchy factors together, support of CEO(.169) ranked the highest and trust(.124), adoption strateg (.089), share goal(.081), information exchange(.069), collaboration(.064), and information share (.057) followed.

• Journal of Korea Port Economic Association
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• v.34 no.2
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• pp.51-68
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• 2018

This paper compares the differences in management performance in the logistics market and analyzes the differences in business characteristics depending on the industry types. In addition, the effects of industry types and business characteristics on management performance are examined. The analysis method used is ANOVA and K-means clustering. The implication of the study are as follows. First, in the logistics market in Japan, there was a difference in management performance among the types of industry. The warehousing service type had the highest profitability and stability among all the industry types. Second, differences in business characteristics by industry types were tested. It was found that offshore cargo transportation type was more capital intensive than the other types. In addition, warehousing service type had higher business leadership and credit transaction than others. Third, industry types and clusters based on business characteristics had a significant impact on management performance through interaction effects. For the profitability variables in detail, other clusters had a significant effect between transportation types(onshore and offshore cargo) and warehousing service type. On the other hand, in stability variables, one cluster was effective in all types, which is a characteristic that lowers both capital intensity and business leadership.

• Asia Marketing Journal
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• v.15 no.1
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• pp.169-188
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• 2013

Established in 2006 as the forward integration effort by Taesung Industry, the major cosmetic packaging company, TONYMOLY has phenomenally grown to one of the major cosmetic brand companies in the submarket called, 'one brand-shop' of cosmetic market since 2008, after overcoming the crisis of 'going out of business' in a couple of early years. Within a relatively short period of time, TONYMOLY's performances have dramatically improved in terms of metrics such as growth in sales revenue, the number of stores, the average sales per store, transaction value per customer, the number of monthly transactions, the number of membership-based customers, and overseas sales. In this case study, we have examined TONYMOLY's recent marketing activities which may explain the plausible reasons behind the substantial growth of a small but smart cosmetic company. Above all, the first key success factor of TONYMOLY would be found in its adherence to the clear philosophy of the customer value proposition and/or the differentiated position of TONYMOLY as a brand of providing value. Second, this brand concept of value was first penetrated and welcomed among the foothold customer target group of mid and late teens with appropriate products, while the target groups were later expanded into the age group of twenties along with expansion of relevant products. Third, its differentiation efforts have been concrete and meaningful by utilizing unique ingredients in its product development and marketing efforts, unique fun packaging, and continuously introducing new hit-selling products as well as managing steady-selling products. Fourth, TONYMOLY has been smart enough to use its limited marketing money efficiently and effectively in its marketing communication activities. Viral marketing, PPL, and concentrated media planning and execution turned out to produce effective and efficient market-based performances such as awareness, word-of-mouth, and sales. Lastly, the marketing leadership of CEO and top management, emphasizing communications and interactions, was confirmed in the relationship quality with and trust level of its franchisees and internal employees. These key success factors may explain the recent phenomenal market performances of TONYMOLY. Despite recent successes, the major issues are presented for TONYMOLY to consider for maintaining its sustainable advantages and growth. The first issue concerns TONYMOLY's choice of growth philosophy between product/brand-centric marketing and customer-centric marketing. The second challenging issue relates to how TONYMOLY can cope with 'growing pains' plausibly accompanied with the rapid growth.

• Journal of Information Technology Services
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• v.22 no.2
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• pp.71-92
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• 2023

Globally, under the leadership of advanced ICT countries, the private sector is promoting various policies to promote the digital transformation of public services. Looking at the research trend, design of public service indicators, development of evaluation system, and empirical research are being carried out steadily, but there are insufficient research cases on models in which the private sector participates in the planning, development, and operation of public services. In this study, Private-centric digital public service suitability evaluation indicators were discovered through interviews with experts in various fields, and weights for each indicator were analyzed through AHP evaluation. In addition, by applying the analysis results to 18 digital public services on a trial basis, the importance and priority of evaluation indicators for each service were derived, and at the same time, the evaluation framework was designed and applied to diagnose implications. As a result of the study, 'social utility', 'corporate acceptability', and 'public acceptability' were selected as the top three indicators of suitability evaluation. At this time, it was analyzed that the weight of the 'company acceptability' index, which includes sub-indices such as 'service profitability', 'service scalability', and 'private initiative possibility', was the highest among the three top indicators. As a result of the demonstration for public services, "IoT facility unmanned remote monitoring service", "blockchain real estate transaction service", and "digital twin disaster prediction service" were evaluated as the most suitable public services for the transition to the private sector.

• Information Systems Review
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• v.21 no.4
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• pp.143-156
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• 2019

Types of innovation can be categorized into simplification, information, automation, and intelligence. Intelligence is the highest level of innovation, and RPA can be seen as one of intelligence. Robotic Process Automation(RPA), a software robot with artificial intelligence, is an example of intelligence that is suited for simple, repetitive, large-scale transaction processing tasks. The RPA, which is already in operation in many companies in Korea, shows what needs to be done to naturally focus on the core tasks in a situation where the need for a strong organizational culture is increasing and the emphasis is on voluntary leadership, strong teamwork and execution, and a professional working culture. The introduction was considered naturally according to the need to find. Robotic Process Automation, or RPA, is a technology that replaces human tasks with the goal of quickly and efficiently handling structural tasks. RPA is implemented through software robots that mimic humans using software such as ERP systems or productivity tools. RPA robots are software installed on a computer and are called robots by the principle of operation. RPA is integrated throughout the IT system through the front end, unlike traditional software that communicates with other IT systems through the back end. In practice, this means that software robots use IT systems in the same way as humans, repeat the correct steps, and respond to events on the computer screen instead of communicating with the system's application programming interface(API). Designing software that mimics humans to communicate with other software can be less intuitive, but there are many advantages to this approach. First, you can integrate RPA with virtually any software you use, regardless of your openness to third-party applications. Many enterprise IT systems are proprietary because they do not have many common APIs, and their ability to communicate with other systems is severely limited, but RPA solves this problem. Second, RPA can be implemented in a very short time. Traditional software development methods, such as enterprise software integration, are relatively time consuming, but RPAs can be implemented in a relatively short period of two to four weeks. Third, automated processes through software robots can be easily modified by system users. While traditional approaches require advanced coding techniques to drastically modify how they work, RPA can be instructed by modifying relatively simple logical statements, or by modifying screen captures or graphical process charts of human-run processes. This makes RPA very versatile and flexible. This RPA is a good example of the application of digital to intelligence(D2I).