• The Journal of Information Systems
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• v.31 no.3
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• pp.89-108
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• 2022

Purpose The purpose of this study is to clarify the conceptualizations of mandatory and reward that have come into focus in the definition of digital shadow work. And explore how users in a shared services environment view cost and coercion from the perspective of digital shadow work. Design/methodology/approach We conducted one-on-one interviews with 4 participants, with each interview being an average of 25 minutes. Based on literature review, stakeholder observation, and interviews on digital shadow work so far, very objective results can be derived through triangulation based on the basis of multiple sources. Findings According to the results of the preliminary study, there are some rewards for each type of digital shadow work, but time saving and service convenience are considered more than financial rewards. Unfair demands in determining whether to implement them in consideration of the difficulty and expected benefits of the demanding digital work can cause dissatisfaction with the service. Academic implications and future research directions are also discussed.

• Korea Journal of Hospital Management
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• v.8 no.2
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• pp.24-48
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• 2003

It is important how the leader leads the organizational members with leadership appropriate to environment changes as the leader has great influence on the management of hospital organization. These data were collected from the questionnaire surveyed, from February 14 through February 28, 2003, to 218 people among those in the field of doctorship, management administration, nursing, technology, medical engineering, management engineering, and general affairs, working for three hospitals under S medical foundation in Pusan. The principal findings of this research are as below : 1. Type of leadership and job satisfaction had positive correlation in terms of both transformational and transactional leadership, with former having more relation than the latter. 2. Type of leadership and organizational commitment had positive correlation in terms of intellectual stimulus and situational rewards, having little relation statistically. 3. Type of leadership and turnover intentions had negative correlation only in individual consideration, situational rewards, and exceptional management, showing that transactional leadership had more relation than transformational leadership. 4. In terms of leadership and its effect on the organizational performance and turnover intentions, transformational leadership had more correlation than transactional leadership. But transactional leadership also turned out to have effect on organizational performance. When transformational leadership used, turnover intentions were lower than when transactional leadership used. However, both transformational and transactional leadership had negative correlation to turnover intentions. 5. Effect that type of leadership according to job classification, status, age, and academic career has on organizational performance and turnover intentions was differed by those factors; especially, in the occupation of doctor, both transformational and transactional leadership had positive correlation to turnover intentions. 6. Regression analysis on the factors of organizational performance and turnover intentions showed that higher age had positive correlation to the organizational performance in terms of socio-demographical features and that the more leadership was used for charismatic and situational rewards and the less leadership was used for intellectual stimuli, the higher organizational performance was likely. In short, hospital operators and managers should examine each manager's qualification, type, and style of leadership in the hospital organization, and they must develop lasting programs for effective education and training for developing characteristics of leadership are in needed to have managers with appropriate managerial mind to respective post and status. It should be kept in mind that manager's leadership especially has great effect on members' goal-setting, goal-achievement, organizational performance, and turnover intentions as it is a decisive factor of organizational members' attitude and motivation.

• Korean Journal of Cognitive Science
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• v.28 no.1
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• pp.65-90
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• 2017

Rewards or penalties become informative only when contingent on an immediately preceding response. Our goal was to determine if the brain responds differently to motivational events depending on whether they provide feedback with the contingencies effective for learning. Event-related fMRI data were obtained from 22 volunteers performing a visuomotor categorical task. In learning-condition trials, participants learned by trial and error to make left or right responses to letter cues (16 consonants). Monetary rewards (+500) or penalties (-500) were given as feedback (learning feedback). In random-condition trials, cues (4 vowels) appeared right or left of the display center, and participants were instructed to respond with the appropriate hand. However, rewards or penalties (random feedback) were given randomly (50/50%) regardless of the correctness of response. Feedback-associated BOLD responses were analyzed with ANOVA [trial type (learning vs. random) x feedback type (reward vs. penalty)] using SPM8 (voxel-wise FWE p < .001). The right caudate nucleus and right cerebellum showed activation, whereas the left parahippocampus and other regions as the default mode network showed deactivation, both greater for learning trials than random trials. Activations associated with reward feedback did not differ between the two trial types for any brain region. For penalty, both learning-penalty and random-penalty enhanced activity in the left insular cortex, but not the right. The left insula, however, as well as the left dorsolateral prefrontal cortex and dorsomedial prefrontal cortex/dorsal anterior cingulate cortex, showed much greater responses for learning-penalty than for random-penalty. These findings suggest that learning-penalty plays a critical role in learning, unlike rewards or random-penalty, probably not only due to its evoking of aversive emotional responses, but also because of error-detection processing, either of which might lead to changes in planning or strategy.

• Asia Marketing Journal
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• v.19 no.3
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• pp.45-74
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• 2017

The current research proposes to fill a research gap by testing how reward uncertainty, different types of motivation, as well as individual risk-taking attitude affect consumers' promotion participation. Being offered with an uncertain reward, relative to individuals with extrinsic motivation, individuals with intrinsic motivation will have greater intention to participate in marketing promotion. In contrast, being offered with a certain reward, relative to individuals with intrinsic motivation, individuals with extrinsic motivation will have greater intention to participate in marketing promotion. This effect arises only among consumers having a low level of risk-taking attitude. For consumers having a high level of risk-taking attitude, their participation intention shows no significant difference between the two motivation type groups, under both certain and uncertain reward conditions. With an understanding of how consumer's response heterogeneously to promotions involving rewards, marketers can better understand not only how to use this promotional tactic more effectively, but also how to better allocate their budget for promotions.

• 제어로봇시스템학회:학술대회논문집
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• 1990.10b
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• pp.1234-1239
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• 1990

In this paper, we propose a new type of decentralized learning automata for the control finite state Markov chains with unknown transition probabilities and rewards. In our scheme a .betha.-type learning automaton is associated with each state in which two or more actions(desisions) are available. In this decentralized learning automata system, each learning automaton operates, requiring only local information, to improve its performance under local environment. From simulation results, it is shown that the decentralized learning automata will converge to the optimal policy that produces the most highly total expected reward with discounting in all initiall states.

• Journal of Information Technology Applications and Management
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• v.30 no.1
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• pp.97-114
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• 2023

The purpose of this study is to derive practical implications by verifying the influence of MSME owners' leadership type and management performance on knowledge management. In addition, we tried to verify the mediating role of knowledge management between the leadership type and management performance of MSME owners. Leadership types were divided into transformational leadership and transactional leadership. Transformational leadership consisted of charisma and inspirational motivation, while transactional leadership consisted of situational rewards and management by exception. For data collection, we conducted a survey targeting workers in small businesses. After excluding insincere data that were inappropriate for analysis, we used the remaining 243 samples for empirical analysis. To test the hypothesis, we adopted regression analysis and three-step mediated regression analysis as analysis methods. As a result of the empirical analysis, all seven hypotheses derived were supported, and the main results are summarized as follows. First, we found that MSME owners' transformational leadership and transactional leadership had a positive effect on knowledge management and management performance. Second, we found that knowledge management of MSME owners had a positive effect on business performance. Third, both transformational leadership and transactional leadership of MSME owners were found to be partially mediated by knowledge management in relation to management performance. Based on these research results, we derived practical implications for MSME owners.

• Journal of the HCI Society of Korea
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• v.14 no.2
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• pp.83-91
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• 2019

These days, virtually every mobile game has a daily quest system. Daily quest is a great tool that can attract game players by providing daily rewards as the player conducts designated missions. However, conducting similar tasks repeatedly has a risk of becoming tedious duties, and maintaining an enjoyable daily quest is critical in enhancing the overall experience of a game. Based on the awareness on the need for academic research on daily quest systems, this study categorized the types of quests systems implemented in the current mobile games, observed how preferred type differs by player's propensity, and analyzed how motivation of a player can be improved using quest types. The results are (1) the staged rewards after each clearance of a task improve a player's motivation, (2) players with high autonomy should be given a freedom to choose their own quests, and (3) players who values their playing skills higher are motivated by providing a feedback on the completion of a task.

• Korean Journal of Culture and Social Issue
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• v.18 no.2
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• pp.153-167
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• 2012

This study was focused on five factors of Hasteful behavior and conducted to examine characteristics of the factors with relationship between Hasteful behavior and type A behavior. 207 adults(18-59 aged) answered the Hasteful Behavior Questionnaire and Type A Behavior Questionnaire. 136 items in established type A behavior or type A personality scale were collected. 136 items were reduced to 6 factors and 29 items. The components of Type A Behavior consists of success striving, impatience, failure anxiety, job immersion, activity, quickness. The factor analysis of Hasteful Behavior resulted in five factors. This was consistent in priority research. Each factors of Hasteful Behavior and type A behavior showed positive correlation. Hasteful behavior under time pressure had positive relations with success striving, failure anxiety, job immersion, activity, and quickness. Hasteful behavior under uncomfortable or isolation had a relation with impatience. Hasteful behavior in bordem had positive relations success striving, activity and quickness. Hasteful behavior in expectation of rewards had positive relations with success striving, impatience, failure anxiety, and quickness.

• Journal of Korean Institute of Industrial Engineers
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• v.33 no.3
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• pp.303-311
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• 2007

This study deals with a type of vehicle routing problem faced by manager of some department stores during peak sales periods. The problem is to find a set of traveling paths of vehicles that leave a department store and arrive at a destination specified for each vehicle after visiting customers without violating time and capacity constraints. The mathematical model is formulated with the objective of maximizing the sum of the rewards collected by each vehicle. Since the problem is known to be NP-hard, a heuristic algorithm is developed to find the solution. The performance of the algorithm is compared with the optimum solutions obtained from CPLEX for small size problems and a priority-based Genetic Algorithm for large size problems.

• Journal of Agricultural Extension & Community Development
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• v.5 no.2
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• pp.165-175
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• 1998

Volunteerism, as one type of citizen participation, can help local governments to cut down administrative expenditure and contribute to rasing of democratic consciousness in community. In this study, researchers examined the practical use of volunteerism in America. And discussed diverse incentives to voluntary service and rewards for volunteers. Local governments in Korea have suffered under lack of human resource and public finance. By positive introduction of volunteerism, they may obtain the desired results.