• Steel and Composite Structures
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• v.19 no.6
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• pp.1599-1610
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• 2015

Cold Formed Steel members are widely used in today's construction industry. However the structural behavior of light gauge high strength cold formed steel sections characterized by various buckling modes are not yet fully understood. Because of their simple forming and easy connections, the commonly used cold formed sections for beams are C and Z. However both these sections suffer from certain buckling modes. To achieve much improved structural performance of cold formed sections for beams both in terms of strength and stiffness, it is important to either delay or completely eliminate their various modes of buckling. This paper presents various innovative sectional profiles and stiffening arrangements for cold formed steel beams which would successfully contribute in delaying or eliminating various modes of premature buckling, thus considerably improving the load carrying capacity as well as stiffness characteristics of such innovative cold formed sections compared to conventional cold formed steel sections commonly used for beams.

• Knowledge Management Research
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• v.6 no.2
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• pp.67-90
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• 2005

Attention has been focused recently on the concept of shared cognition which encompasses the notion that effective team members hold knowledge that is overlapping and complementary with teammates. This shared cognition is expected to improve team effectiveness. In contrast to the continued efforts in developing theoretical approach of shared cognition, empirical studies are meager. Thus, we conducted an empirical study to investigate the role of shared cognition on team effectiveness. This study classifies shared cognition into two types, team mental model and transactive memory system, by shared meaning. A total of 121 new product development teams in the IT industry were surveyed for the data collection. The results of analysis can be summarized as follows: first, team mental model has a positive influence on team performance, team innovative behavior and team learning effect. And the relation with team mental model and team performance is moderated by the similarity of knowledge structure among the expert. Second, transactive memory system has a positive influence on team performance, team innovative behavior and team learning effect.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.4
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• pp.245-254
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• 2018

The purpose of this study is to review the relationship between psychological capital and organizational commitment/ innovative behavior, and the moderating effect of organizational support. In order to verify and achieve the purposes mentioned above, questionnaire data were gathered and analysed from 315 professors and teachers of Korea Politechnics Colleges. Multiple regression and multiple hierarchical regression analysis were applied to test the proposed hypotheses: 1) the relationship between psychological capital and organizational commitment, 2) the relationship between psychological capital and innovative behavior, 3) the moderating effect of organizational support on the relationship between psychological capital and organizational commitment, 4) the moderating effect of organizational support on the relationship between psychological capital and innovative behavior. Empirical survey's findings are as follows; First, self-efficacy and optimism appeared to be positively related with organizational commitment, and all psychological capital factors(self-efficacy, resilience and optimism) appeared to be positively related with innovative behavior. Second, organizational support appeared to have moderating effect partly on the relationship between psychological capital and organizational commitment, but it did not have a moderating effect on the relationship between psychological capital and innovative behavior. Self-efficacy and optimism appeared to be more positively related with organizational commitment in higher organizational support situation than in lower organizational support situation.

• The Korean Journal of Coaching Psychology
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• v.7 no.2
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• pp.1-20
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• 2023

The purpose of this study is to determine the effect of innovation-oriented organizational culture on organizational members' innovation behavior, and to confirm the sequential mediating effect of the boss's coaching leadership and the basic psychological needs of organizational members. For this purpose, an online survey was conducted targeting 377 office workers who had been working with the same boss for more than 6 months. The collected data was analyzed using Hayes' SPSS PROCESS Macro. The results of this study are as follows. First, it was confirmed that the relationship between organizational culture and innovative behavior was statically significant. Second, it was confirmed that coaching leadership and basic psychological needs sequentially mediate in the relationship between organizational culture and innovative behavior. In other words, the innovation-oriented organizational culture does not directly affect innovative behavior, but rather leads to the exertion of coaching leadership by boss, and coaching leadership promotes more innovative behavior by influencing the satisfaction of members' basic psychological needs. This is meaningful as a basic study on how environmental variables, such as organizational culture and superior leadership, affect individual motivational variables, desire, and thus affect individual behavioral variables. In addition, based on the results of this study, academic and practical implications were discussed, and limitations of this study and suggestions for follow-up studies were discussed.

• Journal of Industrial Convergence
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• v.20 no.3
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• pp.1-10
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• 2022

The results(Boje et al. 2004) suggest that corporate image is severely damaged due to arrogance and a sense of power among some of the executives. With the advent of the MZ generation, the humility of leaders who lead the organization becomes more and more important(Morris et al. 2005; Vera, Rodriguez-Lopez, 2004; Owens et al. 2013). This paper tried to empirically analyze the mediating effect of emotional regulation in the relationship between humble leadership, voice behavior, and innovative behavior. To this end, a survey was conducted from November to December 2021 for corporate employees in Busan, Gyeongnam, and Gyeongbuk, and was empirically analyzed through the results of a total of 145 surveys. As a result, it was verified that humble leadership had a positive(+) effect on voice behavior and innovative behavior, and the mediating effect of emotional regulation in the relationship between humble leadership and voice behavior and innovative behavior was also verified. Through this, this study expanded the scope of research by newly illuminating the relationship between humble leadership and emotional regulation, which are the core competencies of leaders, and revealing the causal relationship. In future research, we intend to explore the relationship between humble leadership and various variables and to investigate the relationship through various research methods.

• Journal of Digital Convergence
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• v.20 no.3
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• pp.9-18
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• 2022

Organizational performance is directly associated with leaders' behavior and the importance of various leadership types are continuously emphasized. Various of leadership types are possessed of different roles and influences. Nowadays, Chinese organizations continue to reinforce social responsibility and demand ethical elements for continuous development of organization and performance improvement. It shows that the importance of ethical leadership is emphasized among Chinese organizations. Based on this phenomenon, this research focused on identifying the role of ethical leadership and verifying the level of performance. According to the current situation that requires innovation in relation to performance, we focused on the employees' innovative behavior. Furthermore, we also verified serial multiple mediating effects of trust in leader and voice behavior on the relationship between ethical leadership and innovative behavior. This research focused on 336 employees in Chinese small and medium-sized enterprises to conducted a survey and the data were used in empirical analysis. The results showed ethical leadership had a positive influence on innovative behavior. In additon, the serial multiple mediating effects of trust in leader and voice behavior were verified. Overall, this research focused on exploring performance that can be achieved through ethical leadership and finding the ways to improve performance. Finally, the future research related to ethical leadership and performance was presented.

• Journal of Korean Clinical Nursing Research
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• v.27 no.1
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• pp.35-44
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• 2021

Purpose: The aim of this study was to identify the individual, job, and organizational factors affecting the individual innovative behaviors among tertiary care hospitals' nurses. Methods: The participants in this study were 230 nurses who have worked more than one year in tertiary care hospitals. Data were collected using self-administered questionnaires that included individual factors (self efficacy, and empowerment), job factors (knowledge and skills for evidence-based practice, and beliefs for evidence-based practice), organizational factors (perceived organizational support), and individual innovation behavior. The SPSS/WIN 25.0 program was used for data analysis which included descriptive analysis, t-test, ANOVA, Scheffé test, Pearson's correlation coefficient, and hierarchical regression analysis. Results: Individual innovative behavior had significant positive correlations with all of individual, job, and organizational factors. The results of hierarchical regression analysis showed that knowledge and skills for evidence-based practice (β=.28, p<.001), self efficacy (β=.25, p=.002), gender (female, β=.23, p<.001), and beliefs for evidence-based practice (β=.17, p=.016) were significant factors influencing on individual innovative behavior. Conclusion: These findings suggest that knowledge, skills and beliefs for evidence-based practice, and self efficacy were linked to individual innovative behaviors. Therefore, education and human resource management improving self efficacy, knowledge, skills and beliefs for evidence-based practice are needed to increase nurses' individual innovative behaviors in tertiary care hospitals.

• Journal of Wellbeing Management and Applied Psychology
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• v.7 no.4
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• pp.75-89
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• 2024

The purpose of this study was to investigate the impact of coaching leadership on ESG management performance through employee innovation behavior in the context of SMEs. Amid the lack of ESG-related research on SMEs, this study is significant in that it empirically verified that coaching leadership can contribute to the improvement of ESG performance of SMEs by inducing innovative behavior of employees. For the study, a survey was conducted on 244 employees of domestic SMEs. As a result of the study, it was found that coaching leadership partially had a positive (+) effect on ESG performance. Specifically, direction suggestion and competency development had a positive effect on the environment, social responsibility, and governance structure of ESG performance, but the relationship with performance evaluation did not have a significant effect. In addition, the direction of coaching leadership and competency development had a positive effect on innovation behavior, but performance evaluation was not significant. Innovative behavior had a significant positive (+) effect on all aspects of ESG performance (environment, social responsibility, and governance), and showed a significant mediating effect in the relationship between coaching leadership and ESG performance. This suggests that innovative behavior plays an important role in mediating the relationship between the sub-factors of coaching leadership and ESG performance. The theoretical significance of this study is to support the innovation behavior of members through coaching leadership in the SME field and to identify a path to increase ESG performance as a result. In addition, most previous studies on the relationship between ESG and innovation behavior have shown that innovation behavior is promoted by the influence of ESG, but this study confirmed that innovation behavior of SME members is an important factor in improving ESG performance. These results provided practical and policy implications for promoting ESG performance by leading the use of coaching leadership and innovation behavior in the SME field.

• Journal of Technology Innovation
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• v.13 no.3
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• pp.77-100
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• 2005

This paper analyzes the determinants of firm's innovative activity, using Korean Innovation Survey (KIS) dataset. Especially, we focused on the role of external networks by partners(other firms or research institutions) in performing innovative activities. The product innovation, product improvement, and process innovation are used as proxies for innovative activity. The explanatory variables such as market concentration ratio, lagged profitability, foreign ownership, export ratio, firm's age, formal R&D activity, and industrial R&D intensity are also considered. With data from 1,124 firms for the two years (2000-2001), we estimated the logistic regression model. The finding is that the determinants of firm's innovative activities differ by type of innovations. We also found that the innovative behavior of SMEs differs from that of large firms. The result confirms that external networks have a strong positive effect on innovative activity. However, the network effects by partners vary across both firm size and type of innovations.

• The Journal of the Korea Contents Association
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• v.21 no.1
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• pp.649-661
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• 2021

Over recent years, there have been more comprehensive studies conducted word-widely on the WLB covering not only the conflicting relationships between work and life but also facilitating relationships between work and life, in a method of classifying whether a conflict or a facilitation was derived from the work or from the life. However, such studies are hardly identified in Korea. The objective of this study is, therefore, to examine the effect of the WLB on innovative behavior in Korean society, when the WLB are subdivided into three sub-variables defined as work-life conflict, life -work conflict, and work-life facilitation, and to determine the mediated effect of psychological well-being(hedonic well-being and eudaimonic well-being). The hypothesis was verified using factor analysis, descriptive statistics, and regression analysis in questionnaires collected from 299 office workers. As a result, the study found that work-life conflict and work-life facilitation significantly effected psychological well-being and innovative behavior. However, life-work conflict was not a significant factor on hedonic well-being and innovative behavior. In addition, eudaimonic well-being showed mediating effect to the relationship between WLB and innovative behavior, while hedonic well-being did not effectively mediate them.