• Journal of the Korean Society of Food Culture
• /
• v.24 no.6
• /
• pp.702-710
• /
• 2009

The purpose of this study was to identify the competing values leadership of restaurant general managers and to investigate the impact of their competing values leadership on employee job satisfaction and turnover intention. A sample of full-time restaurant employees (n=360, 36% response) completed an e-mail survey. The results showed that among the eight sub-dimensions of competing values leadership roles, the monitor (4.04), producer (4.01), and director (3.99) roles were perceived as the most frequently used leadership styles of managers compared to broker (3.78), innovator (3.83), and mentor (3.91) roles (p <0.001). Additional T-test results suggested that an employees' gender had an influence on how he/she perceived the leadership style of their manager. Male employees were more likely to perceive that the director and mentor roles (4.19) were performed very well by their managers, while female employees perceived that their managers concentrated more on monitor (3.98) and producer (3.96) roles rather than on broker (3.73) and innovator (3.79) roles (p<0.05). It was found that manager competing values leadership had a significant correlation with employee job satisfaction, and the mentor, coordinator, and innovator manager roles explained the relationship with 42.1% based on multiple regression analysis (p<0.001). In further findings, the manager competing values leadership roles had an effect on employee turnover intention. The results of the data were as follows: mentor and facilitator roles promoted a decrease in employee turnover intention and the director role caused employee turnover intention to increase. Ultimately, this study will be useful for restaurant managers to guide the application of appropriate competing values leadership roles in order to strengthen employee job satisfaction and to reduce turnover intention.

• Journal of Information Technology Services
• /
• v.17 no.2
• /
• pp.1-16
• /
• 2018

Large corporations have the work and roles of employees clearly defined in accordance with their established internal structure whereas small and mid-sized firms may lack an official job specification or a written job description, causing ambiguity in the role of employees. In IT service companies, especially, there is a relatively large number of tasks requiring one person to play multiple roles and they are often highly dependent on few key players. In this reality where about 80% of the job seekers end up in SMEs, it is therefore necessary to look into how the turnover factors such as job strain and occupational burnout caused by the role ambiguity from extra work affect the turnover intentions of small and medium sized IT service firm employees. The outcome of this study is as follows. First, the relationship between job strain and turnover intention has been examined to find that a weak inverted U shaped relationship exists between role overload, which is a subset of job strain, and turnover intention. Second, the hypothesis based on the competing values framework has been tested that the fitness with organizational leadership and culture would moderate the relationship between job strain and turnover intention and it has been confirmed that the degree of relationship between role conflict and role ambiguity, the subsets of job strain, and turnover intention has changed. In conclusion, in order to discourage turnover intention, it is necessary to increase the fitness with the organization and leadership or generate a sufficient level of strain in case of an organization with low fitness.

• Acta Via Serica
• /
• v.6 no.1
• /
• pp.91-118
• /
• 2021

China's Belt and Road Initiative (BRI) is China's contribution to the need for the world to collectively address deficits of peace, development, governance, and problems relating to climate, the environment and human health. The rise of China and the BRI do challenge the current 'rules-based global order' and the economic dominance and moral, political, economic, and cultural leadership of the United States and its allies. However, China's goal is not hegemony but a multipolar world in which common values coexist with principles of peaceful coexistence (including non-interference in the internal affairs of sovereign states). The evolution of the BRI is outlined, and the ways in which it reflects Chinese interests are summarized, including its roles in addressing natural resource dependence and excess capacity, a transition from investment promotion and factor-intensive growth to going out and industrial upgrading, going West, and the effective deployment of China's foreign exchange assets. Although China does therefore potentially gain, the BRI is designed so that partners also gain in a quest for win-win co-operation and mutual benefit. The values that underlie this approach and the call for a community with a shared future are compared with competing western values, whose roots lie in Enlightenment thought and are associated with a record of colonialism and imperialism. In this light, the article concludes with a consideration of the global implications of the BRI, the challenges it confronts and the likelihood that the unipolar moment will give way to a multipolar global development path.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.19 no.2
• /
• pp.1-11
• /
• 2024

In the midst of the current turbulent global economy, traditional investment metrics are undergoing a metamorphosis, signaling the onset of what's often referred to as an "Investment cold season". Early-stage startups, despite their boundless potential, grapple with immediate revenue constraints, intensifying their pursuit of critical investments. While financial indicators once took center stage in investment evaluations, a notable paradigm shift is underway. Organizational culture, once relegated to the sidelines, has now emerged as a linchpin in forecasting a startup's resilience and enduring trajectory. Our comprehensive research, integrating insights from CVF and OCAI, unveils the intricate relationship between organizational culture and its magnetic appeal to investors. The results indicate that startups with a pronounced external focus, expertly balanced with flexibility and stability, hold particular allure for investment consideration. Furthermore, the study underscores the pivotal role of adhocracy and market-driven mindsets in shaping investment desirability. A significant observation emerges from the study: startups, whether they secured investment or failed to do so, consistently display strong clan culture, highlighting the widespread importance of nurturing a positive employee environment. Leadership deeply anchored in market culture, combined with an unwavering commitment to innovation and harmonious organizational practices, emerges as a potent recipe for attracting investor attention. Our model, with an impressive 88.3% predictive accuracy, serves as a guiding light for startups and astute investors, illuminating the intricate interplay of culture and investment success in today's economic landscape.

• Journal of Convergence Society for SMB
• /
• v.1 no.1
• /
• pp.1-8
• /
• 2011

With a sample of 147 Korean small and medium size companies, this study examined the relationships among degree of information orientation, corporate culture, degree of information management implementation and selected business performances in the process of implementing IMS(Information Management System). Information orientation is defined as company-wide understanding and implementation of the underlying philosophy, principles, approached, and tools of information improvement programs. It is assumed that successful implementation of information improvement programs requires a information-oriented mind-set of the employees. It is also assumed that successful implementation of information improvement programs require strong support from s corporate culture that emphasizes continues improvement. Adopting the competing values model of Quinn and McGrath(1985), corporate culture is classified into 'flexible' versus 'controlled culture' and 'outer-directed' versus 'inner-directed culture'. This study examined how such fitness influenced the implementation of information innovation programs and business performance. Implementation of information innovation programs was measured through various factors, such as leadership, strategic information planning, human resources focus, customer and market focus, process management, and information analysis and application. Business performance was measured through non-financial performance measuresm such as employee results, process results, information results, and customer results, and through perceived financial performance measures.