• 한국철도학회:학술대회논문집
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• 한국철도학회 2007년도 춘계학술대회 논문집
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• pp.494-501
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• 2007

Nowadays, the corporate culture is recognized as an important invisible assets determining the competitive advantages in all the business firms. The purpose of this article is to depict the corporate culture of railroad-related organizations based on the cognitive response of employees. To attain this purpose, several aspects of current corporate cultures are surveyed through questionnaire and analyzed by SPSS. In this paper the theoretical framework adopted was an corporate culture model developed by Rousseau.

• 산업경영시스템학회지
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• 제18권33호
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• pp.55-61
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• 1995

The corporate culture contributes much to the approach to the management problems as well as to the view to see the problems in the light of the multiplying-enterprise environment. In comparision with the large size corporates, the small-medium size corporates under various disadvantage conditions increase to the high achievement through the development of corporate culture, though the period and method to root in the corporate culture differ from one another depending on the situations. The purpose of this paper is to propose the owner's intention and efforts, the development of the corporate culture helpful for the long-run achievement, the cultural network and the member's role which prove to be effective method to root in the corporate culture.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회 2000년도 추계학술대회 및 정기총회
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• pp.22-25
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• 2000

With the dawn of the 21st century, the corporate business environment started to witness the unprecedented, intense competition on global basis. As a result, the kind of corporate business activity that can respond swiftly to the new changes emerged as one of the most critical factors to increase corporate competitiveness. Being reborn as a strategy-focused organization means seeking innovation. And the strategy not involving innovation is just meaningless. It is this innovation that lies at the heart of the corporate strategy, and that is the only way for continuation of the corporation. The most important pending issue facing companies today is to bolster corporate competencies fit for new business environment, to develop corporate culture required for getting competitiveness edge back, and ultimately to put the company on the continued growth path. Corporate culture, as the very underlying belief and philosophy, is not just woven into the fabric of the corporate management strategy and into the way the company is doing its business. It also, as a regulation and norm for its employees to stick by, affects the way they think and behave. This paper aims at presenting the role of the corporate culture in working out problems encountered by companies today, like corporate innovation, instilling vitality to the organization, beefing up the underlying corporate capabilities, and making transformation required by the changing business environment.

• 동아시아경상학회지
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• 제10권2호
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• pp.93-104
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• 2022

Purpose - Organizational individuals can gain profit from any trials and errors concerning the knowledge others have been able to accumulate. The culture also states the organizational behaviors by identifying the principal aims, and the way members handle personal relationships. This study aims that how corporate cultures can be connected with particular occupations. Research design, Data, and methodology - For the systematic review in prior literature dataset, the present author used the PRISMA which is a set of items that are evidence-based and utilized in reporting systematic reviews. It includes the reporting of meta-analyses. Result - The present author figured out that corporate culture is one of the most crucial factors that workers consider in deciding whether or not they want to be employed in an organization. Having an excellent corporate culture sets the company apart from the competition and increases the company's status to new positions of recruiting and business success Conclusion - The current research concluded that possessing an excellent corporate culture positions the company apart from the competition but boosts the company to new recruiting and business success levels. The two traits of an excellent corporate culture include the culture allowing every individual in the organization to succeed, and the culture works for every individual involved.

• 통상정보연구
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• 제9권4호
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• pp.375-393
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• 2007

The purpose of this study is to define the different stage of global management cultures for localization from the case study of two respective multinational corporations, Nestle and Samsung Electronics invested in Vietnam, and then to find out on how Korean multinational corporations can reduce the gap of global management culture compared to global multinational corporations. In fact, Samsung has been pretty much being on a right track from the global marketing management perspective, however still stand at the beginning stage in terms of leading the global corporate culture. In comparison to Nestle with over 130 years of worldwide business experience, Samsung Electronics having only a decade global experience as a Korean multinational corporation has been found to have an obvious gap in terms of globalization which is mainly caused by global corporate culture. Even though it doesn’t seem realistic for Korean multinational corporations to immediately catch up the gap of global corporate culture against global multinational corporations with long years of global experiences and history, Korean multinational corporations need to track the foot print of every steps of globalization particularly focused on the local management culture of global multinational corporations, so that they will be able to shorten the timing to develop the true meaning of global corporate culture being evolved from the Korean management style.

• 품질경영학회지
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• 제32권2호
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• pp.37-58
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• 2004

This study examines the effects of ISO 9001:2000 Quality Management System(QMS). Before accrediting it, it is affected by the top management leadership and corporate culture. After finishing the accreditation, some companies form quality culture, but some companies do not. That affects the corporate performance. If quality culture forms, companies performance will be good. But if not, companies performance will be bad. The accreditation of ISO QMS is not the end goal for the companies but forming the quality culture will enhance the corporate performance.

• 한국의류학회지
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• 제45권3호
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• pp.546-558
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• 2021

As consumers' demand for corporate social responsibility (CSR) has increased, luxury fashion brands have been providing support for arts and culture as CSR activities. The purpose of this study is to examine patronage of arts and culture as corporate philanthropy and to analyze the motives luxury fashion brands have for supporting arts and culture. The study investigates patronage of arts and culture through literature reviews and conducts case studies of luxury fashion brands' patronage. The results of the analysis are as follows: first, patronage based on public interest reduces the social costs of arts and culture and helps to create aesthetic experiences for the public; second, sustainable patronage is not only priceless PR for luxury fashion brands, it also supports the development of arts and culture; third, authentic patronage obviates the criticism that luxury fashion brands only support arts and culture for the purposes of profit, by separating business operations from patronage. In conclusion, those three elements are at the heart of patronage for the arts and culture and fashion companies need to support culture and the arts by taking a long-term perspective when it comes to creating social value.

• 한국콘텐츠학회논문지
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• 제8권2호
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• pp.173-181
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• 2008

기존의 기업문화를 고려하면, 여성들이 일과 가정의 양립이 어려워 국가나 기업의 측면에서 인력손실을 초래하였다. 그러나 기업이 조직내 가족친화적 문화의 하나로 육아에 대한 사회적 책임을 올바르게 인식하고 적극적인 의지를 갖게 된다면 전통적 육아의 방식을 탈피하고, 노동시장 내의 직장보육시설 확대를 통한 경쟁력제고와 더불어 사회적 기여를 할 수 있는 토대가 마련될 수 있을 것이다. 따라서 본 연구는 성별분업의 문화가 가정 내에서 뿐만 아니라 기업에서도 가족중심의 가족친화적 문화로 변화를 이루어야 함을 피력하고, 직장보육시설의 확대를 위해 기업이 사회적 책임을 통감해야 한다고 보는 관점에서 정부는 가족친화적 조직문화를 지닌 기업을 적절하게 지원하고 이를 통해 기업은 이윤추구와 더불어 사회적 공헌을 하여 사회적 정당성을 확보할 수 있음을 밝힌다.

• 문화기술의 융합
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• 제9권2호
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• pp.51-56
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• 2023

이 연구는 기업의 혁신적 문화, 조직 내 신뢰, 의사소통의 관계와 기업의 경쟁력에 미치는 영향력에 대하여 분석하였다. 연구모형은 기업의 혁신적 문화가 신뢰와 의사소통에 긍정적인 영향을 미치며, 신뢰와 의사소통은 기업경쟁력을 높이는 긍정적일 것으로 가정하였다. 분석을 위한 설문자료는 한국직업능력개발원(KRIVET)이 시행하는 인적자본기업패널II(HCCP II)의 1차 조사에서 수집된 9,053명 종업원의 자료를 기업수준(510개 기업)으로 통합하여 활용하였다. 기업경쟁력은 내부 프로세스 역량과 대고객역량에 대한 10개 요소에 대한 응답을 사용하였다. 본 연구모형을 분석하는데 구조방정식 분석을 사용하였다. 분석결과를 보면, 혁신적 조직문화는 조직의 신뢰와 의사소통에 긍정적인 영향을 미쳤다. 그리고 신뢰와 의사소통은 기업 경쟁력에 긍정적인 효과가 있는 것으로 나타났다. 부트스트랩을 통한 간접효과 분석에서는 혁신적 조직문화가 신뢰와 의사소통을 통한 간접효과가 나타나지 않아 혁신적 조직문화, 신뢰와 의사소통, 기업 경쟁력 간의 직접효과만을 확인할 수 있었다.

• 경영과정보연구
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• 제11권
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• pp.1-21
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• 2002

Corporate culture is being recognized as essential managerial resources in the future business management and in recently the attempts, though weak, of developing the corporate culture which is corresponded with their own structure and needs are being carried on by some major companies. Then, corporate culture research, drawing attention in nowadays, indicates that it attempts to analyze and search the organization matters in the basical dimension in regard to the assumptions, values and beliefs of organization and provides the solution of organizational negative effects, which have not been settled in the previews research methods of organizational behavior, and that present turbulent management environment demands the whole conversion from the previews hard style to the soft managerial style. For this reason, this study aim at identifying organizational structure and corporate culture in the business group. Futhermore, the influence of organizational structure and organizational culture are examined. The objective of this paper attempts to analyze the ways and results of strong and special culture on the organizational structure and culture. To accomplish this purpose, this study gathers in-depth data form various secondary courses. First, uncertainties in market and technology are the main sources of mimetic isomorphism. Due to the high level of uncertainty is market and technologies. Smallness in size is responsible for the low level of complexity in organizational structure. The rapid changes in market, contents of service, and tastes of customers are responsible for the low level of formalization, which enhances swift decision making and responses.