• Knowledge Management Research
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• v.16 no.2
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• pp.139-172
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• 2015

Employee's agility is becoming a primary factor of improving individual work performance. Employee's agility refers to responsiveness or behavior of employees in the context of work environment change. The purpose of this study is to examine the relationship between employee's agility and work performance in the perspective of agility's influence factors(absorptive capacity, IT resource use, readiness to change) and knowledge-oriented leadership, A survey was conducted for gathering data (a total of 262 employees from 35 industrial organizations) to test the relationships. The results of analysis show that employee's agility is a driving force leading to individual work performance, that employee's absorptive capacity, IT resource use, readiness to change, and knowledge-oriented leadership are the significant influential factors of employee's agility, and that knowledge-oriented leadership strengthens the link between employee's absorptive capacity and agility. For theoretical and practical contributions, the research presents the grounds for arguments that employee's agility is employee's dynamic capability for individual work performance under work environment change, and that organizations trying to improve employee's agility need to explore employee's behavioral attitudes under individual, leader, and organizational dimensions. Limitations arisen in the course of the research and suggestions for future research directions are also discussed.

• Knowledge Management Research
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• v.23 no.1
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• pp.165-185
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• 2022

This study aims to identify leadership behaviors and expected competencies of supervisors that had a positive or negative impact on the performance of employees in a remote work environment. For the purpose of the study, 19 office employees with more than one-year work experience were interviewed, and the critical incident technique (CIT) was used to verify themes. The results of this study are as follows. First, the frequency of comments on leadership behavior of supervisors that positively affect work performance of employees in a remote work environment was high in the order of task-oriented, relationship-oriented, and change-oriented leadership behavior, and it was classified into 10 actions. Second, the frequency of comments on leadership behavior of supervisors that negatively affect work performance of employees in remote work environment was high in the order of task-oriented, relationship-oriented, and change-oriented leadership behavior, and it was classified into 9 behaviors. Further, the expected competencies of supervisors were classified into 13 categories in a remote work environment. Based on this research conclusions were drawn and suggestions were made for further studies.

• Journal of Korean Academy of Nursing Administration
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• v.6 no.1
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• pp.109-122
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• 2000

The present study examined the causal relationships among nurses' perceived autonomy, job satisfaction, work environment (work overload, role conflict, situational support, head nurses' leadership), personal aspects(experiences, need for achievement, professional knowledge and skill) by constructing and testing a theoretical framework. Based on literature review nurses' perceived autonomy and job satisfaction were conceived of as outcomes of the interplay among work environment and personal characteristics. Work environment factors involved work overload, role conflict, situational support, and head nurses' leadership (task oriented leadership, relation oriented leadership). Personal charateristics included experiences, need for achievement, and professional knowledge and skill. Three large general hospital in Chonbuk were selected to participate. The total sample of 516 registered nurses represents a response rate of 92 percent. Data for this study was collected from July to September in 1998 by Questionnaire. Path analyses with LISREL 7.16 program were used to test the fit of the proposed conceptual model to the data and to examine the causal relationship among variables. The result showed that both the proposed model and the modified model fit the data excellently. It needs to be notified, however, that path analisis can not count measurement errors; measurement error can attenuate estimates of coefficient and explanatory power. Nevertheless the model revealed relatively high explanatory power. 42 percent of nurses' perceived autonomy was explained by predicted variables; 32 percent of nurses' job satisfaction was explained by by predicted variables. Tn predicting nurses' perceived autonomy the findings of this study clearly demonstrated the work overload might be the most important variable of all the antecedent variables. Head nurses' relation oriented leadership, situational supports, need for achievement, and role conflict were also found to be important determinants for nurses' perceived autonomy. As for the job satisfaction, role conflict, situational supports, need for the achievement, and head nurses' relation oriented leadership were in turn important predictors. Unexpectedly the result showed perceived autonomy have few influence on job satisfaction. The results were discussed, including directions for the future research and practical implication drawn from the research were suggested.

• Journal of the Korean Operations Research and Management Science Society
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• v.31 no.4
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• pp.157-179
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• 2006

Recently, as business becomes more dependent on information technology for their operations, SI project managers are under increasing pressure to implement SI projects on time and within budget, and to satisfy customer requirements. For the success of SI projects and customer satisfaction, SI project managers should master the critical shills and knowledge requirements and consider the proper leadership style to lead the team members and to manage SI projects. The leadership style includes four categories, such as directive leadership, supportive leadership, participative leadership, and achievement-oriented leadership. This study has examined the project managers' competency and suggests the three competency factors, which are technical, human, and conceptual shills, for the success of SI projects and customer satisfaction. The study suggests that SI project managers should master the three critical skills and knowledge requirements, and consider the proper leadership style for the successful implementation of SI projects. Also SI project managers should consider contingency factors such as project size and duration and outcome variables such as protect performance and customer satisfaction so as to enhance the leadership effectiveness.

• Information Systems Review
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• v.5 no.1
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• pp.113-127
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• 2003

In recent studies, there has been much interest in knowledge sharing between the company and customer. Yet, there is little empirical work on the impact of the factors on CRM performances. The purpose of this study is empirically analyzing the effects of organizational factors of knowledge management, CRM system factors, and trust on CRM performances. The findings indicate that 3 factors (knowledge-oriented organizational culture/characteristic, technical systems, trust) are significantly related to CRM performances. However, the relationships between other factors (knowledge-oriented leadership, knowledge-oriented strategy, education & reward) and CRM performances are not significant.

• Health Policy and Management
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• v.7 no.2
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• pp.147-176
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• 1997

This research identifies the most important domains in health care administration from now to the year 2005 and differentiates job skill, konwledge, and ability requirements necessary for successful management. Fellows of the Korean Hospital Association from about thirteen percents of the country responded to mail inquiry. Five of eleven domains, in order of ranked importance, were health care delivery concepts, leadership characteristics, quality management, cost/finance and human resources management. Results indicated that while a business orientation is needed for organizational survival, and equal emphasis on person-oriented skills, knowledge, and abilities is required.

• Educational Technology International
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• v.10 no.1
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• pp.107-135
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• 2009

The purpose of this paper is to review a variety of challenges facing the Human Performance Technology (HPT) in supporting knowledge workers' performance, and to explore possible HPT models for knowledge workers. The first section of this paper investigates the core attributes and major models of HPT as a foundation. While HPT has a lot of strengths in terms of systemic, systematic, methodologically eclectic, evidence based, and results oriented approaches, some pitfalls - which could be detected if these principles were mindlessly applied to problem areas - are explored. The second section presents some considerations such as analysis, intervention design, and leadership that HP technologists need to take in order to make HPT a better field of practice for knowledge workers. The author also suggests a tentative diagnostic model and a process model for knowledge workers, core principles of which are based on systems thinking, in particular Senge's the fifth discipline and Checkland's soft systems methodology. The importance of formative evaluations to improve these models is noted as a conclusion.

• Journal of National Security and Military Science
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• s.4
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• pp.83-118
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• 2006

This study is to develop digital leadership in a field of national defense. Today, korean society is facing the crisis of national security. But national defense leadership is not show in the circumstance of national security crisis. As you know, national defense leadership is a process that make use of influence. Which means it converges people's interest and demands well and also show people the right vision of national defense and make them to comply the policy about national security. Because of the environmental change, our national defense leadership is having a new turning point. First, international order, which is under post-cold war, raises possibility of guarantee of peace and security in international society but also, cause the increase of multiple uncertainty and small size troubles in security circumstance. In addition, Korean society is rushing into democratization and localization period by success in peaceful change of political power went through about three times. The issue of political neutralization of military is stepping into settlement but still, negative inheritance of old military regime is worrying about it. In this situation, we can't expect rise in estimation about the importance of security and military's reason for being. So, military have to give their concern to not only internal maintenance of order and control and growth of soldiers but also developing external leadership to strength influence to society and military's the reason for being. So for these alternative I'm suggesting a digital leadership of national defense which fits digital era. This digital leadership is the leadership which can accept and understand digital technology and lead the digital organization. To construct digital national defense we need a practical leadership. The leadership has to be digital leadership with digital competence that can direct vision of digital national defense and carry out the policy. A leader who ha s digital leadership can lead the digital society. The ultimate key to construct digital government, digital corporate and digital citizen depends on digital leader with digital mind. To be more specific, digital leadership has network leadership, next generation leadership, knowledge driven management leadership, innovation oriented leadership. A leader with this kind of leadership is the real person with digital leadership. From now on, to rise this, we have to build up human resource development strategy and develop educational training program.

• Proceedings of the KSR Conference
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• 2004.10a
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• pp.1731-1736
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• 2004

The purpose of this article is to introduce a useful methodology of effective goal-setting for the team-level units. As a way to overcome some common symptoms in terms of Strategic Performance Evaluation System such as lack of knowledge on goal-setting, disconnection of process, problem of judging the degree of difficulty about objectives, limits of staff departments evaluation, fairness and authority of evaluators, weakness in coaching technique, and quantity or figure-oriented evaluation, to name a few, and to seek a more plausible goal-setting methodology, the author suggests a persuasive goal-setting concept: VAR(Value-Added Results). VAR, as the end-results, is the team contributions that add value to the organization, and it results from the team's activities. In addition to these goal-setting technique based on the concept of value-added results, several aspects should be improved for Strategic Performance Evaluation System to be implemented more effectively. They are: 1) shift from MBO to MP & D(Managing Performance & Development), 2) impartial exercise of evaluation authority as a organizational public assets, 3) reinforcement of maternal leadership and servantship instead of paternal leadership, 4) utilization of IT-based evaluation system.

• Knowledge Management Research
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• v.22 no.4
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• pp.261-282
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• 2021

As the MZ generation, who values work-life balance, became a member of the organization, leader-oriented leadership centered on goal achievement and company profit made it difficult to achieve good results in the organization in the mid-to long-term. The company must strengthen the leadership that can be helpful for the self-leadership where the members of the organization move on their own and the organizational culture that enhances the employees' job satisfaction and organizational commitment. Therefore, this study analyzed the effect of the team leader's servant leadership on the team member's self-leadership and organizational effectiveness. In addition, it was studied whether the executive officer's emotional leadership interacted with the team leader's servant leadership and had a moderating effect on the team member's self-leadership. Also, the difference in path coefficient between the MZ generation and the non-MZ generation was verified. To this end, the research model was statistically verified using the PLS (Partial Least Square) structural equation. A survey was collected from 357 team members among office workers online. As a result of the analysis, the team leader's servant leadership had a significant effect on organizational effectiveness and team member's self-leadership. Also, in the relationship between the team leader's servant leadership and the team member's self-leadership, the emotional leadership of the executive officer had a positive (+) moderating effect. The MZ generation differed from the non-MZ generation in the path where the team leader's servant leadership positively affected the self-leadership of the team member and the path where the team leader's self-leadership had a mediating effect between the team leader's servant leadership and organizational effectiveness. The results of this study will suggest various theoretical and practical implications so that executive officers, team leaders, and team members within the company can develop leadership that increases organizational effectiveness in their respective positions.