• Journal of Digital Convergence
• /
• v.14 no.5
• /
• pp.1-10
• /
• 2016

New systems and management strategies have been successfully settled in order to be linked to enhancing organizational performance internalization process. The most successful methods for internalization are training and communication strategies. However, the organization must be supported by trust and cooperation cultures for successful education and communication. In this study, we measured the degree of internalization of organized vision, and core values. And then, a successful convergence business strategy internalization plan was presented. Strengthening training plan, communication strategies and management strategies must be internalized in parallel with seeking a change of organizational culture. First, iterative learning is very effective in order to strengthen education and management strategies through talking frequently. Second, chief executive officer should pay attention to communication with employees for the internalization. Finally, in order to change the organizational culture, organizational leaders will establish strategic plan to build open and collaborative culture among colleagues and quantitative and qualitative expansion of the human network.

• The Journal of the Korea Contents Association
• /
• v.14 no.6
• /
• pp.73-83
• /
• 2014

This paper is to analyse how Industree Crafts, social enterprise in the field of crafts, could generate profit and create a sustainable growth for the last 30 years out of dependence on government grants in India. Success factors was drawn from the findings as follows. First, bringing stakeholder value: it preferred social mission as a goal for generating the value of stakeholders respectively and shared value mutually. Second, building distinctive internal business processes: it adapted unique business model and 4P strategy into its internal organization system and introduced the way of management to support the independence of self-help groups aimed at creating greater added value. Third, promoting learning and innovation culture: it challenged with the help of new design strategies continuously, was unafraid of change, and promoted learning culture to turn trial and error into the organization learning. Finally fourth, securing right finances and resources: it obtained proper finances and resources such as trying joint-sale, attracting investment from a private company, and acquiring enough skilled artisans at every scaling up.

• Journal of Sport and Applied Science
• /
• v.4 no.4
• /
• pp.7-17
• /
• 2020

Purpose: This study started with interest in sport culture and is meaningful as an exploratory study to help with the basic understanding of sport culture research. Research design, data, and methodology: The approach of this study is the exploratory approach by literature reviews. This study carried out exploratory research on thinking about diversity of sports culture and the development process of sports culture by human history periods. Results: First, in thinking about cultural diversity, cultural absolutism and cultural relativism were identified. The characteristics of sports culture can identify universality, individuality and diffusion, and the attributes of sports culture included sharing, learning, accumulation, whole systematic relationship and change. Second, the characteristics of sports culture were identified by the approach of each historical era. The historical stages were divided into ancient civilizations, ancient Greece and Rome, middle ages and early modern period, and late modern period. Sports have historically been found to have a British-centered European origin or popularized in the United States. Conclusions: with the characteristics of modern sports culture, the globalization of sports culture, the prominence of sports industry and sports space marketing, and the symbiotic influence relationship of sports and mass media were examined and future directions were discussed.

• International Journal of Computer Science & Network Security
• /
• v.21 no.5
• /
• pp.222-230
• /
• 2021

The article reviews the issue of formation of information culture of social work bachelors in the process of their professional training. The main internal / external factors that determine the need for the information culture formation of social workers-to-be have been identified. To determine the levels of information culture formed in bachelors of social work criteria and their indicators have been substantiated. The model of information culture formation in BSW has been developed and implemented in Ukrainian universities under the following pedagogic conditions: organized informational environment; interconnection between general and professionally-directed courses; curriculum includes course directed on IC formation. The model contained interconnected components: aim - to achieve higher level of information culture formed; specific principles; content, interactive methods and forms of organization of educational process, methods of control and correction; components of information culture. The implemented mastered learning procedure has contributed to the leveling up of information culture formed in social work bachelors.

• Journal of Digital Convergence
• /
• v.17 no.3
• /
• pp.169-180
• /
• 2019

The purpose of this study is to verify the effect of perceived agile culture(empowerment, continuous learning, personal communication Intensification) on job performance(task, contextual, adaptive) and to explore the moderating effect of individual capability(knowledge, skill). For the empirical analysis, data were collected from convenient sample of 219 employees working at enterprise in China. The analysis of validity and reliability of variables and regression analysis were performed using SPSS 21. The results of this research as followed: firstly, the positive perceived agile culture and job performance were statistically supported. Secondly, the individual capability played as a partial moderator on the relationship between the perceived agile culture and the job performance. The factors that constitute the perceived agile culture can present the research directions for the transformation into the agile organization.

• Health Policy and Management
• /
• v.24 no.3
• /
• pp.291-300
• /
• 2014

Background: The efficient knowledge management in hospital organization is generally known as the important activities relevant to employees' knowledge sharing behavior and work performance. This research examined factors affecting employees' knowledge sharing behavior and work performance in top 4 university hospitals. This study is based on individual factors such as incentives, reciprocity, behavioral control, and subjective norms. Also, there are organizational factors such as CEO support, learning climate, IT system, rewards system, and trust. Methods: Data was collected from employees who are working at 3 hospitals university in Seoul and 1 university hospital in Gyeonggi-Do through the self-administered questionnaires. A total of 779 questionnaires were analyzed by PASW SPSS ver. 18.0. (SPSS Inc., Chicago, IL, USA). Results: The significant variables affecting knowledge sharing behavior are behavioral control (in individual factor) and CEO, IT system, and trust (in organization factor). Also the significant variables affecting work performance are incentives, reciprocity, subjective norms, and behavioral control (in individual factor) and CEO support, IT system, reward system, and trust (in organization factor). Conclusion: The personality and organization characteristics factors is important to improve knowledge sharing behavior and work performance of hospital employees. Therefore, to make more efficient knowledge management is to build and system knowledge sharing culture, system, and leadership and to develop practical strategies.

• Asia Marketing Journal
• /
• v.6 no.3
• /
• pp.1-26
• /
• 2004

The purpose of this study is to conduct a theoretical and empirical study to identify the appropriate organizational culture for the activation of CRM. The contents of this study are consisted of two parts: First, using the organizational learning theory originated in the organizational behavior area this study proposed which culture related factors are indispensable for the activation of CRM. Second, the propositions in the first part were confirmed by analyzing the survey data from the CRM practitioners in Korean companies. Conclusively the results show the follows: First, for the activation of CRM not only the individual learning(including team learning) but also the enterprise-wide sharing of the information is the crucial element. Second, for the activation of the individual learning, the enterprise-wide participation, the active experimental trials based on the empowerment, and the facilitative leadership of top management must be encouraged. Third, for the activation of the information sharing the active communication among the departments and the possession of organizational memory must be realized.

• Journal of Venture Innovation
• /
• v.6 no.3
• /
• pp.21-42
• /
• 2023

The purpose of this study is to examine the structural relationships of empowerment, continuous learning activities, and collaboration in the effects of person-organization fit and person-job fit on task performance among employees of early-stage startups with less than 7 years of experience that have an agile organizational culture. To achieve this purpose, we developed a research model and established hypotheses based on theoretical review and the results of prior research. Data were collected from employees working in startups with less than 7 years of experience that have an agile organizational culture, and a total of 204 responses were utilized for the final analysis. Before hypothesis testing, we examined the characteristics of the sample, conducted confirmatory factor analysis to assess measurement model fit, tested convergent and discriminant validity and analyzed reliability. After confirming the goodness of fit of the structural equation model, it tested the hypotheses, including mediating effects, based on the results of the structural equation model analysis. The results show that person-organization fit has a significant positive effect on empowerment, continuous learning activities, and collaboration. Similarly, person-job fit was found to have a significant positive effect on empowerment, continuous learning activities, and collaboration. However, it was found that empowerment did not have a statistically significant effect on task performance, while continuous learning activities had a significant and negative effect on task performance. Finally, collaboration was found to have a significant positive effect on task performance, and the mediation analysis results indicated that collaboration had a mediating effect on the relationship between person-job fit and task performance. Based on the findings of this study, it discussed the significance of the study and theoretical and practical implications. It also discussed limitations of the research and suggested directions for future research.

• Journal of Korean Library and Information Science Society
• /
• v.38 no.2
• /
• pp.431-458
• /
• 2007

The purpose of this study is to propose the management strategies of libraries through exploring the library environment in ubiquitous era. After the internal and external environment of Korean libraries was investigated by papers related with this study, the comprehensive management strategies of libraries were prepared. Five management strategies for library development in ubiquitous era were proposed. They were the strategies of library hybridization, collecting contents, user service diversification, changing library organization and preparing culture of learning organization, and collecting library fund.

• The Journal of the Convergence on Culture Technology
• /
• v.9 no.1
• /
• pp.299-311
• /
• 2023

This study is to verify the development process and effectiveness of a learning strategy program for junior college students. The necessity and feasibility of learning strategy programs for junior college students were confirmed and reviewed through prior studies, and the program development process was divided into four stages: program planning, program development, program execution, and program evaluation, and integrated into program development management. In the first stage of program planning, the development direction, goals and objectives were set. In the second stage of program development, prior research analysis, content selection, program organization, and evaluation plan were conducted. In the third stage of execution, the program was executed, and in the fourth stage of evaluation, program evaluation was conducted to develop the program. In order to verify the effectiveness of the program, the test was conducted using the learning strategy diagnostic scale for junior college students to collect data, and the effectiveness was verified for the pre-, post-, and post-test scores.