• Korean Journal of Plant Resources
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• v.25 no.1
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• pp.156-168
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• 2012

Chrysanthemum is a cut flower species that normally lasts for 1 to 2 weeks, in some cases 3-4 weeks. This has been attributed to low ethylene production during senescence. Reduction in cut flower quality has been attributed to the formation of air embolisms that partially or completely blocks the water transport from the vase solution to the rest of the cut flower stem, increasing hydraulic resistance which may cause severe water stress, yellowing, wilting of leaf, and chlorophyll degradation. Standard type chrysanthemum can be harvested when buds were still tightly closed and then fully opened with the simple bud-opening solution. Standard type chrysanthemum can also be harvested when the minimum size of the inflorescence is about 5-6 cm bud which opened into the first flower full-sized flower. While spray varieties can be harvested when 2-4 most mature flowers have opened (40% opening). Cut flowers are sorted by stem length, weight, condition, and so on. Standard chrysanthemum is 80 cm length for standard type and 70cm for spray type. Pre-treatment with a STS, plant regulator such as GA, BA, 1-MCP, chrysal, germicide, and sucrose, significantly improved the vase life and quality of cut flowers. It is well established that vase solutions containing sugar can improve the vase life of cut chrysanthemum. Chrysanthemum is normally packed in standard horizontal fiberboard boxes. Chrysanthemum should normally be stored at $5{\sim}7^{\circ}C$. Precooling resulted in reduction in respiration, decomposition, and transpiration activities as well as decoloration retardation. There was significant difference between "wet" storage in 3 weeks and "dry" storage in 2 weeks. In separate pulsing solution trials, various germicides were tested, as well as PGRs to maintain the green color of leaves and turgidity. Prolonging vase life was attained with the application of optimal solution such as HQS, $AgNO_3$, GA, BA and sucrose. This also retarded senescence in leaves of cut flower stems. Fresh cut chrysanthemum can be transported using a refrigerated van with $5{\sim}7^{\circ}C$. Increasing consumption and usage of cut chrysanthemum of various cultivars would require efficient transport system, and effective information exchange among producer, wholesaler, and consumer.

• Journal of Korea Society of Waste Management
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• v.34 no.2
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• pp.205-213
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• 2017

The current study was performed to investigate the effect of recycling coir substrates on the growth, fruit yield, and quality of strawberry plants. Analysis of physical properties revealed that the pH of a fresh coir substrate was 5.04 while those of substrates reused for one and two years were 5.20 and 5.33, respectively. The electrical conductivity (EC) of a new substrate was as high as $4.58dS{\cdot}m^{-1}$. This can cause salt stress after transplanting. The EC tended to decrease as the substrate was recycled, and the EC of a two-year recycled substrate was $1.48dS{\cdot}m^{-1}$. The fresh substrate had lower nitrogen and calcium concentrations, but higher phosphate, potassium, and sodium concentrations than the recycled coir substrate. The coir substrates recycled for one or two years maintained better chemical properties for plant growth than the fresh substrate. Strawberry growth varied depending on the number of years that the coir substrate was recycled. In general, strawberries grown in substrates that had been reused for two years did better than those grown in substrates that had been reused once or were fresh. Ninety days after transplanting, a plant grown in a substrate that had been reused for two years contained 25 leaves, which was 3.6 more than with a fresh substrate. In addition, the plants grown in a substrate that had been reused for two years exhibited larger leaf areas than those grown in other substrates. Coir substrates that had been reused for one year increased the number and area of leaves, but not as much as the substrate that had been reused for two years. One- and two-year reused coir substrates increased the weight of strawberries produced relative to the unused substrate, but the difference was not statistically significant. The plants grown in two-year reused substrates were longer and wider, as well. Also, the number of fruits per plant was higher when substrates were reused. Specifically, the number of fruits per plant was 28.7 with a two-year reused substrate, but only 22.2 with a fresh substrate. The fruit color indices (as represented by their Hunter L, a, b values) were not considerably affected by recycling of the coir substrate. The Hunter L value, which indicates the brightness of the fruit, did not change significantly when the substrate was recycled. Neither Hunter a (red) nor b (yellow) values were changed by recycling. In addition, there were no significant changes in the hardnesses, acidities, or soluble solid-acid ratios of fruits grown in recycled substrates. Thus, it is thought that recycling the coir substrate does not affect measures of fruit quality such as color, hardness, and sugar content. Overall, reuse of coir substrates from hydroponic culture as high-bed strawberry growth substrates would solve the problems of new substrate costs and the disposal of substrates that had been used once.

• Journal of Venture Innovation
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• v.6 no.1
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• pp.181-198
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• 2023

This study aims to analyze the influence of organizational support perception of workers in medical institutions on intrinsic job motivation, and to check whether there is significance in the mediating effect of work-family conflict and work-family balance factors in this process. The results of empirical analysis through the questionnaire are as follows. First, it was confirmed that organizational support recognition had a significant positive effect on work-family balance as well as intrinsic job motivation, and work-family balance had a significant positive effect on intrinsic job motivation. Second, it was confirmed that organizational support recognition had a significant negative effect on work-family conflict, but work-family conflict had no significant influence on intrinsic job motivation. Third, in order to reduce job stress for medical institution workers, it is necessary to reduce job intensity, assign appropriate workload for ability. And in order to improve manpower operation and job efficiency, Job training and staffing in the right place are needed. Fourth, in order to improve positive organizational support perception and intrinsic job motivation, It is necessary to induce long-term service by providing support and institutional devices to increase attachment to the current job and recognize organizational problems as their own problems with various incentive systems. The limitations of this study and future research directions are as follows. First, it is believed that an expanded analysis of medical institution workers nationwide by region, gender, medical institution, academic, and income will not only provide more valuable results, but also evaluate the quality of medical services. Second, it is necessary to reflect the impact of the work-life balance support system on each employee depending on the environmental uncertainty or degree of competition in the hospital to which medical institution workers belong. Third, organizational support perception will be recognized differently depending on organizational culture and organizational type, and organizational size and work characteristics, working years, and work types, so it is necessary to reflect this. Fourth, it is necessary to analyze various new personnel management techniques such as hospital's organizational structure, job design, organizational support method, motivational approach, and personnel evaluation method in line with the recent change in the government's medical institution policy and the global business environment. It is also considered important to analyze by reflecting recent and near future medical trends.

• Journal of Distribution Research
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• v.15 no.1
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• pp.49-71
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• 2010

Franchise businesses in South Korea have contributed to economic growth and job creation, and its growth potential remains very high. However, despite such virtues, domestic franchise businesses face many problems such as the instability of franchisor's business structure and weak financial conditions. To solve these problems, the government enacted legislation and strengthened franchise related laws. However, the strengthening of laws regulating franchisors had many side effects that interrupted the development of the franchise business. For example, legal regulations regarding franchisors have had the effect of suppressing the franchisor's leadership activities (e.g. activities such as the ability to advocate the franchisor's policies and strategies to the franchisees, in order to facilitate change and innovation). One of the main goals of the franchise business is to build cooperation between the franchisor and the franchisee for their combined success. However, franchisees can refuse to follow the franchisor's strategies because of the current state of franchise-related law and government policy. The purpose of this study to explore the effects of franchisor's leadership style on franchisee's commitment in a franchise system. We classified leadership styles according to the path-goal theory (House & Mitchell, 1974), and it was hypothesized and tested that the four leadership styles proposed by the path-goal theory (i.e. directive, supportive, participative and achievement-oriented leadership) have different effects on franchisee's commitment. Another purpose of this study to explore the how the level of franchisee's self-efficacy influences both the franchisor's leadership style and franchisee's commitment in a franchise system. Results of the present study are expected to provide important theoretical and practical implications as to the role of franchisor's leadership style, as restricted by government regulations and the franchisee's self-efficacy, which could be needed to improve the quality of the long-term relationship between the franchisor and franchisee. Quoted by Northouse(2007), one problem regarding the investigation of leadership is that there are almost as many different definitions of leadership as there are people who have tried to define it. But despite the multitude of ways in which leadership has been conceptualized, the following components can be identified as central to the phenomenon: (a) leadership is a process, (b) leadership involves influence, (c) leadership occurs in a group context, and (d) leadership involves goal attainment. Based on these components, in this study leadership is defined as a process whereby franchisor's influences a group of franchisee' to achieve a common goal. Focusing on this definition, the path-goal theory is about how leaders motivate subordinates to accomplish designated goals. Drawing heavily from research on what motivates employees, path-goal theory first appeared in the leadership literature in the early 1970s in the works of Evans (1970), House (1971), House and Dessler (1974), and House and Mitchell (1974). The stated goal of this leadership theory is to enhance employee performance and employee satisfaction by focusing on employee motivation. In brief, path-goal theory is designed to explain how leaders can help subordinates along the path to their goals by selecting specific behaviors that are best suited to subordinates' needs and to the situation in which subordinates are working (Northouse, 2007). House & Mitchell(1974) predicted that although many different leadership behaviors could have been selected to be a part of path-goal theory, this approach has so far examined directive, supportive, participative, and achievement-oriented leadership behaviors. And they suggested that leaders may exhibit any or all of these four styles with various subordinates and in different situations. However, due to restrictive government regulations, franchisors are not in a position to change their leadership style to suit their circumstances. In addition, quoted by Northouse(2007), ssubordinate characteristics determine how a leader's behavior is interpreted by subordinates in a given work context. Many researchers have focused on subordinates' needs for affiliation, preferences for structure, desires for control, and self-perceived level of task ability. In this study, we have focused on the self-perceived level of task ability, namely, the franchisee's self-efficacy. According to Bandura (1977), self-efficacy is chiefly defined as the personal attitude of one's ability to accomplish concrete tasks. Therefore, it is not an indicator of one's actual abilities, but an opinion of the extent of how one can use that ability. Thus, the judgment of maintain franchisee's commitment depends on the situation (e.g., government regulation and policy and leadership style of franchisor) and how it affects one's ability to mobilize resources to deal with the task, so even if people possess the same ability, there may be differences in self-efficacy. Figure 1 illustrates the model investigated in this study. In this model, it was hypothesized that leadership styles would affect the franchisee's commitment, and self-efficacy would moderate the relationship between leadership style and franchisee's commitment. Theoretically, quoted by Northouse(2007), the path-goal approach suggests that leaders need to choose a leadership style that best fits the needs of subordinates and the work they are doing. According to House & Mitchell (1974), the theory predicts that a directive style of leadership is best in situations in which subordinates are dogmatic and authoritarian, the task demands are ambiguous, and the organizational rule and procedures are unclear. In these situations, franchisor's directive leadership complements the work by providing guidance and psychological structure for franchisees. For work that is structured, unsatisfying, or frustrating, path-goal theory suggests that leaders should use a supportive style. Franchisor's Supportive leadership offers a sense of human touch for franchisees engaged in mundane, mechanized activity. Franchisor's participative leadership is considered best when a task is ambiguous because participation gives greater clarity to how certain paths lead to certain goals; it helps subordinates learn what actions leads to what outcome. Furthermore, House & Mitchell(1974) predicts that achievement-oriented leadership is most effective in settings in which subordinates are required to perform ambiguous tasks. Marsh and O'Neill (1984) tested the idea that organizational members' anger and decline in performance is caused by deficiencies in their level of effort and found that self-efficacy promotes accomplishment, decreases stress and negative consequences like depression and emotional instability. Based on the extant empirical findings and theoretical reasoning, we posit positive and strong relationships between the franchisor's leadership styles and the franchisee's commitment. Furthermore, the level of franchisee's self-efficacy was thought to maintain their commitment. The questionnaires sent to participants consisted of the following measures; leadership style was assessed using a 20 item 7-point likert scale developed by Indvik (1985), self-efficacy was assessed using a 24 item 6-point likert scale developed by Bandura (1977), and commitment was assessed using a 6 item 5-point likert scale developed by Morgan & Hunt (1994). Questionnaires were distributed to Korean optical franchisees in Seoul. It took about 20 days to complete the data collection. A total number of 140 questionnaires were returned and complete data were available from 137 respondents. Results of multiple regression analyses testing the relationships between the each of the four styles of leadership shown by the franchisor as independent variables and franchisee's commitment as the dependent variable showed that the relationship between supportive leadership style and commitment ($\beta$=.13, p<.001),and the relationship between participative leadership style and commitment ($\beta$=.07, p<.001)were significant. However, when participants divided into high and low self-efficacy groups, results of multiple regression analyses showed that only the relationship between achievement-oriented leadership style and commitment ($\beta$=.14, p<.001) was significant in the high self-efficacy group. In the low self-efficacy group, the relationship between supportive leadership style and commitment ($\beta$=.17, p<.001),and the relationship between participative leadership style and commitment ($\beta$=.10, p<.001) were significant. The study focused on the franchisee's self-efficacy in order to explore the possibility that regulation, originally intended to protect the franchisee, may not be the most effective method to maintain the relationships in a franchise business. The key results of the data analysis regarding the moderating role of self-efficacy between leadership behavior style as proposed by path-goal and commitment theory were as follows. First, this study proposed that franchisor should apply the appropriate type of leadership behavior to strengthen the franchisees commitment because the results demonstrated that supportive and participative leadership styles by the franchisors have a positive influence on the franchisee's level of commitment. Second, it is desirable for franchisor to validate the franchisee's efforts, since the franchisee's characteristics such as self-efficacy had a substantial, positive effect on the franchisee's commitment as well as being a meaningful moderator between leadership and commitment. Third, the results as a whole imply that the government should provide institutional support, namely to put the franchisor in a position to clearly identify the characteristics of their franchisees and provide reasonable means to administer the franchisees to achieve the company's goal.