• Health Policy and Management
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• v.31 no.3
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• pp.280-291
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• 2021

Background: Based on the fact that the Korea Medical Dispute Mediation and Arbitration Agency is a public institution established by social demands for medical disputes, this study reviews the publicness of public organization and discusses its policy implications. Methods: Through Moore's strategic triangle, which consists of legitimacy and support, public value and operational capacity, the process of creating public value is examined. For the analysis, case studies were conducted using related literature data from 2012, when the agency was established, to the present. Results: As a result of the analysis, first, the related law examined in the operational capability has been revised dozens of times, but the revised law has its own contradictions and limitations. The human resource system is also being improved, but there is a problem with the fairness and reliability of the arbitration process, especially due to the limitations of the appraiser system. Second, in terms of legitimacy and support, a regional gap occurred despite efforts to improve accessibility through the expansion of the organization. And the arbitration agency failed to reconcile conflicts caused by stakeholders' perception of each other as a trade-off relationship. Third, the public value result shows that, despite many explicit (statistical) achievements, citizens' use of the past dispute resolution means (litigation) has not decreased. Likewise, the perception of value makers (citizens) is important for creating public value as an invisible result, but it has not yet been formally investigated, so the performance can not be recognized. Conclusion: While the organization's efforts for continuous change and improvement are encouraging, it is not perceived as a better means of resolving disputes and improving quality of services. Therefore, it is necessary to reconsider the institutional design centered on value creators.

• Journal of Arbitration Studies
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• v.7 no.1
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• pp.411-446
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• 1997

This paper reports the results of an experimental companson of the winning rates in arbitral awards between the Korean Commercial Arbitration Board and the Japan Commercial Arbitration Association, and analyzed the comparative advantages of KCAB in international arbitration compared with ICC. There are so many factors to analyze the level of internationalizaton and competitiveness in the arbitration. From the recent lituratures, arbitration experts reported and debated tremendous elements which is vital to have a competition in the international arbitration market. Arbitration factors such as fairness, reliability, awareness, extension, enforcement, inexpensiveness, closed and expedited proceedings, arbitrators, expert knowledge, service, arbitral award, etc. are very important to appraise the level of the globalization and competitiveness of arbitration organizations Using these factors, I appraised current level of the globalization and competitiveness of the Korean Commercial Arbitration Board, unique arbitration organization in South Korea. Next, we are able to compare the level of fairness using the concept of 'winning rate' All over the world, only several arbitration organizations published and opened their own arbitral awards even In anonymity. The Japanese arbitration institutions published it regularly as well as the Korean When compared with these two institutions' "winning rates". there is similiar tendency in favor of domestic corporations That is to say, the winning rates in domestic arbitration cases are greater than those in international arbitration cases. This embarks an implication of unequality, a part of unfairness, in these two countries' arbitration. Finally, an analysis was conducted between the statistics of KCAB and ICC, especially to the focus on the number of arbitration cases, arbitration tribunals, arbitration places, parties' nationalities. the types of contents, the amount of arbitration, arbitration costs. There are two meanings to keep in mind for advancement of Korean arbitration. One is to establish new strategy specializing in small amount arbitration less than US$200,000. The other is to rearrange the panel of arbitration, especially in increasing field of arbitration cases such as the disputes of license, technology transfer, patent, etc.

• Journal of Digital Convergence
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• v.19 no.3
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• pp.137-149
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• 2021

This study examined the effects of procedural justice on two facets of OCB (OCBI and OCBO) in local public enterprises and the mediating role of intrinsic motivation in these relationships. We verified the hypothesis established by a structural equation model based on PLS. The research data were collected through a survey of 269 employees working for local public enterprises. Research has shown that procedural fairness has a positive effect on intrinsic motivation, organizational citizenship behavior directed at individuals (OCBI), and organizational citizenship behavior directed at the organization (OCBO), while intrinsic motivation has a positive effect on OCBI and OCBO. In addition, intrinsic motivation has been found to have a partial mediating effect in the procedural justice-OCBI relationship and the procedural justice-OCBO relationship respectively. Finally, we present theoretical and practical implications that organizations need to activate intrinsic motivation so that members can induce voluntary organizational civic action through improved procedural fairness.

• Proceedings of the Korean DIstribution Association Conference
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• 2007.08a
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• pp.3-26
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• 2007

Recently, both scholars and marketers have asserted the importance of boundary spanning behaviors, such as external representation, being vocal advocates to outsiders of the organization's image, goods, and services, internal influence, taking individual initiative in communications to the firm and co-workers to improve service delivery by the organization, co-workers, and oneself, and service delivery, serving customers in a conscientious, responsive, flexible, and courteous manner. However, there is lack of study dealing with bourdary spanning behaviors bewteen organizational dyads, in which boundary spanning behaviors are expected to have important roles. The objectives of this paper is to investigate these important concerns with prior research by developing a theoretical model predicting how distinct buyer's boundary spanning behaviors occur. To be concrete, this paper develops a seller characteristics-based model of the attitudinal antecedents of three conceptually distinct forms of boundary spanning behaviors, and tests the hypothesized differential effects of seller characteristics on the three forms of boundary spanning behaviors, and investigates the extent to which these relationships are mediated by relationship satisfaction and organizational commitment. For the purpose of empirical testing, 420 respondents of leading automobile dealers, dining franchisees, industrial material retailers in Korea were surveyed and the analysis utilizing structural equation model indicated that communication quality, fairness, and marketing program dynamism had positive effects on buyer's boundary spanning behaviors via relationship satisfaction and organizational commitment. In addition, boundary spanning behaviors occurred more in contractural and corporate distribution channel than in conventional distribution channel.

• Journal of Digital Convergence
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• v.17 no.10
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• pp.59-66
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• 2019

The purpose of this study was to investigate the effect of empowerment on organizational commitment and team performance after establishing their relationship through research on empowerment, organizational commitment, and team performance. The main results were as follows: First, empirical results showed that organizational commitment and team performance had a significant influence on the relationship between empowerment and organizational effectiveness. Second, the role of empowerment The results of this study suggest that empowerment has a positive effect on organizational commitment and team performance when the perceived fairness perception is high. In order for the company to continue to grow, the most important thing is that the cycle of continuous empowerment of its employees as a human resource is considered as an alternative to sustain the continuous growth of the organization. To this end, companies offer their future vision and goals that they can share I think we should continue to pursue changes in the organization. Based on the results of the study, the implications and limitations of the research and future direction of the research were suggested.

• Journal of the Korea Convergence Society
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• v.11 no.2
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• pp.231-240
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• 2020

In this study, the case of OO corporation was based on to examine the business performance and method of OO corporation and the competitive advantage and success factors were considered. For the progress of this study, references and advanced researches related to entrepreneurship, authentic leadership, and organizational effectiveness, which were suggested as the core competence of non-profit organizations, were examined and textual information was secured through the homepage of the targeted organization and news articles. Lastly, data needed for the research was collected through an interview with the Chief Executive Officer (CEO) of the organization. Through the process and analysis, the following findings were identified. First, the entrepreneurship of the CEO can apply as a core competence for the operation of the non-profit organization. Second, the proposition was derived that the roles of the CEO and leadership can apply as a key competence in the operation of the non-profit organization. This study implies that the many theories and strategies which were only targeted on companies can also be applied for the research of non-profit organizations. Moreover, concerning modern corporate management, strategic approach of non-profit organization characteristics like a sense of mission, fairness, and ethics can promote the creation of sustainable competitive advantage.

• Asia pacific journal of information systems
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• v.17 no.3
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• pp.105-130
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• 2007

Recently, there is a substantial interest in implementing Business Process Management System(BPMS) among enterprises with the purpose of business process innovation. BPMS redesigns and coordinates business processes in terms of both automated steps and human involvement in order to maximize the value of both involved people and systems. The reason why BPMS is getting attention from top managers is that it has the possibility to optimize the business processes by cycling the process of modeling, execution, monitoring, evaluation, and redesigning work processes. Thus, it has created high expectations about not only productivity improvement but also business process innovation. However. having an innovative nature, which is used for process innovation, BPMS implementation has great potential to stir up employee resistance. The analysis and the discussion about the prevention of the resistance against IS(Information Systems) is important because IS change the way people work and also alter the power structure within the organization, in general. The purpose of this study is to investigate factors that have an impact on the effective adoption of BPMS at the enterprise level. To find out these factors, this study considers two characteristics of BPMS: First. BPMS shares some characteristics with other enterprise-wide IS such as ERP. Second, it has special BPMS-specific characteristics. Due to the lack of previous research on BPMS adoption, interviews were carried out with IT-consultants and CIOs who conducted BPMS projects previously to find out BPMS-specific features that would make BPMS unique when compared to other enterprise-wide IS. As a result, the monitoring function was chosen as the main BPMS-specific factor. Thus, this paper reviewed studies both on enterprise-wide IS adoptions, which applied Technology Acceptance Model (TAM) and secondly on computer based monitoring to find out factors that would influence the employees' perception on the monitoring function of BPMS. Based on the literature review, the study suggested three factors that would have an impact on the employee's perception of the monitoring function: fairness of enterprise evaluation system, fairness of the boss, and self-efficacy of their work. Three factors that would impact the enterprise-wide IS adoption were also set: the shared belief in the benefit of BPMS, training, and communication. Then, these factors were integrated with TAM. Structural equation modeling was used to test hypotheses, out factors that would impact the employees' perception on the monitoring function of BPMS. Based on the literature review the study suggested three factors that would have an impact on the employee's perception of the monitoring function: fairness of enterprise evaluation system, fairness of the boss, and self-efficacy of their work. Three factors that would impact the enterprise-wide IS adoption were also set: the shared belief in the benefit of BPMS, training, and communication. Then, these factors were integrated with TAM. Structural equation modeling was used to test hypotheses. The data analysis results showed that two among three monitoring function related factors - enterprise evaluation system and fairness of the boss - were significant. This implies that employees would worry less about the BPMS implementation as long as they perceive the monitoring results will be used fairly for their performance evaluation. However, employees' high self-efficacy on their job was not a significant factor in their perception of the usefulness of BPMS. This is related to cases that showed employees resisted against the information systems because they automated their works (Markus, 1983). One specific case was an electronic company, where the accounting department workers were requested to redefine their job because their working processes were automated due to BPMS implementation.

• Proceedings of the KSR Conference
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• 2011.05a
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• pp.849-859
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• 2011

Before 2010, assignments proposed by government caused inconvenience of users(operation institutions & customers) as performing that National research organization suggested requirements from private organizations to special institutes, but now the institution of assignments is improving to reflect opinions from the present users. This is a study on methods for drawing a task of Rolling stock's core parts & enhancing of Urban Railway/Light Railway Transit. The definition of multiple stakeholders(local government, operation institution, research organization, academic world, the industrial world, etc.) related to rolling stock of urban railway/Light railway transit, experts in rolling stock and the application for designing of question items verified and designed through Delphi technique for objectivity, justness and fairness. Also, it is to draw a conclusion of assignments through a study on methods for drawing a task of Rolling stock's core parts & enhancing of Urban Railway/Light Railway Transit as sharing a process of assignments and integrating opinions of each stakeholder of urban railway/light railway transit.

• Journal of Fisheries and Marine Sciences Education
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• v.9 no.2
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• pp.121-148
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• 1997

The Japanese fishery management system has been established on the basis of various experience accumulated over many years. The fishery management system in Japan, one of the oldest fishery management systems in the world, is aimed at ensuring comprehensive utilization of the water surface and developing fishery productivity, by giving protection of the breeding environment of aquatic animals and plants, enabling the appropriate use of fishery grounds, preventing and solving disputes over fishery grounds and making other fishery adjustments. Japanese Fishery Law has been changed largely into (1) The Feudal Era(to 1900), (2) The Oldest Fishey Law(1901~48), (3) Current Fishery Law(1949 to present). Japanese fishery legislation is designed as a single package combining coastal, offshore and distant-water fisheries. During the period of the old fishery law, numerous conflicts arose over the joint use of fishing grounds and fish stocks. Such conflicts occurred among users of the same gear as well as between users of different gears or of different sizes of fishing craft. Large scale conflict sometime occurred between neighbouring fishing communities due to a lack of fairness in principle and coordination in practice. Therefore, the new fishery law enacted in 1949. This law was designed primarily to realize the most effective and rational use of fishing grounds and fishery resources, the basic philosophy being that, through democratic organization by fishermen themselves, productivity would be stimulated and incomes and living standards eventually improved. Nowadays, Community Based Fisheries Management through democratic organization by fishermen themselves have to enforce at coastal fisheries. This Community Based Fisheries Management manage to fishery resources by fishermen themselves and harvest in collaboration with that resources. Therefore, this paper is intended to briefly to describe the entire system and the historical development of Japanese fishery legislation in order to assist in reform of our country fisheries management regime.

• Journal of the Korea Society of Computer and Information
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• v.17 no.9
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• pp.171-179
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• 2012

The purpose of this study is to investigate what affect social welfare workers' want of career change. The structural equation modeling(AMOS 16.0) was used to examine if job characteristics and organizational characteristics have direct affect on turnover intention or the indirect affect of organizational commitment. A survey was conducted on the social welfare workers of private social agencies in the capital area and 256 of 297 questionnaires that showed clear intentions on turnover were scrutinized. According to the analysis, job autonomy(job characteristics) and fairness in promotion (organization characteristics) influences organizational commitment. Job demand, job instability, wage level, and organizational commitment have and effect on turnover intention. The results of this study suggest that in order to reduce the turnover intention among social welfare workers, empowerment, systematic organization of tasks and active communication should be reinforced.