• Journal of the Korea Safety Management & Science
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• v.20 no.2
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• pp.45-53
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• 2018

The purpose of this study is to examine the mediating effect of the organizational trust, acceptance of organizational change on the relationship between job characteristics and organizational commitment. For this study, data were collected from convenient sample of 241 employees at small and medium enterprises in Ulsan city and Gyeongju city. All data collected from the survey were analyzed using with SPSS 18.0 and AMOS 18.0. This study reports findings as followed: 1. The relationship between the job characteristics and the organizational trust is positively related. 2. There was a positive correlation between the job characteristics and the acceptance of organizational change. 3. There was a positive correlation between the job characteristics and the organizational commitment. 4. The relationship between the organizational trust and the acceptance of organizational change is positively related. 5. There was a positive correlation between the organizational trust and the organizational commitment. 6. There was a positive correlation between the acceptance of organizational change and the organizational commitment. Finally, the organizational trust and acceptance of organizational change played as a partial mediator on the relationship between job characteristics and organizational commitment.

• Management & Information Systems Review
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• v.14
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• pp.133-149
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• 2004

The purpose of this study is to find and explain the relationships of organizational innovation and organizational change. In order to purse this purpose, an investigation and in-depth analysis of organizational innovation and organizational change, an inevitable ingredient of the organizational dynamics that influence organizational innovativeness, was undertaken. The concept of innovation should be used as the positive concept. Innovativeness is the quasi-concept of innovation when organizational innovation can be meant as the deliberated and planned change, the reference to the difference between organizational innovation and organizational change operates as the same meaning. Organizational change is preconditioned for the structural adjustment, the management system, the adaptive subsystem, so that we will adopt more new ideas to the change of disturbant environment.

• Journal of Korean Academy of Nursing Administration
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• v.11 no.2
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• pp.195-207
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• 2005

Purpose: The purpose of this study was to confirm the change of nursing organizational characteristics and to define the difference of organizational outcome by measuring the organizational commitment and job satisfaction perceived by nursing staffs and patient satisfaction before and after organizational redesign. Method: The structured questionnaires of which contained organizational characteristics, organizational commitment and job satisfaction were developed from previous published studies after modification by researcher. The questionnaires were distributed to 1,200 and 679 nurses before and after nursing organizational change. patient satisfaction were measured before and after organizational change by direct interview with structured questionnaire from 1,566 and 1,291 patients. Results: 1. The organizational characteristics were significantly increased and the leadership of team leader and head nurse was significantly increased among the factors of organizational characteristics. 2. Organizational commitment was showed decreased tendency, but the difference was not significant. Job satisfaction was increased significantly and administration, autonomy, and job tasks were increased significantly in the factors of job satisfaction. Patient satisfaction was also increased significantly. 3. There was significant positive correlation between organizational commitment and job satisfaction and also job satisfaction and nursing organizational characteristics. All factors of organizational characteristics and satisfaction in present working unit were major factors to influence organizational commitment and explained 43.8% in a significant level by multiple regression analysis. The major factor which affect job satisfaction were the factors of nursing organizational characteristic except 'interaction with team leader' and satisfaction in present working unit among general characteristics and these factors explained 58.8% of job satisfaction. Conclusion: In conclusion, the nursing organizational change was very effective to bring about desirable change in nursing organizational characteristics and also to improve job satisfaction and patient satisfaction. Therefore the nursing productivity and comparability would be increased when the nursing organizational change is accomplished by the way of improving the factors of organizational characteristics and it would be followed by the promotion of job satisfaction and organizational commitment.

• Journal of Korea Society of Digital Industry and Information Management
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• v.17 no.3
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• pp.105-119
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• 2021

The purpose of this study is to examine the organizational politics, resistance change, turnover intention, and organizational commitment of organizational members during mergers and acquisitions. Recently, many companies are interested in mergers and acquisitions for business diversification and market extension. A merger is a legal consolidation of two entities into one, whereas an acquisition occurs when one entity takes ownership of another entity's stock, equity interests, or assets. This research model establishes a structural equation model. This model is set in a causal relationship between manager's organizational politics, peer organizational politics, and change resistance and the change resistance has a causal relationship of turnover and tissue immersion. In particular, this study will test different of organizational politics by position. Research results, the organizational politics of managers and colleagues have shown increasing change resistance. The change resistance has resulted in a reduction of organizational commitment and an increase of turnover intention. Next, the position analysis showed that top management level, middle management level, and working-level officials showed different organizational politics. The working-level officials are influenced by their manager politics and are influenced in organizational commitment and turnover intention by change resistance. The middle manager level is influenced by the organizational politics of bosses and colleagues, and organizational commitment is weakened by change resistance. The CEO level is not affected by organizational politics in the company, but the turnover intention is strengthened and the organizational commitment is weakened by the change resistance. This study has contributed to further updating the theory of organizational politics based on mergers and acquisitions. As a practical implication, we suggest an organizational integration strategy for a new organization.

• Journal of vocational education research
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• v.36 no.2
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• pp.23-50
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• 2017

The purpose of this study was to determine the hierarchical linear relationship among receptivity to organizational change, individual variables of professors and organizational variables in junior colleges. The population for this study was 12,920 professors in 139 junior colleges. Using random sampling method considering subject, 800 professors in 40 colleges were sampled for this study. The data were collected from May 26 to June 13. A total of 445 out of 800 questionnaires were returned of which 441 of 40 junior colleges were used for analysis after data cleaning. These data were analyzed by both descriptive statistics and One-way ANOVA with Random Effects, Ranmdom-Coefficients Regression Model, and Intercepts-and Slopes-as-Outcomes Model of hierarchical linear model(HLM). All data analysis was accomplished using the SPSS 20.0 for windows program and the HLM 6.0 for windows program. An alpha level of 0.05 was established priori for determining the significance. The findings of the study were as follows: First, the level of receptivity to organizational change of professions in junior college was 3.94. Second, 56.5% of total variance in receptivity to organizational change was individual level variance. 43.5% of total variance in receptivity to organizational change was organizational level variance. Third, personal valence about organizational change, psychological ownership, experience of assignment, years of service and job security had positive effects on receptivity to organizational change while years of service had negative effects on receptivity to organizational change. The effect of personal valence about organizational change was highest, and the effect of job security was lowest. Fourth, degree of organizational change, participative decision-making, group culture and accessibility of information related to organizational change had positive effects on receptivity to organizational change. The effect of degree of organizational change was highest, and the effect of accessibility of information related to organizational change was lowest.

• Journal of Digital Convergence
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• v.20 no.4
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• pp.247-260
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• 2022

In order to advance theoretical and practical understanding of innovative behaviors and affective commitment to change, this study investigated the relationship among innovation supporting organizational culture, decentralized structure, acceptance of organizational change, and affective commitment to change and tested the mediating effect of acceptance of organizational change in the relationship. Data were collected from 261 employees at H corporation and analyzed to test suggested research hypotheses using SPSS 20.0 and AMOS 20.0. The results are as follows: First, it is found that innovation supporting organizational culture influences positively acceptance of organizational change and affective commitment to change. Second, results show that decentralized structure influences positively acceptance of organizational change, but does not influence innovative behavior. Third, it is found that acceptance of organizational change influences positively affective commitment to change and innovative behavior. Fourth, it is also found that acceptance of organizational change mediates partially the relationship between innovation supporting organizational culture and affective commitment to change and acceptance of organizational change mediates completely the relationship between decentralized structure and affective commitment to change. With these findings, it is confirmed that innovation supporting organizational culture and decentralized structure influence positively affective commitment to change and innovative behavior through acceptance of organizational change. Limitations and suggestions were discussed.

• Journal of Korea Society of Digital Industry and Information Management
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• v.16 no.4
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• pp.95-110
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• 2020

The purpose of this study is to empirically examine organizational change for a technological application of the fourth industrial revolution. The theoretical background of this study utilized organizational change management, the fourth industrial revolution, technological innovation, and voluntary acceptance. This research method used structural equations, cluster analysis, and analysis of variance. According to the results of the study, the organizational implement system, organizational leadership, and organizational operating system provided a positive effect on the voluntary technology acceptance of organization members. The voluntary technology acceptance provided a positive effect on the effectiveness of individual task innovation. However, organizational institutionalization among the independent variables did not affect voluntary acceptance. All independent variables except the organizational institutionalization had a partial mediating effect in the mediating effect verification. Meanwhile, The three groups by the cluster analysis were classified as new technology apathy, preference, and anxiety groups, and differences appeared among groups in the importance of organizational change variables. The organizational implement system in the technology apathy group and the organizational operating system in the technology anxiety group have a positive effect on voluntary technology acceptance. The technology preference group shows that a positive effect on organizational leadership and a negative effect on organizational institutionalization for voluntary technology acceptance. This study analyzed the technology application of the fourth industrial revolution in the organization based on the theory of organizational change. There has been reexamined the organizational change theory based on the new technology acceptance by the change of external environment in the fourth industrial revolution and the importance of technology innovation. As a practical implication, firms that are interested in a new technology of the fourth industrial revolution should prioritize preparing an implementation system when designing organizational changes.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2005.10a
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• pp.299-320
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• 2005

To rapidly respond to uncertainties in the business environment whilst remaining competitive, every organization needs to be able to successfully introduce and manage organizational change. Cognizant of the role of information systems (IS) as an enabler of organizational change, many organizations have paid attention to Enterprise Resource Planning (ERP) systems for successful organizational change primarily because of their change-driving forces across organizations. In this study, we focus attention on the role of readiness for change in the ERP systems adoption. Readiness for change described as views about the need for organizational change is posited to be and antecedent of two expectancies about the need for organizational change is posited to be an antecedent of two expectancies about the system. performance expectancy and effort expectancy, which lead to actual system use. In order to further establish th relevance of readiness for change as a determinant of two expectancies, computer self-efficacy is considered to be other key predictor as well. In addition, this study proposes that the personal characteristics of organizational commitment and perceived personal competence play roles of important determinants of readiness for change. Based on data gathered from the users of the ERP systems, structural equation analysis using LISREL provides significant support for the proposed relationships. Theoretical and practical implications are discussed along with limitations.

• Proceedings of the KSR Conference
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• 2005.11a
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• pp.534-539
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• 2005

This article introduces a railway organizational change of the Swedish Railway Case written by Petra Stelling. Through the Swedish Railway organizational change case we know that issues such like functionalism vs. regionalism, dividing rolling' stock department, and separating divisions are solved in the organizational designs. Swedish experience could give some hints to Korail organization change efforts.

• Journal of Distribution Science
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• v.15 no.1
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• pp.43-49
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• 2017

Purpose - This study is to integrate organizational factors into UCD process. For this research purpose, we investigated the organizational factors which influence people behaviors in the context of user-centred design practice(UCP). And this study presents organizational culture, organizational learning and change management as the organizational factors. Especially, this study is to investigate how change management influences the relationship between the organizational culture/learning and UCD performance. Research design, data, and methodology - Using the survey methodology with a questionnaire, this study distributed the questionnaire to the experienced 112 practitioners of user-centred design practice in 52 Korean small and medium companies. The organizations differed in range and size from medium-scale, which is under 100 of employees, and to small-scale, which is from 100 to 500. Results - Organizational culture and organizational learning have positive effects on user-centred design practice performance as expected. And change management strengthens the positive relationship between organizational learning and user-centred design practice performance but has no effect on the relationship between organizational culture and user-centred design practice performance. Conclusions - This is the first empirical study of investigating and demonstrating some key organizational factors' relationships and UCD performance of an organization, which will support to institutionalize UCD within an organization, providing theoretical foundations.