• Knowledge Management Research
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• v.19 no.3
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• pp.173-187
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• 2018

This study was aimed at suggesting an integrative framework for creating collective intelligence and enhancing group performance after reviewing previous studies including those related to learning organizations, organizational learning, knowledge management, and collective intelligence. In the first, we examined that the similarities and differences between collective intelligence and other similar concepts, such as learning organizations, organizational learning, and knowledge management. Next, an integrative framework for creating collective intelligence and channeling it into strong group performance were suggested. In this process, we reviewed conditions for creating collective intelligence and segmented the major variables as expectancy, valence, and instrumentality, according to Vroom's (1964) expectancy theory. Characteristics of problems and the roles of leaders were respectively considered as valence for inducing collaboration and expectancy for managing probability to achieve goals. Instrumental factors were also adopted from conditions for creating group intelligence suggested from several researchers, such as creativity, openness, willingness for working together, horizontal communication, centralization in decision making, and building effective information and communication technology system and active usage of it. We discussed two potentially disputable matters about the scope and level of collective intelligence and group performance and suggest several theoretical and practical implications in the Discussion.

• Culinary science and hospitality research
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• v.20 no.4
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• pp.239-252
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• 2014

This study aimed to identify the influence of a nutrition teacher's servant leadership on cooks' empowerment and organizational commitment in school organization. For this purpose, this study selected 288 cooks working in elementary, middle and high schools located in Daegu city, and conducted a survey toward them. The collected data were analyzed with the frequency analysis, the reliability verification, the correlation test, and the multi-regression analysis. As the results testing the hypotheses, the following 3 hypotheses were chosen as valid ones. First hypothesis: A nutrition teacher's servant leadership will positively(+) influence on cooks' empowerment. Second hypothesis: A nutrition teacher's servant leadership will positively(+) influence on cooks' organizational commitment. Third hypothesis: A cook's servant empowerment will positively(+) influence on his/her organizational commitment. Therefore, nutrition teachers should exercise their servant leadership so that cooks can be responsible for the quality of school meals and perform their work on the basis of autonomy and creativity. In order to perform the role of a servant leader, nutrition teachers will need to continually get various educational, training programs for enhancing their servant leadership.

• Journal of the Korea Convergence Society
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• v.11 no.8
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• pp.341-350
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• 2020

This study was conducted to investigate the relationship between authentic leadership of nursing managers and team creativity: the mediation role of positive psychological capital. The study participants were 124 staff nurses. The measurements included authentic leadership, psychological capital and team creativity. Data were analyzed using Pearson's correlation coefficient and Baron and Kenny's three-level hierarchical regression analysis with SPSS 25.0 to identify correlation among variables and mediating effect of positive psychological capital. The research results indicated that the higher the authentic leadership, the higher the team's creativity and the higher the nurse's positive psychological capital and confirmed that positive psychological capital has a partial mediating effect in the relationship between authentic leadership and team creativity. The findings suggest that in order to improve the team creativity of staff nurses, converged organizational behavior management strategies are needed to improve the authentic leadership of managers perceived by staff nurses and the positive psychological capital of staff nurses.

• Journal of Distribution Science
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• v.13 no.6
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• pp.105-118
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• 2015

Purpose - Currently, strengthening small and medium-sized enterprises (SME) in terms of competitiveness is a key economic issue. However, the problem is that many SMEs lack the internal competence required to cope with a rapidly changing market structure. Such problems can act as an obstacle to economic development, yet most SMEs in Korea are dealing with this problem today. A company's source of competitive advantage is changing from quantity to quality, facility to knowledge, and hardwork to creativity. Under such circumstances, a company should place learning and sharing of knowledge and continuously creating new knowledge as its priority. This study aims to identify the effect of a chief executive officer's (CEO) compassion and forgiveness - positive factors in organizational emotion - on learning organization activities and organizational performance, through a theoretical comparison. Research design, data, and methodology - For this study, SMEs based in Daejeon and Chungcheong area were selected. To secure credibility of the data, the subjects were selected among those who have been working at the business for six months or longer. The survey was conducted for 30 days from March 5, 2015 to April 5, 2015. Both offline and online surveys were conducted. Fifty companies were chosen and 700 questionnaires were distributed, with 506 used for analysis. Fifty subject companies (25 from Daejeon, 10 from Chungnam, 10 from Chungbuk, and five from Sejong) were selected and the objective, target, and survey content were explained to a manager at each company either face-to-face or on the phone. Of the total of 700 questionnaires distributed via mail or e-mail, 78.6% or 550 copies were returned. Excluding 44 insufficient questionnaires, the remainder, 506 questionnaires, were used for analysis. Results - This study analyzed how the CEO's compassion and forgiveness affects learning organization activities and organizational performance. First, compassion of the CEO at the SMEs directly affected the learning organization activities and indirectly affected the organizational performance. Second, forgiveness of the CEO at the SMEs did not affect the learning organization activities and organizational performance directly or indirectly. Conclusions - The study conclusions are as follows. First, CEO compassionate behavior at the SMEs was a significant variable that directly and indirectly affected learning organization activities and organizational performance. Therefore, the CEO of an SME can create a positive organizational atmosphere through compassionate behaviors in the organization. Second, the forgiving behavior of the CEO did not have direct or indirect effects on learning organization activities and organizational performance. However, the reason for a CEO to continue his or her forgiving behavior is because it strengthens employee resilience, commitment, and self-efficacy to protect the organization from negative influences such as layoffs, risks, and wrongdoings. The action of forgiveness does not have direct or indirect effects. However, the CEO shall continue such behavior to strengthen members' physiological resilience, commitment, and self - effectiveness, and to protect the organization from risks including layoff and external negative factors.

• Journal of Fisheries and Marine Sciences Education
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• v.26 no.5
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• pp.1165-1174
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• 2014

The research was conducted on 238 marine sports participants by clarifying the relationship among self-efficacy, sociality, and organization culture, to eliminate the organizational(home, school, club, workplace, etc.) culture maladjustment phenomenon which is caused by personal stress, the lack of physical activity, and the lack of sociality due to the rapid change of modern society and enhance sociality, adjustment to society and the lack of creativity due to the rigid hierarchy and contribute to organization culture through marine sports among sports which we enjoy with nature. Firstly, according to general self-efficacy, and social characteristics of the organizational culture and the gender differences in higher than women in all sub-variables of the sub-factors of self-efficacy and self-regulation, sociability, organizational culture, sub-culture and develop cultural factors agreed man showed that in the sub-factors of organization culture showed that the development of high culture and hierarchical culture in the age of 20s. Secondly, in terms of the effect of self-efficacy of marine sports participants on sociality, it is found that self-regulation and level of difficulty positively influence on the culture of agreement, the culture of development and the culture of hierarchy. Lastly, in terms of the effect of self-efficacy of marine sports participants on organizational culture, it is shown that self-regulation has positive influence on the culture of agreement, the culture of development and the culture of hierarchy.

• Journal of Korea Entertainment Industry Association
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• v.13 no.6
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• pp.33-44
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• 2019

In this rapidly changing era of infinite competition, many companies highlight the importance of internal resources to secure competitiveness. Especially in the service industry, because hotel employees provide service face-to-face with customers, their attitude at the moment of truth directly affects the customers satisfaction and consequently it is directly related to the survival and development of organization. The purpose of this study is to investigate the effect of transformational leadership of hotel managers on self-efficacy, organizational commitment, and job performance. This research aims to provide theoretical and practical implications through the exercise of manager's leadership in the hotel industry. As a result of the analysis, transformational leadership, self-efficacy, and organizational commitment have partially significant positive(+) effect on job performance. Thus, hotel managers should present a strong vision, establish the sense of target and show a careful and persistent interest on individuals to derive voluntary participation and creativity.

• Korean Institute of Interior Design Journal
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• v.21 no.4
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• pp.172-180
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• 2012

Recently, the definition of work space contains so many meanings. Basically, this means space where handling various information and developing numerous creative activities. Moreover, the work space is important not only for individual itself but also organizational development. This research is studied for suggesting revitalization of advanced work efficiency, deriving motivation as well as creative operation support for harmonious communication. In order to make the better creative work places, "concentration and motivating interests between members of organization", "Necessity of environment for development and operational progress of work", "improvement and creativity of work and importance of the physical environment" and "harmonious communication and development of advanced community" should be considered. This research arranged based on ALCEMIS model and used actual examples on each step for better understanding of creative work spaces. ALCEMIS model is as follows: (1) Opportunity Finding (2) Fact Finding (3) Opportunity Definition (4) Idea Finding (5) Evaluate & Select (6) Plan (7) Acceptance (8)Execution' over the eight-step details to proceed through the 1. Discovert ((1)+(2)) 2. Dream ((3)+(4)) 3. Design((5)+(6)) 4. Destiny((7)+(8))y" It has been understood that many works related to creative jobs make good use of public spaces to progress operational improvement. The place where co-workers share with can create more effective and fulfilling outcome and satisfaction than independent and exclusive places. Especially creative jobs need this kind of spaces for better communication and cooperation.

• International Commerce and Information Review
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• v.8 no.3
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• pp.385-396
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• 2006

The successful knowledge and information based companies facilitate to restructure the industry and strengthen the national competitiveness in the future. The advent of information age provides us new challenge because the information breakthrough can play a pivotal role in terms of knowledge transfer in the human resource management. Executive officer must present long term vision in order to expand enterprise continuously and establish long term management goal and strategy which are appropriate for key organizational skills of future management environment (Pfeffer, 1998). Also, long term talent management based on vision, goal and strategy and talent development strategy and employment management must be established (小池, 1994)). American HRM system's reformation cannot be defined without scientific management policy. However, currently widely discussed Japanese HRM system's reformation cannot be defined without organizational commitment focused Japanese employment system. (津田, 1992 ; 太田, 1994). Japan's development of the following policies are behind comparing to Europe : (1)Skill based talent management regardless of age, sex, nationality, race and academic background (2)Consideration of retirement age of 64 (3)Creativity and freedom promoting talent management policy. Also, there are problems to be solved. Solutions will be searched for by establishing new wage policy based on tasks and individuals in the basis of lifetime employment system.

• The Journal of Industrial Distribution & Business
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• v.12 no.9
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• pp.19-29
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• 2021

Purpose: To thrive a competitive advantage in the highly competitive global market, a company must establish a strong startup culture, which creates a workplace environment that values innovation and creativity in solving business-related problems. This study investigates the importance of enhancing startup culture in a competitive environment to improve organizational performance, production and hence produce higher returns. Research design, data and methodology: We conducted the qualitative content analysis and its steps seek to ensure that the researcher adheres to a systematic analysis of the data. The method is used for subjective examination of content in any text data and the five steps minimize cases of errors or repetition in used content. Results: Our investigation based on previous literature resources indicates that leading strategies and creating a pleasant working environment are vital behaviors that companies should consider adopting and implementing to achieve a beneficial startup culture full of productivity and massive returns. Conclusion: This research aimed to discuss the necessity of startup culture's enhancement for for-profit companies and found that the adoption of a startup culture in a company is critical to its success. It is vital to building a solid startup culture to grow and gain a competitive advantage in the highly competitive business world.

• Journal of Venture Innovation
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• v.6 no.3
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• pp.149-164
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• 2023

Today, when innovation and creativity become increasingly important, management of human resources is a key factor for corporate performance and competitive advantage. Corporate are implementing and introducing various types of support methods for members to achieve goals and improve organizational performance. Organizational culture and organizational trust affect the cognitive and emotional state of members. Furthermore, it can bring about changes in organizational performance such as job stress and job satisfaction. From an institutional point of view, work-life balance is also a major factor affecting organizational performance. The imbalance between work and life leads to a decline in organizational performance, such as decreased morale and dissatisfaction with work. In relation to work-life balance, the low birth rate problem intensified and the importance began to emerge. Therefore, the government has implemented various policy support for workers' work-life balance, and the "52-hour workweek" is a representative example. This study analyzed the effect of organizational culture applying the competitive value model on workers' job stress. In addition, the mediating effects of overtime work per week and organizational trust were analyzed. Job stress corresponds to a prerequisite stage that affects job commitment, job satisfaction, and turnover intention. However, research measuring job stress by organizational performance is insufficient. In addition, there are few studies analyzing the relationship between overtime and organizational performance. Considering this, it is necessary to understand the influence relationship. The results of the study are as follows. First, a hierarchical culture increases the job stress of workers. On the other hand, innovation-oriented, relationship-oriented, and competition-oriented corporate culture reduce job stress. Second, a hierarchical culture has reduced trust in the organization, and other organizational cultures have increased trust in the organization. Third, relationship-oriented and competition-oriented organizational culture reduced overtime. Innovation-oriented, hierarchical-oriented culture increased overtime Fourth, organizational trust and overtime have the effect of mediating organizational culture and job stress. Based on these analysis results, this study presented academic and political implications.