• 지식경영연구
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• 제19권3호
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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.

• 한국조리학회지
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• 제20권4호
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• pp.239-252
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• 2014

본 연구는 학교조직에서 영양교사의 서번트 리더십이 조리원의 임파워먼트 및 조직몰입에 미치는 영향을 확인하기 위하여 대구광역시 초 중 고등학교에 근무하는 조리원 288명을 연구대상으로 조사대상으로 선정하여 설문조사를 수행하였고 수집된 자료는 SPSS 프로그램을 이용하여 빈도분석, 신뢰도 검증, 상관관계 및 다중회귀분석을 실시하였다. 가설을 검증한 결과, 영양교사의 서번트 리더십은 조리원의 임파워먼트에 정(+)의 영향을 미칠 것이다 라는 가설1과 영양교사의 서번트 리더십은 조리원의 조직몰입에 정(+)의 영향을 미칠 것이다 라는 가설2는 부분 채택되었고, 조리원의 임파워먼트는 조직몰입에 정(+)의 영향을 미칠 것이다 라는 가설3은 채택되었다. 따라서 학교급식의 질을 좌우하는 조리원이 자신의 업무를 자율성과 창의성에 바탕을 두고 수행할 수 있도록 영양교사가 서번트 리더십을 발휘해야 할 것이다. 서번트 리더로서 자신의 역할을 수행하기 위해 영양교사는 서번트 리더십 함양을 위한 다양한 교육과 연수를 지속적으로 받을 필요성이 있을 것이다.

• 한국융합학회논문지
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• 제11권8호
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• pp.341-350
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• 2020

본 연구는 간호사가 인식한 간호관리자의 진정성리더십과 팀 창의성 관계에서 긍정심리역량의 매개효과를 확인하기 위해 시행되었다. 연구참여자는 서울과 경기도 소재 4곳의 종합병원에 근무하는 124명의 일반간호사였다. 자료수집은 진정성리더십, 긍정심리역량, 팀 창의성 측정도구를 사용하였다. 자료분석은 SPSS 25.0을 활용하여 간호관리자의 진정성리더십, 긍정심리역량, 팀 창의성 간의 상관관계는 Pearson's correlation coefficient로, 진정성리더십과 팀 창의성 사이의 긍정심리역량 매개효과는 Baron과 Kenny의 3단계 위계적 회귀분석을 실시하였다. 연구결과는 일반간호사가 지각하는 진정성리더십이 높을수록 팀 창의성이 높아지고, 간호사의 긍정심리역량도 높았다. 또한 진정성리더십과 팀 창의성과의 관계에서 긍정심리역량은 부분매개효과를 갖는 것으로 분석되었다. 이러한 결과를 근거로 팀 창의성 향상을 위해서 간호관리자의 진정성리더십과 일반간호사의 긍정심리역량을 강화시킬 수 있는 융복합적이고 조직행동론적 관리전략이 필요하다.

• 유통과학연구
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• 제13권6호
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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.

• 수산해양교육연구
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• 제26권5호
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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.

• 한국엔터테인먼트산업학회논문지
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• 제13권6호
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• pp.33-44
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• 2019

시시각각 급변하는 현시대의 무한경쟁 시대에서 살아남기 위해 기업은 경쟁력을 확보하기 위한 내적 자원의 중요성을 강조하고 있다. 특히 서비스 산업은 호텔 종사원이 직접 대면하여 서비스를 제공하기 때문에 종사원의 태도는 고객이 지각하는 서비스의 만족도에 직접적인 영향을 미친다. 이는 결과적으로 조직의 생존 및 발전에 직결되어 있다. 본 연구의 목적은 호텔 관리자의 변혁적 리더십과 조직원이 지각하는 자기효능감, 조직에 대한 몰입, 그리고 직무 성과 간의 관계를 분석하는 데 있다. 이를 통해 호텔 산업에서 관리자의 리더십 발휘에 대한 이론적·실무적인 관점에서 시사점을 제시하고자 한다. 연구 분석 결과에 따르면, 변혁적 리더십, 자기효능감, 조직몰입은 직무성과에 부분적으로 유의미한 영향을 미치는 것으로 나타났다. 따라서 호텔 관리자는 강력한 비전을 제시해야 하고, 목적의식을 강조하며 종사원에 대해 끊임없는 개별적인 배려를 통해 자발적인 참여와 창의성을 이끌어내야 한다.

• 한국실내디자인학회논문집
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• 제21권4호
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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.

• 통상정보연구
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• 제8권3호
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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.

• 산경연구논집
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• 제12권9호
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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.

• 벤처혁신연구
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• 제6권3호
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• pp.149-164
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• 2023

혁신과 창의성이 점차 중요해지는 오늘날 인적자원에 대한 관리는 기업의 성과와 경쟁적 우위를 위한 핵심요인이다. 이에 기업은 목표달성과 조직성과 제고를 위해 구성원을 대상으로 다양한 유형의 지원방식을 시행·도입하고 있다. 기업이 가진 조직문화와 조직 신뢰는 구성원의 인지적·정서적 상태에 영향을 미치며 나아가 직무 스트레스, 직무 만족과 같은 조직성과에 변화를 가져올 수 있다. 또한, 제도적인 관점에서 일과 삶의 균형 역시 조직성과에 영향을 미치는 주요 요인으로서, 일과 삶의 불균형은 사기저하, 직무에 대한 불만족 등 조직성과 하락을 초래한다. 일과 삶의 균형과 관련하여 저출산 문제가 심화되며 중요성이 대두되기 시작하였다. 이에 정부는 근로자들의 일과 삶의 균형을 위해 다양한 정책적 지원을 시행하였으며, '주 52시간 근무제'가 대표적인 예에 해당한다. 이에 본 연구는 경쟁가치모형을 적용한 기업의 조직문화가 근로자들의 직무 스트레스 미치는 영향 관계에 대해 분석하고, 주당 초과근로시간, 조직 신뢰가 가지는 매개효과를 분석하였다. 직무 스트레스는 직무 몰입, 직무 만족, 이직의도에 영향을 미치는 전제에 해당한다. 그러나 기존 연구의 경우 직무 스트레스를 조직성과로 측정한 연구는 미비한 실정이다. 더하여 초과근로시간과 조직성과 관계를 분석한 연구가 드물다는 점을 고려했을 때 영향 관계를 파악할 필요가 있다. 따라서 본 연구에서 설정한 가설을 검증하기 위해 ?인적자본기업패널(HCCP)근로자?-(2021년) 데이터를 활용하여 자료를 수집한 후 구조방정식모형(SEM)을 사용하였다. 연구결과는 다음과 같다. 첫째, 위계 지향적인 기업의 조직문화는 근로자들의 직무스트레스를 증가시킨다. 반면 혁신지향, 관계지향, 경쟁지향적인 기업문화는 직무스트레스를 감소시킨다. 둘째, 위계 지향적인 문화는 조직에 대한 신뢰를 감소시켰으며, 이외의 조직문화는 조직에 대한 신뢰를 증가시킨다. 셋째, 관계지향적이며, 경쟁지향적인 기업의 조직문화는 주당 초과 근로시간 감소에 영향을 미쳤으며, 혁신지향적이며 위계지향적인 문화는 초과 근로시간을 증가시키는 것으로 나타났다. 넷째, 조직에 대한 신뢰와 주당 초과 근로시간은 기업의 조직문화와 직무스트레스를 매개하는 효과를 가지는 것으로 나타났다. 이러한 분석결과를 바탕으로 본 연구는 학문적 및 정잭척 시사점을 제시하였다.