• Asia-Pacific Journal of Business
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• v.13 no.1
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• pp.197-212
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• 2022

Purpose - The current paper not only investigates the intermediating process of the association between job insecurity and organizational performance, but also tries to find a factor which mitigates the negative influence of job insecurity. Design/methodology/approach - By conducting structural equation modeling(SEM) analysis with survey data from 351 employees, this study tried to identify the mediating effect of organizational trust, as well as the moderating influence of ethical leadership in the job insecurity-organizational trust link. This paper built hypotheses that job insecurity decreases the level of employee's organizational trust, then the level of the employee's organizational trust would influence organizational performance. In addition, ethical leadership would function as a buffering factor between the association between job insecurity and organizational trust. Findings - This paper found that job insecurity had a negative influence on employee's organizational trust, and the employee's organizational trust had a positive influence on organizational performance. The ethical leadership mitigated the negative impact of job insecurity on organizational trust. Research implications or Originality - By empirically delving into the importance of ethical leadership and organizational trust to increase organizational performance, this paper may provide top management and leaders in an organization with important insights that they should adequately monitor and manage the level of ethical leadership and organizational trust.

• Korean Security Journal
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• no.14
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• pp.125-140
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• 2007

This study was to analyze structural equation modeling of organizational culture, human resource management and organization performance in the private security corporation. To attain the goal of the study described above paragraphs, the employee of private security corporation located in Seoul, 2006 year were set as a collected group. Then, using the cluster random sampling method, finally drew out 300 peoples and analyzed 250 peoples in total. The material collection device was the brochure named . The validity of instrument was confirmed by confirmatory factor analysis(CFA) The result of reliability check up was here below; Chronbach' ${\alpha}=.724$. To analyze materials, correlation analysis, CFA, SEM were used as statistic analysis techniques. The conclusion based on above study method and the result of material analysis are follows; First, organizational culture influences on the human resource management. Second, organizational culture influences on the organizational performance. Third, human resource management influences on the organizational performance. Particularly, organizational culture influences indirectly on organizational performance throughout human resource management. Human resource management is very important variable mediating organizational culture and performance.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.19 no.3
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• pp.41-51
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• 2024

This study aimed to analyze the effects of ESG management activities of auto parts manufacturers on organizational trust, organizational immersion, and job satisfaction, and to examine the intermediate effects of organizational trust and organizational immersion between ESG management activities and job satisfaction. Research models and hypotheses were established by referring to the theoretical background and empirical analysis of the preceding studies, and 221 questionnaires were secured for members of Busan and Gyeongnam-based auto parts manufacturers C, E, G, and S for empirical analysis. The results of the study are as follows. First, energy saving, regional cluster construction, and compliance ethics management were statistically significant in identifying the relationship between ESG management activities and organizational trust. Second, in the analysis of the impact of ESG management activities on organizational immersion, compliance ethics management showed significant results (+). Third, the analysis of the relationship between organizational trust and job satisfaction showed a significant result of affection (+). Fourth, organizational immersion has been analyzed to have an effect on Jung (+) that is significant for job satisfaction. Finally, the analysis of the parameters of organizational trust and organizational immersion showed that both variables had a medium effect. In conclusion, it was an opportunity for auto parts makers to recognize that they can increase their members' job satisfaction by making efforts to increase trust and immersion in the organization through ESG activities.

• Korea Journal of Hospital Management
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• v.23 no.3
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• pp.63-71
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• 2018

The purpose of this study is to explore how the organizational structure of hospitals affects the pattern of conflicts between human resources at hospitals and then to present basic data necessary for conflict resolution. Research data were collected from the personnel of 14 hospitals in P city in Korea. The findings of the study are summed up as follows. First, administrative workers and with fewer years of service thought of the organizational structure as organic. Second, organizational conflict was found to be higher in those at older ages, with more years of service and in middle management positions. Next, as for conflict patterns between occupation types, nurses showed more conflicts with doctors and administrative workers, while administrative workers and public health personnel had more conflicts with nurses. Last, of the organizational structure factors, 'Subdivision of work,' 'Decision making method,' 'Opinion collection process,' 'Codification of responsibilities and rights' and 'Documentation of duties' were found to have negative effects on conflict patterns. Therefore, the findings imply that for decrease in organizational conflicts, hospitals need to be reorganized to have a more organic structure and take such differentiated measures for conflict resolution that consider characteristics of human resources, such as one's age, years of service and position.

• The Journal of Society for e-Business Studies
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• v.9 no.1
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• pp.221-235
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• 2004

Many organizations are implementing Knowledge Management(KM) technologies to promote knowledge sharing. An extensive review of recent articles and journals about such implementations reveals that one of the main barriers to implementation of KM technology is the absence of an organizational culture that supports knowledge sharing. The purpose of this research is to explore the possible relationship between the successful implementation of knowledge management technology and specific organizational culture attributes. The Organizational Culture Profile(OCP) and the Knowledge Management Technology Profile(KMTP) instruments were used to identify and rank the most critical organizational culture attributes and KM technology implementation successes. Data were collected from twenty six US organizations involved in a KM efforts.

• 한국디지털정책학회:학술대회논문집
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• 2004.05a
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• pp.383-400
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• 2004

Knowledge management is an essential part for gaining competitive advantage. The knowledge management system deals with information gathering, process, and implementation for the organizational performance advantage. The study integrates knowledge management in view of an internal organizational information processing structure and external strategic issue management system. This means that the coordination between internal systematic process and external scanning mechanism is essential for organizational success.

• Knowledge Management Research
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• v.22 no.1
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• pp.85-103
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• 2021

While there is a rapid transition to smart work due to COVID-19, not many studies have measured the changes in organizational culture after firm-wide institutionalization of smart work. Through a questionnaire and a series of stakeholder interviews, this study examined how and to what extent employees' perception of organizational culture changed after the introduction of smart work in a large leisure service company H in South Korea. The working culture of the organization is measured as the changes in the organizational members' perception on seven dimensions: strategic innovativeness, organizational flexibility, fair human resource management, rational decision making processes, organizational vitality, trustful collaboration, proactive leadership. The results demonstrated that, after the introduction of smart work, the organizational members' perception on strategic innovativeness, organizational flexibility, organizational vitality, trustful collaboration have declined significantly while the changes in fair human resource management, rational decision making processes, and proactive leadership are insignificant. Though found to be insignificant, follow up interviews revealed that participants think that the role of management leadership is very critical for the smart work systems to be institutionalized successfully. While the smart work may have different effects depending upon industry or organizational characteristics, this study present a case for changes in organizational culture after institutionalizing smart work. Implications are discussed with further research issues at the end.

• The Journal of Information Systems
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• v.18 no.3
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• pp.183-210
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• 2009

This study investigated the degrees of knowledge management processes according to the levels of social capital(i.e., inter-departmental communication, trust, cooperation and integration) as well as information technology(IT) infrastructure(i.e., knowledge storage and transfer IT, and knowledge search IT) in Korean manufacturing firms. We also demonstrated the differences in organizational performance under various degrees of knowledge management processes. Through cluster analysis with social capital variables, we classified sample firms into five groups; 'the highest firms', 'higher firms', 'middle firms', 'lower firms', and 'the lowest firms'. It was also observed that the degrees of knowledge management processes and organizational performance in 'the highest firms' is the highest. With a structural equation modeling technique, the causal relationships among social capital, IT infrastructure, knowledge management processes, and organizational performance were confirmed. Hence, it is concluded that social capital and IT infrastructure have direct effects on knowledge management processes, and indirectly influence organizational performance through the degrees of knowledge management processes.

• The Korean Journal of Health Service Management
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• v.14 no.1
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• pp.79-91
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• 2020

Objectives: The objective of this study is to present the basic data required for effective communication by identifying the effects of communication within the hospital organization on organizational conflict and organizational performance. Methods: For this study 298 medical workers and general administrative staff working in small and medium hospitals were selected. Results: Upward and downward communication had a negative effect on individual conflict and on upward, and horizontal communication between individuals. Likewise, horizontal communication had a negative effect on conflict between groups. Upward, downward, and horizontal communication are defined based on organizational performance. It has been shown to affect. Conclusions: In order to improve conflict management and performance within hospital organizations, effective communication plans appropriate to the situation and targets have to be developed.

• Journal of Korean Society for Quality Management
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• v.43 no.1
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• pp.67-84
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• 2015

Purpose: By analyzing what kind of organizational reaction is shown by employees to corporate social responsibility (CSR), I want to propose a plan to maximize achievement(organizational commitment and productive behavior) within corporation. Methods: Regression analysis is used to analyze relationship between CSR awareness and achievement within corporation. Then structural equation model is used to check control effect of corporate member's participation in CSR. Results: It is proved that employee's CSR awareness has positive relationship with organizational commitment and productive behavior. It is shown that when employees have participated in CSR programs directly, effectiveness of relationship was especially higher for Organizational Citizenship Behavior (OCB) and innovative behavior. Conclusion: In order to increase organizational commitment and productive behavior of employees, corporation's social responsibility management, in other words ethical management must be used so their motivation can be increased and so they can directly participate in CSR programs which will increase effectiveness of organization.