• The Journal of the Korea Contents Association
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• v.11 no.7
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• pp.366-373
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• 2011

This study aims to present basic directions and implications of the organizational culture and job performance by analysis of the causal path between the variables acknowledging the important role of the organizational satisfaction on the assumption that the organizational culture which is developed for improvement of the revenue officer's job performance by the taxation organization. In the results of analysis, the clan culture, hierarchy culture and market culture except the culture of innovation have positive effects on the organizational satisfaction, and the higher the organizational satisfaction, the higher efficiency of the performance of the tax administration affairs become, so the job performance becomes increase. This can be the results that the characteristics of the tax organizational culture which conducts the taxation administration affairs by the clan culture which is hierarchical and emphasizes the business performance through teamwork, and the market culture which emphasizes the results reflect the job performance. Therefore, the organizational culture that develops sense of ownership and being performed autonomously and responsibly should be created in order to increase the competitiveness in the organizations and to increase the job performance efficiently by the members of the organization to have worthwhile feeling.

• Journal of Korea Society of Industrial Information Systems
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• v.14 no.4
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• pp.183-197
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• 2009

The purpose of this paper is to study whether there are differences in the relationship between IT utilization level and organizational performance among large, medium and small-sized enterprises. This study first assessed the immediate influence of IT utilization level on organizational performance, and then further examined the moderating effects of the organizational size and the environmental dynamism that had influences on the relationship between IT utilization level and organizational performance. The empirical test revealed that IT utilization level had significant impact on organizational performance in case of all sized enterprises. But, the sub-group analysis revealed that IT utilization level had no statistically significant impact on organizational performance in case of large enterprises despite of higher IT utilization level than small and medium-sized enterprises. The relationship between IT utilization level and organizational performance was not moderated significantly by environmental dynamism in case of all sized enterprises. But, the sub-group analysis revealed that environmental dynamism had significant moderating effect on the relationship between IT utilization level and organizational performance in case of large and small-sized enterprises when there was a high level of environmental dynamism.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.7
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• pp.379-390
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• 2020

This study aims to get empirical evidence about the influence of budgetary participation and understanding of the accounting system on the performance of local government apparatus with organizational commitment as an intervening variable. The population in this study was structural apparatuses in the Regional Apparatus Organization (OPD) of Sleman Regency, Indonesia, which included offices and agencies with a total of 25 OPDs. 125 people were selected as sample by using purposive sampling based on specific criteria. Data were analyzed based on multiple regression and path analysis (Analysis Path) utilizing the SPSS program. The results of this study indicated that budgetary participation had no positive influence on organizational commitment; understanding of the accounting system had a positive effect on organizational commitment; organizational commitment did not have a positive effect on the performance of local government apparatuses; budgetary participation did not impact positively on the local government apparatuses performance; understanding of the accounting system positively effected the performance of local government apparatuses; participation in budgeting did not have a positive effect on the local government apparatuses performance through organizational commitment; while understanding the accounting system had a positive impact on the local government apparatuses performance through organizational commitment.

• Journal of the Korean Operations Research and Management Science Society
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• v.27 no.3
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• pp.1-19
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• 2002

Recently, increasing attention has been paid to building a successful software process in Information System(IS) implementation. This study establishes software process model as a key predictor of organizational performance. We propose a theoretical framework for capability maturity model derived from the Software Engineering Institute(SEI). This paper identify the process-related variables, financial performance and non-financial performance from the relevant literature and clarify the concept of software process by distinguishing between its component and determinants. We then examine the impact of software process on organizational performance. Hypotheses on software process were tested for 36 enterprises including 118 organizational units. Results indicate that software process capability may serve as a key predictor of organizational performance. Software process maturity found to be positively influenced on the financial and non-financial performance, while investment of information technology as a mediating variable not significantly affected to the performance.

• Culinary science and hospitality research
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• v.14 no.4
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• pp.292-305
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• 2008

This study examines the relationships among the leadership of hotel managers, organizational culture, and business performance with an empirical analysis. The results of analyzing various factors are as follows. Leadership can be divided into 'democratic leadership' and 'authority leadership'. Organizational culture can also be divided into 'adhocracy culture', 'clan culture', 'hierarchy culture', and 'market culture' while business performance into 'nonfinancial performance' and 'financial performance'. After that, canonical correlation analyses between leadership and organizational culture, organizational culture and business performance, and leadership and business performance were conducted.

• Korea Journal of Hospital Management
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• v.9 no.1
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• pp.95-114
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• 2004

The purpose of this study was to identify the relationship between organizational culture based on the competing values approach, human resource management practices and organizational performance at a hospital. Participants were 138 employee in a general hospital. Data were collected during May, 2003 using four structured instruments. The data were analyzed using Chi-square test, One-way ANOVA, $scheff{\acute{e}}$ test and Cluster analysis. Three clusters were derived from cluster analysis. The first cluster consisted of cultures which were mixed developmental, consensual, hierarchial and rational culture equivalently. The second cluster consisted of the weak cultures, which was lower score than other clusters. The third cluster consisted of strong comprehensive cultures, which had higher score than other clusters. In the three clusters, hierarchial and rational culture were superior. The difference between human resource management practices and organizational commitment in organizational performance according to organizational culture clusters was found to be statistically significant. The cluster which had strong comprehensive cultures, in contrast to other clusters, more significantly affects on human resource management practices and organizational commitment. However, the strength of organizational culture does not have a significant effect on customer oriented service performance in organizational performance. These results showed that types of organizational culture were significantly related to human resource management practices and organizational commitment, and understanding the existing culture is essential to develop the organization of hospitals.

• Journal of the Korean Society of Food Culture
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• v.22 no.2
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• pp.191-200
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• 2007

This study was designed to investigate the correlation between perceived TQM performance and organizational culture of dietitians. The objective of the study is to help the management of foodservice by providing a direction which will elevate perceived TQM performance of dietitians and presenting plans which will ensure effective dietitians. Questionnaires handed out to 308 dietitians worked in institutional foodservice operation including elementary, middle and high schools, hospitals, business and industries. In terms of TQM importance and performance, the more important dietitians perceived, the higher their performance level rose. Data form the IPA, external and internal customer satisfaction, executive ability, communication system and technology, information technology and application ability, food process, strategy, and leadership were required further improvement by dietitians. Of present organizational culture model, human relations model and open systems model were more likely to be adopted by dietitians in middle and high schools. According to the type of foodservice management, the open systems model was more preferred by dietitians from self-operated operations rather than respondents from contracted operations. Canonical correlation analysis between TQM performance and organizational culture showed canonical correlation to be higher (canonical correlations coefficient: .66). In conclusion, TQM performance-organizational culture showed higher canonical correlation. In the organizational culture, foodservice operation is capable of improving the aims for the rational goal model and the open systems model. The results showed that TQM performance and organizational culture had significant relationship, especially positive organizational culture emphasizing on internal process and rational goal model would have influence on TQM performance of dietitians. Foodservice operation, however, should recognize importance of open and development culture to improve dietitians' TQM performance. To apply open system foodservice organization should encourage dietitian and foodservice employees to challenge and compete for the works, Moreover, organizational effort such as information exchange program and support system should be established.

• Journal of the Korean Operations Research and Management Science Society
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• v.35 no.1
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• pp.1-17
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• 2010

This article addresses how an organization's customer relationship management (CRM) process affects customer equity drivers and, in turn, organizational performance. By raising a three-staged model including the CRM processes, customer equity drivers, and organizational performance, the authors assert that the customer equity drivers mediate between the CRM processes and organizational performance. The empirical analysis is based on a composite survey structure that gathers data from different types of informants according to the variables. Findings indicate that the expansion process has positive relationship with all the customer equity drivers. However, the acquisition process significantly influences both perceived value equity and brand equity, and the retention process significantly influences relationship equity only. In addition, the study shows that all the customer equity drivers influence the organizational performance given the existing customers. The relationship equity among the customer equity drivers has the strongest effect on the performance.

• Journal of Convergence Society for SMB
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• v.6 no.1
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• pp.1-5
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• 2016

In this paper, I try to develop a model the effects on organizational behavior and job performance of members of the organization's Information Management System. I conduct a survey on organizational performance received IMS and analyze the correlation between the variables. By the results, as the level of awareness of IMS determined the level of organization's performance. I proposed an alternative for improving performance and management improvements. How a positive influence on organizational performance analysis and efficient operating IMS.

• Journal of Korean Academy of Nursing Administration
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• v.9 no.4
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• pp.641-650
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• 2003

Purpose: The purpose of this study was to examine the performance, autonomy, and organizational commitment of the preceptors. Methods : The sample consisted of 29 nurses in one university hospital. The data were collected through a questionnaire survey of performance, autonomy, empowerment, and organizational commitment conducted from May through August. 30, 2003. The subjects accepted preceptor training for 26 hours, which was conducted by a researcher. The contents of the training program consisted of an introduction to preceptorship, nursing organization, teaching and learning methods, interpersonal relationships, organizational management, self management, and basic nursing practice. Analysis was performed by SPSS for percentile, mean, standard deviation, and correlation using the paired t-test. Results : Our study results showed that performance, autonomy, empowerment, and organizational commitment were significantly altered by training. After education for preceptors, performance, autonomy, empowerment, and organizational commitment were all enhanced. Performance was related with empowerment, and not with autonomy. Conclusion : This study suggests that the application of preceptorship as a nursing management intervention can benefit organizational efficiency.