• Journal of Digital Convergence
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• v.15 no.5
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• pp.461-469
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• 2017

This study is to investigate the relationship among anticipation, organizational trust and cooperative intention of members of ski club for 2018 Pyeongchang Winter Olympics. Moreover, to provide the basic data for Gangwon-do Province, Pyeongchang-gun and 2018 Pyeongchang Winter Olympics committee and to propose a plan to become a successful tournament by leading to take active participation and cooperation of the ski club members. In order to achieve these objectives, this study was given to a sampling of 341 people from members of ski club in Gangwon W, F resort. First, there was correlation static (+) between expectations and organizational trust among all factors and partially impact on an organizational trust by economic/industrial and social/cultural factors as a sub factors of expectation. Second, correlation static (+) between expectations and cooperative intention among all factors and significant impact on cooperative intention by social/cultural factors as a sub factors of expectation. Third, correlation static (+) between organizational trust and cooperative intention among all factors and significant impact on cooperative intention by trust factor as a sub factors of expectation.

• The Korean Journal of Applied Statistics
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• v.22 no.3
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• pp.463-477
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• 2009

This study was intended to examine the mediating roles of trust in CEO and supervisor on the relationships between organizational justice and employee behaviors. Data were collected from 4,055 employees across 18 different companies in Korea. Employees were asked to answer on a self-reported questionnaire. The two dimensions of organizational justice (i.e. procedural justice and distributive justice) were used. Employee behaviors were measured using counter-productive behavior and organizational citizenship behavior. Data were analyzed using a structural equation model. The hypothesized fully mediated model better fitted the data. Relative to distributive justice, procedural justice was more strongly related to both trust in CEO and trust in supervisor. But there were no significant differences in the degree of relationships between the two dimensions of trust and the two types of employee behaviors. These results showed that procedural justice is more important in enhancing trust in leader.

• Journal of Digital Convergence
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• v.19 no.10
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• pp.545-554
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• 2021

The purpose of this study was to empirically examine the effects of CSR activities on a defense manufacturing employees' organizational trust and job satisfaction and the mediating effect of organizational trust. To conduct such examinationusing, 289 valid samples collected from field employees of H-company(defense manufacturer) in Chang Won. The empirical analysis results are summarized as follows. First, corporate CSR activities were found to affect job satisfaction of field employees. Second, corporate CSR activities were analyzed to be a very important motivator for field employees. In other words, it can be interpreted that employees who perceive that their organization is actively fulfilling social responsibilities have a high level of perception of organizational trust. Third, it was found that the higher the organizational trust of the employees, the higher the job satisfaction. Fourth, as a result of verifying whether there is a mediating effect of organizational trust in the relationship between corporate CSR activity and job satisfaction, it was found that the full mediating effect and the partial mediating effect were mixed.

• Journal of the Korea Convergence Society
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• v.10 no.7
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• pp.183-189
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• 2019

The change to the horizontal structure of the modern corporate management environment requires joint efforts and cooperation to share responsibility and purpose and to increase positive mutual influence in order to achieve the corporate goal beyond the individual capacity of the organizational members. In order to achieve the purpose of the organization, the organizational structure in which various members share information and aim at collective leadership is more effective than the structure concentrated on one individual (leader). This study was to examine the effectiveness of shared leadership, and to investigate the causal relationship and effect of shared leadership, organizational trust, and job performance. As a result of the analysis, shared leadership had a positive effect on organizational trust, and organizational trust had a positive effect on job performance. This means that high trust in organization has a positive effect on performance.This study is meaningful in that it examines the difference between shared leadership and existing leadership types that have not been studied yet.

• Journal of Digital Convergence
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• v.18 no.5
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• pp.317-324
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• 2020

This study examined the relationship between organizational justice, intragroup trust, organizational commitment and Organizational Citizenship Behavior of Hospital Administrative Staff(OCB of HAS) and investigated convergence effects of these factors on OCB. The subjects were randomly selected 274 HAS from 22 hospitals randomly selected in J area. The data were collected from July 1 to July 31, 2019 for about a month, and the structured self-administered questionaries was used for the data survey. OCB was positively correlated with organizational justice, intragroup trust and organizational commitment. As a result of covariance structure analysis, it was found that the higher organizational justice, intragroup trust, and organizational commitment, the higher OCB. The results of the analysis showed that in order to increase the OCB of HAS, it was necessary to increase organizational justice, intragroup trust, and organizational commitment. The results of the survey are expected to be used as basic data for hospital human resource management, which enhances OCB of HAS, and health education in the emotional and psychological aspects of HAS. In the future study, it is necessary to investigate various factors affecting OCB of HAS.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.2
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• pp.51-61
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• 2018

As Korean society becomes more matured, more people consider trust valuable, as a social capital. Researchers introduced trust literatures focusing on public policy, sociology than business. In this paper, it is empirically analyzed how Organizational Justice, Shared Values, Organizational Trust, 3 dimensions of social capital explained by Nahapiet & Ghoshall, together with Job Satisfaction and Innovative Behavior, as a proxy of performance at the organizational level. The results of this study are as below. Firstly Organizational Justice, consisted of 4 sub-variables of Distributional Justice, Procedural Justice, Interpersonal Justice and Informational Justice, classified by Colquitt, affects Job Satisfaction positively. Secondly Shared Values, consisted of 2 sub-variables of CEO's Core Value and Organizational Culture, availing Competing Value Model of Cameron & Quinn, affect Job Satisfaction positively. Thirdly Job Satisfaction, consisted of 2 sub-variables of economical satisfaction and self-efficacy, affects Innovative Behavior positively. Lastly Organizational Trust has mediating effect on the relationship between Job Satisfaction and Innovative Behavior. However, while the direct effect of Job Satisfaction on Innovative Behavior shows 69%, the indirect effect of Organizational Trust on Innovative Behavior shows 31%, which may not be ignorable. Furthermore in case of smaller organization with less than 30 members, the indirect effect of Organizational Trust shows 64%, comparing to 36% of direct effect of Job Satisfaction. This study was able to confirm that organizations need to maintain Organizational Trust as much as they strive to increase Job Satisfaction through securing Organizational Justice and Shared Values in order to effectively increase Innovative Behavior. For small organizations with less than 30 members, they can never achieve Innovative Behavior without Organizational Trust. Conclusively it is acknowledged that Organizational Trust is the most important prior condition for innovation and long-term survival of SME ventures.

• Korean Management Science Review
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• v.29 no.2
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• pp.35-52
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• 2012

Although many prior studies have investigated the relationship between supply chain and new product development (NPD), the causal relationship between them has not been clearly established. Therefore, this study investigated systematically over the entire process of supply chain management (SCM) from trust to NPD capability, including not only the associations between trust, commitment, collaboration, supply chain quality, and NPD capability, but also the impact of organizational culture in the context of supply chain. In particular, this study examined the mediating effect of commitment on the relationship between trust and collaboration of channel members. In addition, it studies the moderating effect of organizational culture on the relationship between collaboration, supply chain quality, and NPD capability. Using a questionnaire survey, 112 usable responses are obtained. PLS (partial least square) is employed to assess the relationships among related constructs. The results of the data analysis show that (1) commitment mediates the link between trust and collaboration (2) supply chain quality is positively associated with NPD capability, and (3) organizational culture significantly moderates the association between collaboration and supply chain quality, yet it does not the relationship SC quality and NPD capability. Finally, the implications of the results are discussed, and directions for future research are suggested.

• Journal of Navigation and Port Research
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• v.38 no.2
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• pp.111-120
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• 2014

The purpose of this study was to find out how a canoe leader's revolutionary leadership affects his trust and how a leader's trust affects the organizational commitment. 350 participants were selected out of male and female registered as canoeists by the Korea Canoe Federation in 2011 through the random sampling. Except for 26 data with those not seriously taken, 324 responses were taken as valid samples. Frequency analysis, reliability analysis, factor analysis, correlation analysis, and multi-regression analysis have been conducted. The conclusion is as follows: First, a leader's revolutionary leadership positively affects his trust. Secondly, a leader's revolutionary leadership has a positive effect on his organizational commitment. Lastly, a leader's trust positively affect the organizational commitment.

• International journal of advanced smart convergence
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• v.9 no.2
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• pp.212-223
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• 2020

We study to confirm the relationship between leadership trust and job satisfaction on the leadership style of managers recognized by ICT organization members. To this end, the research hypothesis established by using SPSS23.0 for the survey results of 230 ICT organization members was analyzed as follows. First, the hypothesis 1 person leadership type (individual consideration: H1-1, intellectual stimulation: H1-2, charisma: H1-3, conditional compensation: H1-4, exceptional reward: H1-5) had a significant effect on leader trust. The results were obtained. Second, the hypothesis 2 manager's leadership type (individual consideration: H21-1, intellectual stimulation: H2-2, charisma: H2-3, conditional compensation: 2-4, expected compensation: H2-5) is based on job satisfaction. As a result of verifying the impact relationship, all showed significant effect on job satisfaction. Third, it acted as a positive factor in the job satisfaction of the leader of the hypothesis 3-member organizational member. It was confirmed that the job satisfaction of organizational members started based on the trust of actual leaders. Fourth, the role of leadership trust was partially confirmed between leadership type and job satisfaction. Through this study, in order to improve job satisfaction of ICT organizational members, the importance of exerting competency on the leadership type of managers and trusting the leaders on the characteristics consistent with ICT organizational characteristics was emphasized.

• Journal of the Korea Safety Management & Science
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• v.11 no.1
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• pp.193-203
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• 2009

The purpose of this study verifies: the relationships between trust in supervisor and innovative behavior, and mediator effect of the organizational commitment(affective commitment, continuance commitment). In order to verify the relationships and mediator effect, data obtained from 140 employees working in business office in Ulsan Metropolitan City and they were analyzed by using SPSS 12.0. The findings are as follows: First, the relationship between trust in supervisor and the organizational commitment(affective commitment, continuance commitment) is positively related. Second, there was also a positive correlation between affective commitment and innovative behavior. Finally, affective commitment played as a partial mediator on the relationship between trust in supervisor and innovative behavior. However, there was no empirical evidence for the mediating effect of continuance commitment on the relationship between trust in supervisor and innovative behavior. Based on these findings, the implications and the limitations of the study were presented including some directions for future studies.