• Journal of Engineering Education Research
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• v.19 no.4
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• pp.14-23
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• 2016

This study is to analyze the team interaction in accordance with the team size. Thereby, it is to reveal the team size for the attainment of the effective team interaction and the specific goals to achieve the purpose of this study are as follows. Firstly, the frequency and percentage of team interaction in accordance with the team size are presented. Secondly, the statistical verification of the team interaction in the social emotional area is conducted. Thirdly, the statistical verification of the team interaction in the task area is conducted. In order to do this study, we explain the purpose of study, confidentiality, and withdrawal right were described and then 32 persons who agreed to participate were selected as the subjects for the study. After that, the autonomous organization of team was induced and a total of 8 teams were organized - 3 teams comprised of 3 members, 3 teams of 4 members, 1 team of 5 members, and 1 team of 6 members. Further, Bales' (1950) Interaction Process Analysis (IPA) was used in order to analyze the team interaction, and Mangold INTERACT was used as a coding program. The results of study are as follows. Firstly, the highest frequency of the team interaction showed up in the case of five or six members and the lowest in the case of 3 members. Secondly, a statistically significant difference in the social emotional (positive) area showed up in accordance with the team size and the team organizations of three or four members were effective. Thirdly, a statistically significant value in the answer area showed up in accordance with the team size and the team organizations of five or six members were effective.

• 한국체육학회지인문사회과학편
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• v.54 no.4
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• pp.329-345
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• 2015

Our study examines the relationship between coach turnover and professional sport team performance using the evidences of Korean professional soccer teams. We collected panel dataset of 304 team-year observations and 96 coaches from Korean professional soccer league during the period of 1983-2013. Among them, our final sample is comprised of 226 observations and 81 coaches manifested for fixed-effect generalized least square (GLS) regression analysis. Drawing on sport management literatures and organizational learning theory, we argue that it takes time for a new head coach to take charge of the team in which the new leader who secure more time to interact with organization members is better able to remodel and improve team performance. Our empirical findings reveal that off-season coach turnover has a positive impact while turnover during the season has its negative influences on team performance. In addition, we find that subsequent team performance in association of off-season coach turnover is comparably better than that of on-season succession. The results show that coach succession rendered from inside the professional soccer team mediates the relationship between coach turnover and team performance. Our findings imply that coach turnover in professional sport teams is a significant factor affecting team performance.

• The Journal of the Korea Contents Association
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• v.10 no.4
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• pp.274-281
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• 2010

The objective of the present study lied in providing empirical analysis over subjects of revenue officers targeted for suggesting effective managerial way for enhanced job productivity by using team commitment as a mediator in the correlation between trust and job productivity. As a result, it was identified that organizational trust, trust in superiors and trust to colleagues perceived by revenue officers have positive effects on team commitment, while the higher team commitment leads to higher job productivity, accordingly leading to better efficiency in carrying out tax-related administration and improving the level of satisfaction as for tax payers. It demonstrated that managers in tax-related organizations must create the foundation affordable for revenue officers to be widely exposed to participate in organization-related key decision-making processes in such a way that encourages and initiates them to have stronger loyalty and self-confidence based on common identity. Furthermore, much effort shall be continuously paid in designing personnel and organizational management policies in order for them to have faithfulness and adherence to their belonged organization.

• Journal of Korea Society of Industrial Information Systems
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• v.4 no.1
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• pp.87-96
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• 1999

Korea, one of the members of the Organization for Economic Cooperation and Development (OECD), has been one of the fastest growing countries in the world since World War Ⅱ. However, Korea has recently suffered from an economic crisis which has been mainly attributed to a fluctuating foreign currency rate. The future of Korea relies on how the country prepares and copes with the crises. There have been enormous effort to solve current economic crisis. However, preparation to the anticipated crisis is much more important than solving problems after the crisis. Recently, the virtual crisis preparation team approach appears to be one of the effective alternatives to cope with various crises. The objectives of this study ale to (1) show that crisis preparation is very important factor for the Korean government to one with the current and future crises; (2) to prove that the virtual crisis preparation team is one of the better alternatives to solve crisis; (3) to suggest a virtual crisis preparation team model can be adapted to the Korean situation.

• Knowledge Management Research
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• v.22 no.4
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• pp.261-282
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• 2021

As the MZ generation, who values work-life balance, became a member of the organization, leader-oriented leadership centered on goal achievement and company profit made it difficult to achieve good results in the organization in the mid-to long-term. The company must strengthen the leadership that can be helpful for the self-leadership where the members of the organization move on their own and the organizational culture that enhances the employees' job satisfaction and organizational commitment. Therefore, this study analyzed the effect of the team leader's servant leadership on the team member's self-leadership and organizational effectiveness. In addition, it was studied whether the executive officer's emotional leadership interacted with the team leader's servant leadership and had a moderating effect on the team member's self-leadership. Also, the difference in path coefficient between the MZ generation and the non-MZ generation was verified. To this end, the research model was statistically verified using the PLS (Partial Least Square) structural equation. A survey was collected from 357 team members among office workers online. As a result of the analysis, the team leader's servant leadership had a significant effect on organizational effectiveness and team member's self-leadership. Also, in the relationship between the team leader's servant leadership and the team member's self-leadership, the emotional leadership of the executive officer had a positive (+) moderating effect. The MZ generation differed from the non-MZ generation in the path where the team leader's servant leadership positively affected the self-leadership of the team member and the path where the team leader's self-leadership had a mediating effect between the team leader's servant leadership and organizational effectiveness. The results of this study will suggest various theoretical and practical implications so that executive officers, team leaders, and team members within the company can develop leadership that increases organizational effectiveness in their respective positions.

• Knowledge Management Research
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• v.14 no.5
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• pp.101-120
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• 2013

The effective management of knowledge has become one of the critical success factors in current organizations. In spite of the extensive use of Knowledge Management System (KMS), useful information and knowledge resources are still transmitted through personal networks among people in organizations. Thus, social network theory which focuses on social relationships in organization can be a fruitful theoretical resource for enhancing Knowledge Management (KM) performances. In this study, we investigate the effects of intra-team network characteristics (i.e., group density and degree of centralization) and external boundary spanning activities on knowledge management performances of a team. We also acknowledge that all group members do not necessarily agree on the team goal and actively disseminate useful information and knowledge. Drawing on the political perspective on KM which emphasizes the role of trust among group members, we examine the mediating effects of team trust between internal/external network characteristics and KM performances. From the data of 220 teams in financial companies in Korea, we found that: (1) group density had positive effects on KM performances (i.e., knowledge creation, sharing, and use). (2) However, centralization was not significantly associated with KM performances. (3) Team trust was found to be an important factor mediating the relationship between intra-team network characteristics, boundary spanning activities, and KM performances. Based on these results, we discuss and suggest possible implications of the findings when designing and implementing KM practices.

• Molecules and Cells
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• v.37 no.12
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• pp.851-856
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• 2014

ATAD2, a remarkably conserved, yet poorly characterized factor is found upregulated and associated with poor prognosis in a variety of independent cancers in human. Studies conducted on the yeast Saccharomyces cerevisiae ATAD2 homologue, Yta7, are now indicating that the members of this family may primarily be regulators of chromatin dynamics and that their action on gene expression could only be one facet of their general activity. In this review, we present an overview of the literature on Yta7 and discuss the possibility of translating these findings into other organisms to further define the involvement of ATAD2 and other members of its family in regulating chromatin structure and function both in normal and pathological situations.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.11
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• pp.1021-1031
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• 2020

This study aims to invest in empirical relationships in a model that becomes the process of Team-Performance due to participation in practical training through causality between Training Effectiveness variables, soft-skill competence, Employee-Creativity, and team performance. This study uses a quantitative approach. The analytical tool used is structural equation modeling (SEM) using AMOS version 23 software. Accidental sampling technique is used to collect the sample. As many as 202 respondents filled up a survey questionnaire with complete and valid answers. This study's results significantly contribute to fill the gap of inadequate empirical evidence that can answer critical questions about the missing link between training and employee-performance, more specifically between training-effectiveness and team-performance. The results showed that practical training would encourage employees' soft-skill competence, improve Employee-Creativity, and improve Team-Performance. Furthermore, training-effectiveness also plays a significant role in enhancing employee-creativity and helping in optimal team-performance. This study also found that the relationship between employee-creativity and team-performance did not show positive and significant results; therefore, empirically, it did not support the hypothesis built in this study. Practical training targeted towards increasing soft-skills and creativity is a fundamental reason which not only aims to contribute toward organizational performance but also provides personal feedback for self-development.

• Proceedings of the KSRS Conference
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• v.2
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• pp.808-811
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• 2006

The KOMPSAT-2 was developed by KARI and it was successfully launched from Plesetsk, Russia on 28th July 2006. The Korean government decided the commercialization of the KOMPSAT-2 image data and direct reception services worldwide. SPOT Image, based in Toulouse (France) was selected by KARI through an international open bidding as a foreign company for the KOMPSAT-2 image promotion over the entire world except the territory of Republic of Korea including the North Korea, the United States of America, UAE, Saudi Arabia, Kuwait, Qatar, Oman, Yemen, Egypt, Iran, Iraq, Jordan, Lebanon, and Syria. KAI (Korea Aerospace Industry Ltd.) is an engaged Korean company for this area. KARI has responsibility to operate the satellite, data acquisition, archiving for the worldwide commercialization. For the processing and delivery of the KOMPSAT-2 image data to the users of KAI and SPOT Image, KAI has the binding contract with KARI. So KAI has the responsibility for the commercial ground station operation such as user support, data processing, and the data delivery. The KOMPSAT-2 ground station is hosted in KARI, so KARI has developed the concept of KOCUST (KOMPSAT-2 Commercial User Support Team) jointly with KAI to support the data processing and delivery as KOMPSAT-2 developer and satellite operator. The main purpose of the KOCUST is to support the operational activities to provide the data and service quality to satisfy customers. KOCUST will be organized by the members of KARI and KAI together. KARI members will mainly take the role of KOCUST coordination, data processing and user support in a public sector. KAI members are going to take user desk, data validation and delivery et cetera, which are related with users. This paper describes a summarized concepts of KOCUST like organization, dedicated tasks of each part and work flow of daily operation.

• Current Industrial and Technological Trends in Aerospace
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• v.6 no.1
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• pp.105-115
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• 2008

The organization for satellite operation team is mainly based on the number of satellites to be controlled, operator's workload of payload operation support and the degree of automation of the operation system. Although the structure and its functionality of satellite operation organization are a little different according to the complexity of the operation, most satellite control centers have adapted the similar architecture for single or multiple satellite support. KARI Satellite Operation Center(KSOC) has started its simple mission operations since the launch of KOMPSAT-1(21st Dec. 1999) and has been evolving into multiple mission operations for various satellites such as KOMPSAT-2, KOMPSAT-3, KOMPSAT-5 and COMS(Communication Ocean Meteorological Satellite). This paper presents the appropriate direction of future deployment for KSOC by comparing the current status with the recommendation of the advanced satellite operation organization and analyzing their experiences in order to propose the better solution for efficient and safe satellite operations.