• Proceedings of the Korea Contents Association Conference
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• 2016.05a
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• pp.431-432
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• 2016

많은 기업에서 기업문화(Corporate Culture)를 개선하는 노력을 진행하고 있다. 그 동안 기업문화라고 하면 회사 내 임직원의 사고방식이나 행동에 영향을 주는 단순한 분위기 정도로 인식되었지만, 이제는 시대에 맞지 않는 기업문화가 기업 성장에 걸림돌로 작용할 만큼 중요한 부분이 되고 있다. 이와 같은 변화 가운데 본 연구는 창의와 혁신의 경쟁 시대에 보다 바람직한 기업문화 개선을 위해 글로벌 콘텐츠 기업 구글의 혁신적인 기업문화에 대해서 분석하였다. 특히 다양한 사례를 조사하는 과정에서 본 연구는 기업문화 분석 Frame이 되는 7S 모델을 활용하여 Strategy, Skill, Shared Value, Structure, System, Staff, Style 관점에서 조직의 내부 특성을 분석하였다. 본 연구를 통해 글로벌 콘텐츠 기업의 차별적 경쟁력을 배우고 이를 바탕으로 국내 기업이 기술적 역량을 강화하고 시장을 개척해나가는 선도자(First Mover)로 변화하는 기업문화 개선이 있기를 기대해 본다. 자사의 기업문화(Corporate Culture)를 개선하기 위한 노력을 진행하고 있다.

• Journal of the Korean Institute of Intelligent Systems
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• v.20 no.2
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• pp.267-272
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• 2010

This paper suggests an evaluation method through corporate culture's evaluation model considering the relationship and affection between types and elements of corporate culture. 314 data obtained from the members of small and medium enterprises analyzed the relationship by the correlation analysis, and the degree affecting rate the corporate culture types by the regression analysis. Finally, fuzzy system was used to analyze the evaluation model of the corporate culture type. The evaluation model of the corporate culture types in this paper is mixed possibility and necessity sides and showed the usefulness through reviewing the model which has an identification problem of the fuzzy system estimated fuzzy relation matrix for corporate culture types using the model.

• Land and Housing Review
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• v.1 no.1
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• pp.125-134
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• 2010

Integrating corporate culture in a merger enterprise is considered as one of the most important variables to decide M&A success. This study established a conceptional model according to the preceding study on integrating corporate culture and organizational effectiveness, and formulated a hypothesis on the interrelation between a seven factors of corporate culture proposed by Pascale & Athos and Peters & Waterman and organizational effectiveness. The result of applying multi-regression analysis to test the hypothesis is as follows; firstly, all of a merger enterprise's cultural factors have meaningful influence on job involvement among organizational effectiveness; secondly, all of them have sincere influence on job satisfaction among organizational effectiveness except shared value; and thirdly, all of them except skill have significant influence on organizational harmony among organizational effectiveness. This is a significant empirical and exploratory study to ascertain the variables of corporate culture factors, and to verify their effects on organizational effectiveness.

• The Journal of the Korea Contents Association
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• v.16 no.12
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• pp.667-676
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• 2016

The purpose of study was to determine the differences in organizational culture between social enterprises and commercial enterprises and assess the impact on organizational performance in Korea. Main results are as follows. First, Social enterprises employ a lot of low-imcome women and the elderly worker. Second, rational culture is high in profit businesses, but cultural group is high in social enterprises. In commercial enterprise, productivity and efficiency, planning and goal setting, assessing goals and looking for the evaluation of the performance are important. and in social enterprise, affinity and participation, employees individual development and group morale and cohesion, emphasis on mutual cooperation and trust are important. In addition, both social performance and economic performance, social enterprises are higher than in commercial enterprises. Social enterprises are operating transparently based on workers participation and understanding is expected that economic performance is also highly recognized. Third, social performance is higher development and group culture are higher in commercial enterprises, and development, group and hierarchy culture are higher in social enterprises. Economic performance is higher reasonal culture is lower in commercial enterprises, and group culture is higher in social enterprises. Therefore, the social enterprise workers are recognizing social and economic performance are higher than commercial enterprise workers. In short, social enterprises is making discriminatory organizational culture, and this is contributing to achieving organizational performance.

• Korea Petroleum Association Journal
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• no.11 s.129
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• pp.74-77
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• 1991

이 자료들은 지난 11월 25일 유성 리베라 호텔에서 열린 한국기업문화협의회 주최 기업문화심포지엄에서 발표된 논문을 옮긴 것이다. <편집자 주>

• Culinary science and hospitality research
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• v.18 no.3
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• pp.58-71
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• 2012

The purpose of this study is to find the effect of cultural marketing on a corporate image and purchase intention in the foodservice industry. For this, a survey was carried out through a convenience sample of 300 people in their 20s and 60s, who have experience of using family restaurants located in Seoul area, from June 1 to August 30, 2011. The result of this study is summarized as follows. First, the effect of cultural marketing on a corporate image in the foodservice industry showed that cultural promotion and corporation have a statistically significant positive effect on a corporate image(p<.05). Second, the effect of a corporate image on purchase intention showed that a corporate image has a statistically significant positive effect on purchase intention(p<.001). Third, the mediating effect of a corporate image in the relationship between cultural marketing and purchase intention in the foodservice industry showed that a corporate image mediated partially in the relationship between cultural support, cultural direction, cultural corporation, cultural sales promotion, and purchase intention. From above-mentioned findings, the cultural promotion and corporation factors of cultural marketing in the foodservice industry had a positive effect on a corporate image. And the cultural promotion, direction and corporation factors had a positive effect on purchase intention in the foodservice industry. It suggests that cultural marketing could not only boost a positive corporate image but affect purchase intention, contributing to higher sales in the foodservice industry.

• Korean Association of Arts Management
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• no.56
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• pp.119-144
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• 2020

Not only the government, but private corporations have contributed a lot to growth and development of culture. Corporations have mainly made charitable, dispensational Macenat activities which are separate from their business activities. Such an one-sided and charitable method of supporting culture cannot last long - Part of the reason why the number of corporations supporting culture is decreasing lies in it. In order to have sustainable partnership with culture, first, corporations should figure out needs of the other party. Second, the activities of corporations to support culture should be corporate citizenship activities which are linked to their business activities. In particular, the existing concepts of CSR and CSV have some limits. CSR separates business activities of corporations and their social contribution activities, and CSV mainly assumes corporate social activities helpful to their business activities. But, the concept of corporate citizenship suggested in this study assumes corporate activities where corporations do their best not only in their business activities, but in solution of social problems. Accordingly, searching for the ways to practice corporate citizenship, this study analyzed global agendas of UN, UNESCO, and UCLG which suggest sustainable development with culture and corporate citizenship activities related with culture among corporations in Korea and other countries. The findings and hints of the analysis are as follows. First, corporate citizenship activities can contribute to building of unique images of corporations and improvement of brand identities. Second, such activities can help corporations to be born again as life style companies by using local cultures and their attractiveness. Third, corporations should have partnership with cultural associations creating shared values and provide them with continuous and stable support. And, cultural associations should try to grow with corporations through efforts to develop attractive contents and programs harmonious with management purposes of corporations.

• Korea Petroleum Association Journal
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• no.7 s.161
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• pp.38-44
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• 1994

이 자료들은 지난 5월 27일 국립중앙도서관 대강당에서 열린 문화체육부ㆍ기업문화협의회 주최 제3회 기업문화 심포지움에서 발표된 내용임. <편집자 주>

• The Journal of the Korea Contents Association
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• v.9 no.1
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• pp.254-269
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• 2009

Corporate business in today's domestic industry focuses on using of culture & arts as internal and external marketing strategies with increases number of business cases of implementing corporate cultural marketing. Despite certain demands for the systematic research of corporate cultural marketing, studies have not been sufficiently developed to meet industrial and academic demands. In some paper, studies on effectiveness of corporate cultural marketing have been examined. But the papers were only limited to a conceptual categorization of corporate cultural marketing. Therefore we intended to study patterns of corporate cultural marketing using actual corporate data and explore inter-relationship across the patterns and characteristics. As a result, Korean firms were categorized into four patterns as below: 1)Duty type, 2)Strategic Partner type, 3)Publicity type and 4)Event type. Also, We found that performance of Strategic Partner type was highest.

• Korea Petroleum Association Journal
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• no.12 s.154
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• pp.72-78
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• 1993

이 자료들은 지난 10월 26일 상공회의소 기업문화연구회 주최로 상의회관에서 열린 기업문화 심포지움에서 발표된 내용을 옮긴 것이다.