• Proceedings of the Korean Institute of Information and Commucation Sciences Conference
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• 2010.05a
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• pp.131-134
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• 2010

BSC(Balanced Scordcard : 균형성과표)는 조직의 새로운 성과관리 도구로서, 영리조직을 비롯한 비영리조직에서도 널리 도입, 활용되고 있다. BSC는 단기적인 재무적 지표를 중시한 과거의 성과관리를 벗어나 비재무적 지표를 동시에 고려하여 조직의 본래 목적과 비전을 달성하는데 도움을 주는 균형잡힌 성과관리 시스템이다. 비재무적 지표에 의한 성과관리 시스템이라는 점에서 그간의 다른 시스템과는 달리 공익의 추구를 근본 목적으로 하는 비영리조직에 대한 적용 가능성은 보다 높다고 평가되고 있다(김철회 외, 2006). 그러나 BSC의 선구자인 Kaplan과 Norton(1996)이 지적한 것처럼 비영리조직에 대한 BSC 적용은 영리조직과는 다른 형태로 유연하게 이루어져야 할 것이다. 즉, 영리조직에서 활용되기 시작한 BSC를 조직의 특성과 목적, 비전이 전혀 다른 비영리조직에 도입하고자 할 때에는 반드시 그에 대한 고려 및 차별화된 접근방법이 필요하다는 것이다. 이에 본 연구를 통해 비영리조직에서의 BSC 시스템 도입에 있어서 고려사항을 살펴보고 개선방안을 제시하는 것은 향후 비영리조직에서의 바람직한 BSC 구현을 위해 의미가 있다고 할 수 있다.

• 한국사회정책
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• v.19 no.2
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• pp.9-38
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• 2012

Little research has empirically examined cross-sector job mobility between non-profit and for-profit sector despite the rise and increased importance of this phenomenon in Korea. Using the panel data of Graduates Occupational Mobility Survey(GOMS) by the Korea Employment Information Service, this study attempts to examine changes in job satisfaction(overall score and 10 facet scores) associated with four types(retention at non-profits, turnover from non-profits to for-profits, turnover from for-profits to non-profits, and retention at for-profits) of cross-sector job mobility among college graduates by employing a first difference model. Major results reveal that (1) in the group of retention at non-profits, 'overall job satisfaction' is consistently higher; (2) in the group of retention at non-profits, negative change in 'overall job satisfaction' is the largest; (3) in the group of 'for-profits to non-profits,' negative change in 'stability of employment' is the smallest; (3) in the group of 'non-profits to for-profits,' negative change in 'job contents' is the smallest; (4) in the group of 'non-profits to for-profits,' negative change in 'weekly work hours' is the largest; (5) in the group of retention at non-profits, negative change in 'potential growth & development' is the largest; and (6) in the group of retention at non-profits, negative change in 'social reputation' is the smallest;. This study has made a start in a new area of inquiring attempting to explain cross-sector job mobility and raises implications for future research.

• Journal of Digital Convergence
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• v.14 no.5
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• pp.39-46
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• 2016

The history of Social service is above 10 years. Owing to corresponding to the user's needs social services sector is expanding. And, to deal with them, the social delivery systems has been changed. Traditional social welfare delivery system is provided by public facilities and private facilities. On the other hand, Social Services is made up of the traditional social welfare delivery system and new delivery system which is composed of profit organizations and non-profit organizations. Considering this, Study attempted to compare the performance evaluation of supply type-profit and non-profit social service organizations. Performance evaluation method was applied to net income, except for expenditure in total revenue. Net income difference between profit organization non-profit organization was assessed by T-test. We conclude that the two population means are different at the 0.05 significance level. Looking in detail, the non-profit organizations were found to be higher than the non-profit organizations, labor costs, operating costs, facility cost and consumable costs, but part of the business expense costs, the non-profit organizations was higher than the profit organizations.

• The Journal of the Korea Contents Association
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• v.12 no.5
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• pp.227-242
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• 2012

This study is to experientially verify that market orientation affect organizational performance toward social service marketization. social service marketization put pressure upon financial environment in nonprofit human service organizations and exacerbate competition between nonprofit human service organizations and profit organizations each other. For survival, nonprofit human service organizations in social service market where various supply organization participate needs sensitivity to the environment. For this purpose the need of introduction of market orientation is being raised. At this point this study is useful that measure the level of market orientation and analysis impact of market orientation toward organizational performance in nonprofit human service organizations. Data was collected from busan nonprofit human service organizations in participate voucher program, number of total organization is 92. The level of market orientation was 3.63. Analysis of the impact of market orientation to organizational performance used regression analysis through structural equation modelling. As a result of the analysis, market orientation was affected by organizational performance. Based on the results, this study suggests that nonprofit human service organizations should need market orientation centered organization management and sensitive response toward external environment.

• Management & Information Systems Review
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• v.32 no.2
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• pp.259-287
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• 2013

This study is to comparate on impact factors and moderator of incentives of knowledge transfer between Nonprofit and Profit organization. In nonprofit organization, the results founded that individual information capability, quality of knowledge, and quality of construct were statistically significant in knowledge acquisition, informal communication and quality of construct were statistically significant knowledge sharing, and individual information capability, informal communication, quality of knowledge and quality of construct were statistically significant knowledge use. Also interactive effect of knowledge sharing and Psychological Physical incentive was statistically significant knowledge use. In profit organization, the results founded that individual information capability, informal communication, quality of knowledge, and quality of construct were statistically significant in knowledge acquisition, quality of knowledge and quality of construct were statistically significant knowledge sharing, and individual information capability, informal communication, and formal communication were statistically significant knowledge use. Also interactive effect of knowledge acquisition and Psychological Physical incentive was statistically significant knowledge use.

• Journal of Digital Convergence
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• v.15 no.4
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• pp.139-149
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• 2017

The purpose of this study is to compare and analyze the impact of self-leadership by worker in social enterprises and profit enterprise. For this purpose, 36 social enterprises and commercial enterprises in Chungcheongnam-do and 303 workers were surveyed. Main results are as follows. First, the workers in social enterprises and profit enterprises have many different characteristics. The workers who work in social enterprise is more women, less educated and were the elderly than profit enterprise. This is the reason that social enterprises are employing women, elderly and vulnerable groups by the government's social work support policy. Second, self leadership and all organizational Performance areas in social enterprises is higher than that of profit companies. Third, self-leadership in social enterprise and profit enterprise has positive effect on organizational performance. Therefore, in order to improve the organizational performance of social enterprises must share organizational vision and goals for the workers. It will increase the organizational competitiveness. The Journal of Digital Policy & Management. This space is for the abstract of your study in English.

• 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.

• Korean Journal of Social Welfare
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• v.58 no.3
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• pp.5-26
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• 2006

This study intended to analyze what factors affect fundraising effectiveness in nonprofit social service organizations. Focusing on organizational characteristics only, current studies did not address the importance of organizational capacity leading to organizational effectiveness. Based on the assumption of the relation between organizational capacity and effectiveness of nonprofit organizations, this study added factors indicating organizational capacity to the current model. After collecting data from 147 staffs involving in fundraising activities of nonprofit social service organizations, this study used a hierarchical regression analysis. The results showed that organizational capacity had a significant impact on the variance of fundraising effectiveness. Despite the limitations of the purposive sampling method, this study has implications to provide practical guideline for nonprofit managers and to develop a theoretical framework with a new perspective on organizational capacity.

• 재활복지
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• v.20 no.1
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• pp.151-170
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• 2016

The purpose of the research is to suggest the method to maximize management achievement of the sheltered workshops with analyzing the factors of organizational competencies which affect the business performance. The study was proceeded after suggesting the research model based on discussion on the business performance of Malcolm Baldrige (1987) model which assessed as the most optimized one for evaluation of the business performance of enterprise. First, the organizational competence of the sheltered workshop impact on commercial performance and noncommercial performance meaningfully. The commercial performance affects marketing competence, administrative competence, financial competence in order of mention, and noncommercial performance affects workshop cultural competence, financial competence, leader competence, human resources competence in order of mention. Second, the organizational competence of the sheltered workshop affects comprehensive business performance including commercial and noncommercial, in order of marketing competence, workshop cultural competence, financial competence, and human resource competence.

• Journal of the Korea Convergence Society
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• v.11 no.2
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• pp.231-240
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• 2020

In this study, the case of OO corporation was based on to examine the business performance and method of OO corporation and the competitive advantage and success factors were considered. For the progress of this study, references and advanced researches related to entrepreneurship, authentic leadership, and organizational effectiveness, which were suggested as the core competence of non-profit organizations, were examined and textual information was secured through the homepage of the targeted organization and news articles. Lastly, data needed for the research was collected through an interview with the Chief Executive Officer (CEO) of the organization. Through the process and analysis, the following findings were identified. First, the entrepreneurship of the CEO can apply as a core competence for the operation of the non-profit organization. Second, the proposition was derived that the roles of the CEO and leadership can apply as a key competence in the operation of the non-profit organization. This study implies that the many theories and strategies which were only targeted on companies can also be applied for the research of non-profit organizations. Moreover, concerning modern corporate management, strategic approach of non-profit organization characteristics like a sense of mission, fairness, and ethics can promote the creation of sustainable competitive advantage.