• Proceedings of the Korean Society for Emotion and Sensibility Conference
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• 1999.11a
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• pp.333-337
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• 1999

본 연구의 목표는 감성적 제품이나 환경을 체계적으로 개발하고 평가하는 과정에서 요구되는 DB를 개발하는 것으로서, 산업체에서의 활용도가 높고 공공성이 큰 데이터를 중심으로 지표를 수집하여 보급체계를 확립하는 것이다. 이번 연구에서는 2 단계 감성공학기반기술 연구 결과인 충 35 개 보고서 전자 파일을 입수하여 감성지표화 작업을 수행하였다. Web 상으로 지원 가능한 감성공학 지표(정보물)를 도출 하였으며, 감성공학 문헌, Handbook, Data compendium, 사전 등을 중심으로 지표를 분류하여 체계화하였다. 연구보고서로부터 도출 된 초기 지표로는 감성지표 185 개, 개발 제품/시스템 소개물 94 개, 웹으로 지원 가능한 감성공학 관련 정보물 35 개가 있다. 이를 기초로 활용 가능한 지표를 엄선하였다. 감성 제품 개발에 필요한 감성지표를 쉽고, 편리하고, 정확하게 검색하고, 감성공학 연구 결과들을 체계적으로 정리하기 위해 지표의 표현 방법, 용어, 기술 수준 등을 표준화하였다. 초기 도출된 감성지표 리스트 중 활용가치가 높은 결과물을 중심으로 감성지표를 정리하였으며, 현재 262개 지표에 대해서 연구책임자의 검증을 거쳐 지표화 작업을 완료하였다. 이들 결과는 인터넷을 통하여 서비스를 실시할 예정이며, 앞으로 제품설계, 환경응용 기술로서 감성공학적 제품설계를 위한 guideline으로 사용될 것으로 기대된다. 또한 이들 지표를 보급하기 위한 목적으로 개발한 감성공학 데이터베이스 시스템은 감성공학 자료의 보급체계로 활용되어 기업간의 정보교환 및 커뮤니케이션 유도를 통한 기업체간의 기술 및 관리 유기체계 구축에 활용될 것으로 기대된다.하도록 한다. 이는 기초과학 수준이 높은 북방권 국가들의 과학자들이 주로 활용되고 있다는 점에서도 잘 알 수 있으며 우리의 과학기술 약점을 보완하는 원천으로써 외국인 연구 인력이 대안이 되고 있음을 시사한다. 본 연구에서는 한국 연구 조직에서 일하는 외국인 연구자들의 동기 및 성과에 영향을 미치는 많은 요인들을 확인할 수 있었다. 상관관계, 분산분석, 회귀분석 등을 통해 활용 성과에 미치는 영향 요인들을 도출하였다. 설문 분석을 통하여 동기 및 성과 사이에는 강한 상관관계가 존재하는 것을 확인할 수 있었으며 이는 전통적인 동기 이론들과 부합한다. 대부분의 변수가 동기 및 성과에 동시에 영향을 미치는 것으로 조사되었으며 그중에서도 조직 협력 문화, 외국인 연구자의 의사소통 및 협력성, 외국인 연구자의 연구 능력 관련 변수들 및 연구 프로젝트의 기술수명주기, 외국인 연구자의 기존 기술지식의 흡수 등이 가장 중요한 변수로 나타났다. 이는 우리가 주로 중국 및 러시아 과학자들을 활용하여 상업화하는 외국인 연구인력 활용 패턴과도 일치하는 결과이다. 즉 우호적인 조직문화를 가지고 있는 연구 조직에서, 이미 과학기술 지식을 많이 가지고 있고 연구 능력도 높은 외국인 과학기술자를, 한국에서 기술이 태동 또는 성장하고 있는 연구 분야에서 활용하는 것이 가장 성과가 좋다는 사실을 확인시켜 주고 있다. 국내에서 최초로 수행된 본 연구는 외국인 연구 인력의 활용 성과가 매우 높으며, 우리의 과학기술혁신시스템을 보완하는 유효한 수단으로써 외국인 연구 인력이 중요한 대안이 될 수 있음을 발견하였다. 외국인 연구 인력을 잘 활용하기 위하여 문제점 및 개선방안을 활용 환경, 연구 인력

• Journal of Practical Engineering Education
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• v.14 no.2
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• pp.393-404
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• 2022

This study attempted to examine the effect of education and training on organizational performance based on HCCP research through the systematic review of previous studies. For this, 29 papers used HCCP data were selected and analyzed, and the research results are as follows. First, the research results showed that education and training had a positive effect on non-financial performance such as organizational commitment and job satisfaction, and financial performance such as sales and operating profit. Second, in order for education and training to affect organizational performance, job satisfaction, organizational culture, and education transfer were found to be important factors. Third, for effective transfer of education and training, it is necessary to establish a system that can be applied to the field after education and training, finally, it suggested the need for research to be conducted to reveal the practical effectiveness of education and training by measuring the degree to which education and training contributed to financial performance more closely.

• Journal of Digital Convergence
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• v.19 no.12
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• pp.183-192
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• 2021

Along with the changing times, organizational culture is also rapidly changing, and such organizational culture enables companies to secure discriminatory competitive advantage in the mid-to long-term perspective. This study aims to examine the impact of organizational culture on improving competitive advantage of enterprises by dividing organizational culture into three dimensions: development culture, rational culture, and consensus culture. To this end, a survey was conducted on small and medium-sized companies. As a whole, the rational culture, which is task-oriented and puts competition as a motivating factor, was more strongly prevalent than other organizational cultures, and in order of development culture, rational culture, and consensus culture, it affects the improvement of competitive advantage. This means that development culture and rational culture, which emphasize high-tech and productivity, are more important to improve the competitive advantage of small and medium-sized companies. In addition, the analysis of differences according to the size of employees showed that rational culture was important when the size of employees was small, but the larger the size of employees, the more important the development culture was to improve the competitive advantage of companies. Through this study, we were able to understand what organizational culture should be emphasized according to the size of small and medium enterprises.

• The Journal of the Korea Contents Association
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• v.14 no.12
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• pp.911-923
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• 2014

This study explores which organizational capital is important for the customer service center and how the organizational capital is linked to organization's performance through dynamic capability. In this study, total of 389 employees in customer service centers were surveyed for the analysis. The results indicate that relational capital and organizational culture were positively linked with collaborative behavior, capital share, and capital transformation. Also, structural capital was a significant factor in collaborative behavior. Organizational performance was positively affecting collaborative behavior and capital share. This study provides a practical guideline on how to manage organizational capital and supplement shortcomings for managers and counsellors at the customer service centers. Furthermore, the implications for the reinforcement and development of organizational capital were suggested in building a customer service center as a strategic and fundamental part of the company.

• The Journal of the Convergence on Culture Technology
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• v.6 no.1
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• pp.135-145
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• 2020

This research is mainly aimed at finding out about the effects of the safety and health management system on corporate performance through systematic operation by efficiently allocating material and human resources within the company by participating all employees and stakeholders in order to prevent and maintain industrial accidents and the optimal working environment, and how to maintain and activate the safety and health management system at the center of electric contractors.The analysis results are as follows. First, management, organizational management and resource preparation will have a positive impact on the management capability of the electric power corporation. It was assessed that the more well-transmitted and understood within the organization, the better the construction plan, the better the equipment management status, the more positively the management capability of electric works was to be achieved. Second, management, organizational management and resource preparation will have a positive impact on corporate management performance.This seems to have a positive effect on a company's business performance when the standards of OHSAS are met with construction plan and construction equipment management are high as related information such as industrial safety and health laws are strengthened and companies' safety and health activities, advanced safety and culture are released to facilitate organizational management.Third, the management ability of the electric power corporation will have a mediated effect on the effect of management, organization management and resource preparation on the performance of the enterprise. This means that the direct effect of the independent variable management organization on corporate management performance is .401 The indirect effect is .168.658 shows that the direct effect of resource preparation on corporate management performance is .423, the indirect effect is .178 and the total effect.It was analyzed at 643.

• Journal of the Korean Society of Clothing and Textiles
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• v.32 no.4
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• pp.542-552
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• 2008

The purposes of this study were to investigate the effects of organizational culture of textile companies on innovation capacity and business performance and to confirm the moderating effect of company size on these relationships. Survey data collected from 147 practitioners in the textile companies were analyzed by descriptive statistics, t-tests, and multiple causal modeling using AMOS 6.0. In the model test result, all the hypothesized paths were significant in spite of low goodness of fit. Also, although difference was found in company innovativeness, no difference was indicated in innovation capacity and business performance according to company size. In addition, the smaller companies, the stronger effect of company innovativeness on innovation capacity that affected business performance. On the contrary, the larger companies, the stronger effect of participative decision making on innovation capacity that did not affect business performance. Study results may provide useful implications for practitioners who are interested in developing organizational culture appropriate for company size.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.12 no.11
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• pp.4801-4811
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• 2011

The purpose of this study is to examine the factors influencing performance of internal, external environment and entrepreneurship in the social enterprise with network activity. This model tests various theoretical research hypotheses relating to performance of social enterprise, internal, external environment, entrepreneurship and network activity. The proposed model is analyzed to target social entrepreneurs. The results of hypothesis testing are as follows. First, organizational culture positively influence entrepreneurship. Second, environmental uncertainty positively influence entrepreneurship. Third, entrepreneurship positively influence managerial and social performance. Finally, organizational culture to entrepreneurship for high group of network activity is significantly larger than those for low group of network activity. In addition, environmental uncertainty to entrepreneurship for low group of network activity is significantly larger than those for high group of network activity.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.11
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• pp.381-389
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• 2017

Recently, due to the continuous changes in the business environment and increased competition, enterprises are introducing technology management to increase their value and enhance their competitiveness. In this study, based on the structural equations model, we investigated the effects of the core success factors of knowledge management on job fidelity and organizational performance and the mediating effects of organizational learning. In addition, organizational culture and information technology and process were assumed to be the key factors affecting knowledge management, and organizational learning was represented by experimental learning, indirect learning, and shared learning. As a result, it was found that knowledge management positively affects business fidelity and organizational performance and, even when it is mediated by organizational learning, it positively affects business fidelity and organization performance directly or indirectly. Therefore, we were able to confirm the importance of utilizing knowledge management in companies and to suggest an appropriate application scope for applying knowledge management and organizational learning.

• Korean Journal of Heritage: History & Science
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• v.54 no.1
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• pp.184-205
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• 2021

Governance is valued as a new concept and principle of social operation and public policy management, and its influence is gradually expanding. Among the various governance theories being put into practice and in case analysis studies, collaborative governance embracing various governance concepts has been found to increase interdependence and responsibility beyond participation and compromise, and create new public values by integrating and utilizing optimal social coordination forms. In the field of cultural assets, governance-related research is also being conducted for the efficiency, sustainability, and scalability of public policy enforcement. This study explored the government's role (promotion, arbitration, and condition creation) in collaborative governance, focusing on the "Cultural Heritage Guardians" to understand how collaborative governance operates in the cultural heritage sector. Regarding governance policies in the cultural asset sector, the cultural asset guardians highlighted the status, role, and characteristics of policies by examining their introduction, development, and implementation. The results of the analysis revealed that private-led, horizontal public-private cooperation, collaborative governance, policy introduction, solidarity, professionalism, resource/knowledge imbalance, cooperation precedence, etc., facilitate increased participation. The government has accordingly proposed measures to establish comprehensive legal stability centered on cooperation; strategic reorganization of dedicated organizations; strengthened, supportive intermediate organizations; and individual and multi-party consultative bodies.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.8
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• pp.594-603
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• 2019

This purpose of this study is for an Airline company to discover and utilize new knowledge because knowledge and information are considered core tools for achieving high performance and competitive advantage, and achieving high performance and competitive advantage will surely determine the long-term survival of airline companies. Therefore, this study aims to reveal the causal relationships among different types of organizational culture, the knowledge sharing activities and the effectiveness of organizational work by airline members from a holistic viewpoint. The results of analysis are as follows. First, when examining the effects of the organizational culture types of airline members on knowledge sharing, a creative innovation culture, a relational group culture and a hierarchical orientation culture all showed positive effects on knowledge sharing. Second, the knowledge sharing by airline members showed a significant positive effect on the effectiveness of organizational work. Third, the creative innovation culture, the relational group culture and the hierarchical orientation culture all showed positive effects on the effectiveness of organizational work. Fourth, knowledge sharing did not have a mediating effect on the relationship between organizational culture and the effectiveness of organizational work.