• Journal of Intelligence and Information Systems
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• v.29 no.4
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• pp.51-68
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• 2023

With the emergence of the internet and the increasing use of online communities for over 20 years, the age range of users has also been rising. This study explores the linguistic changes that have occurred as the user age in online communities has increased. To do this, data was collected and analyzed from an online community that has been actively operating, despite new member registrations being closed nine years ago. By comparing the posts over an 11-year period from 2012 to 2022, changes such as an increase in average comments, a decrease in interrogative sentences, and a decrease in imperative statements were observed. The study also proposed loneliness due to aging and a decline in curiosity and confidence as potential causes of these changes. In South Korea, which is rapidly entering an aging society unprecedentedly fast on a global scale, the increase in single-person households has evolved loneliness from a personal issue to a social problem, manifested in an increase in solitary deaths and reclusive individuals. This research sheds light on one aspect of these social phenomena through the analysis of data from a large online community.

• Information Systems Review
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• v.21 no.4
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• pp.143-156
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• 2019

Types of innovation can be categorized into simplification, information, automation, and intelligence. Intelligence is the highest level of innovation, and RPA can be seen as one of intelligence. Robotic Process Automation(RPA), a software robot with artificial intelligence, is an example of intelligence that is suited for simple, repetitive, large-scale transaction processing tasks. The RPA, which is already in operation in many companies in Korea, shows what needs to be done to naturally focus on the core tasks in a situation where the need for a strong organizational culture is increasing and the emphasis is on voluntary leadership, strong teamwork and execution, and a professional working culture. The introduction was considered naturally according to the need to find. Robotic Process Automation, or RPA, is a technology that replaces human tasks with the goal of quickly and efficiently handling structural tasks. RPA is implemented through software robots that mimic humans using software such as ERP systems or productivity tools. RPA robots are software installed on a computer and are called robots by the principle of operation. RPA is integrated throughout the IT system through the front end, unlike traditional software that communicates with other IT systems through the back end. In practice, this means that software robots use IT systems in the same way as humans, repeat the correct steps, and respond to events on the computer screen instead of communicating with the system's application programming interface(API). Designing software that mimics humans to communicate with other software can be less intuitive, but there are many advantages to this approach. First, you can integrate RPA with virtually any software you use, regardless of your openness to third-party applications. Many enterprise IT systems are proprietary because they do not have many common APIs, and their ability to communicate with other systems is severely limited, but RPA solves this problem. Second, RPA can be implemented in a very short time. Traditional software development methods, such as enterprise software integration, are relatively time consuming, but RPAs can be implemented in a relatively short period of two to four weeks. Third, automated processes through software robots can be easily modified by system users. While traditional approaches require advanced coding techniques to drastically modify how they work, RPA can be instructed by modifying relatively simple logical statements, or by modifying screen captures or graphical process charts of human-run processes. This makes RPA very versatile and flexible. This RPA is a good example of the application of digital to intelligence(D2I).

• Journal of the Korean Institute of Traditional Landscape Architecture
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• v.35 no.1
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• pp.57-67
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• 2017

Based on the study on place name, meaning analysis of buddhist temple Palgyeng, and classifications of instructions and characteristics of writings on rocks, the main results of the study showed the following. Cheongamsa is located in the upstream of Muheulgugok Valley which was run by Hangang Jeong Gu(寒岡 鄭逑), a typical young man in the middle of the Joseon Dynasty, and overlaps with chief monk Byukam Lee Dukjin's(1896~?) object of Cheongamsa Palgyeng during Japanese colonial era. Including the mountain embracing Cheongamsa called Bullyeong-san, various characteristics of writings on rocks such as use of combination of place names including Sudosan, Seonlyeongsan, and Sinseondae, as well as Cheongamsa Temple, Bullyeongdongchun(佛靈洞天), Namuabitabul, Hogye(虎溪), Yeosan Waterfall(廬山瀑布), and Sejinam(洗 塵巖) show co-existence of Confucianism and Taoism mixed together in the temple. Especially for Cheongamsa Valley Hogye and Samsocheon(三笑泉) which is in the precincts of the temple, are realized as the symbol of the scenery of the three religion consilience of Confucianism, Buddhism, and Taoism through announcement using Hogyesamso(虎溪三笑) which originated from Yeosan Donglimsa, Jiangxi, China. Also, there are Yeosan Waterfall with a noble sense of place by negotiating with god, writing on rocks imprinted, and Yeosangyo(廬山橋) in Cheongamsa. As such, cultures of the three religion remain in various layers with the spirit of Hogyosamso symbolizing the consilience and coexistence of the three religion in Cheongamsa without the exclusiveness of Buddhism. Besides, the third precept of Yukhwagyeongbub, known to be practiced in Buddhist temples, which says "Do not only express self-assertion and ignore others" according to the dogma of working together in harmony, is in accordance with the spirits of Hogyesamso. As shown, Gimcheon Cheongamsa which is adorned with cultural landscapes of Hogyesamso, Gugokdongcheon(九曲洞天), and Palgyeng(八景), is not only good enough for the way of Buddhism and Confucianism but also for a place for the three religion consilience embracing the three religion.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.2
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• pp.157-169
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• 2023

This study examined the effect of entrepreneurial orientation on creative behavior and the mediating effect of knowledge sharing behavior in the relationship between entrepreneurial orientation and creative behavior. In particular, this study examined the moderating effect of leader-member exchange (LMX) in the relationship between entrepreneurial orientation and creative behavior. In this study, after distributing 500 questionnaires to executives and employees working at small and medium-sized companies in Seoul and Gyeonggi-do, 259 questionnaires were used for hypothesis verification, excluding 38 unfaithful or missing responses. The analysis results are as follows. First, it was found that entrepreneurial orientation had a significant positive (+) effect on creative behavior. Second, it was found that entrepreneurial orientation had a significant positive (+) effect on knowledge sharing behavior. Third, knowledge sharing behavior was found to have a significant positive (+) effect on creative behavior. Fourth, knowledge sharing behavior was found to play a partial mediating role in the relationship between entrepreneurial orientation and creative behavior. Finally, it was found that LMX strengthened the positive (+) relationship between entrepreneurial orientation and creative behavior. The theoretical implications of this study are as follows. First, this study makes a theoretical contribution in that it revealed the mediating effect of knowledge-sharing behavior in the relationship between entrepreneurial orientation and creative behavior through empirical analysis of corporate members. Next, this study has theoretical implications in that it revealed that LMX strengthens the positive (+) relationship between entrepreneurial orientation and creative behavior. On the other hand, the practical implications of this study are as follows. First, companies need to find ways to strengthen the entrepreneurial orientation. Next, companies need to find ways to improve the quality of LMX between bosses and subordinates. Finally, this study discussed research limitations and future research directions.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.3
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• pp.201-214
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• 2022

This study theoretically and empirically examined whether organizational communication mediates the effect of organizational learning culture perceived by members in the organization on task performance and contextual performance. Organizational learning culture is defined as a culture that is good at creating, acquiring, transferring, and modifying behavior to reflect new knowledge and insights. The hypothesis of this study is that the perceived organizational learning culture can increase performance through organizational communication between members. In particular, we measured communication within the organization into three types: upward, horizontal, and downward. These communications were set as mediating variables. In empirical studies, independent variables were perceived organizational learning culture, mediation variables were upward, horizontal and downward communication, and dependent variables were task performance and contextual performance. Hypothesis 1 is that the organizational learning culture will have a positive effect on employees' tasks and contextual performance. Hypothesis 2 is about the mediating effect of communication on the relationship between Hypothesis 1. In the empirical study, after verifying the validity and reliability of the research variables, correlation analysis and hypothesis verification were conducted. Hypothesis 1 was verified through regression analysis, and all detailed hypotheses were supported. To verify Hypothesis 2, we conducted a bootstrap test using process macro to separate the total, direct, and indirect effects and examine the significance of the indirect effects. As a result, Hypothesis 2 was partially supported. Downward communication mediated organizational learning culture and task and contextual performance, and horizontal communication mediated organizational learning culture and contextual performance. The mediating effect of upward communication was not significant. The results of this study contributed to the suggestion of implications, research limitations, and research directions. Organizational learning culture is the direction and intention of the organization to achieve its goals through the learning and growth of its members. By strengthening internal motivation, organizational members can take voluntary desirable actions that help groups and organizations as well as essential tasks given. since this relationship appears as a medium of downward communication, organizations can strengthen the relationship between organizational learning culture and performance through leadership education.