• Journal of Venture Innovation
• /
• v.7 no.1
• /
• pp.59-75
• /
• 2024

As the 4th Industrial Revolution progresses, the importance of startups was increasingly emphasized. Nevertheless, the five-year survival rate of Korean startups was lower than that of OECD countries. In this study, we analyzed the relationship between agile leadership, learning agility, and organizational performance of startups under the premise that organizational performance was most important for startups to achieve sustainable growth. For the empirical analysis, agile leadership was set as an independent variable, learning agility was set as a mediating variable, and organizational performance was set as a dependent variable. Data was collected from startup employees across the country, and 197 valid samples were selected for analysis. The empirical analysis used Process Macro 4.2. As a result of the empirical analysis, agile leadership was found to have a significant positive effect on startup organizational performance. Additionally, agile leadership had a positive (+) effect on learning agility, and learning agility had a positive (+) effect on startup organizational performance. As a result of analyzing the mediating effect of learning agility, learning agility was found to play a mediating role between agile leadership and organizational performance. Academically, these research results tested the usefulness of agile leadership suited to the startup culture among various leadership styles that can improve the organizational performance of startups. In practical terms, such agile leadership not only directly affects organizational performance, but also through the learning agility of startup employees. This means that by creating a culture of learning agility that encourages startup employees to continuously learn and adapt, startups can increase their chances of survival and success.

• Journal of Venture Innovation
• /
• v.6 no.3
• /
• pp.203-220
• /
• 2023

This study conducted an empirical analysis of the factors affecting the job commitment of employees within a financial sales organization, focusing particularly on agile leadership and organizational justice. Agile leadership was subdivided into four components: adaptability, collaboration promotion, proficiency, and an agile approach, whereas organizational justice was broken down into distributive justice, procedural justice, and interactional justice. Data were gathered through an online survey, and 245 valid responses were subjected to hierarchical regression analysis. The results revealed a significant positive effect of distributive justice, interactional justice, adaptability, promotion of collaboration, and an agile approach on job commitment among the employees of the financial sales organization. However, the influence of proficiency, a component of agile leadership, and procedural justice, a dimension of organizational justice, did not prove to be statistically significant. The order of influence among the significant variables was found to be: adaptability, interactional justice, promotion of collaboration, distributive justice, and an agile approach. These findings confirmed the impact of agile leadership in financial sales organizations, traditionally viewed as conservative, and suggested practical implications for the financial sector to adapt in anticipation of the Fourth Industrial Revolution.

• Journal of Convergence for Information Technology
• /
• v.11 no.6
• /
• pp.226-242
• /
• 2021

The purpose of this study was to examine the characteristics of Agile Culture, which is attracting attention as an organizational culture suitable for responding to changes in the recent corporate management environment, and to reveal the roles and relationships of leadership, Perceived Organizational Support(POS), and Agile Culture. The research was conducted on the employees of the National Agricultural Cooperative Federation and its subsidiaries, and SmartPLS 3.3.2 was mainly used for the research model test. As a result of the study, both Servant Leadership and Authentic Leadership had a positive effect on POS, and POS had a significant effect on all sub-dimensions of Agile Culture(Empowerment, Collective Intelligence and Continuous Learning). In addition, POS mediated the effects of the above two leaderships on Collective Intelligence and Empowerment, but there was no mediating effect in the relationship with Continuous Learning. These results suggest that leadership and Employees' perceptions of organizational support are important to build an Agile Culture.

• The Journal of the Korea Contents Association
• /
• v.20 no.3
• /
• pp.542-559
• /
• 2020

This study was conducted to derive theoretical and practical implications in situations where innovation of the business is desperate in the face of the emergence of agile organizations and digital transformation. To do so, we tried to verify the correlation between negative feedback-seeking behavior and innovative behavior and whether the learning goal orientation of these two variables has a moderated mediating effect by coaching leadership. It analyzed the collected questionnaire from 381 members working in domestic companies; SPSS 25.0, AMOS 25.0, and Process Macro 3.0 were used. The analysis result showed that the negative feedback seeking behavior had a positive effect on the learning goal orientation, and the leader's coaching leadership found to have a moderating effect between the negative feedback seeking behavior and the learning goal orientation. Learning goal orientation has been found to have a moderated mediating effect between negative feedback seeking behavior and innovative behavior. This study is significant in the sense that it reveals the process of how members seeking negative feedback in the organization could be led to innovative behavior and shows the necessity of organizational support for coaching leadership for the vitalization of innovative behavior.

• Journal of Intelligence and Information Systems
• /
• v.26 no.3
• /
• pp.71-90
• /
• 2020

Recently, the global insurance industry is rapidly developing digital transformation through the use of artificial intelligence technologies such as machine learning, natural language processing, and deep learning. As a result, more and more foreign insurers have achieved the success of artificial intelligence technology-based InsurTech and platform business, and Ping An Insurance Group Ltd., China's largest private company, is leading China's global fourth industrial revolution with remarkable achievements in InsurTech and Digital Platform as a result of its constant innovation, using 'finance and technology' and 'finance and ecosystem' as keywords for companies. In response, this study analyzed the InsurTech and platform business activities of Ping An Insurance Group Ltd. through the ser-M analysis model to provide strategic implications for revitalizing AI technology-based businesses of domestic insurers. The ser-M analysis model has been studied so that the vision and leadership of the CEO, the historical environment of the enterprise, the utilization of various resources, and the unique mechanism relationships can be interpreted in an integrated manner as a frame that can be interpreted in terms of the subject, environment, resource and mechanism. As a result of the case analysis, Ping An Insurance Group Ltd. has achieved cost reduction and customer service development by digitally innovating its entire business area such as sales, underwriting, claims, and loan service by utilizing core artificial intelligence technologies such as facial, voice, and facial expression recognition. In addition, "online data in China" and "the vast offline data and insights accumulated by the company" were combined with new technologies such as artificial intelligence and big data analysis to build a digital platform that integrates financial services and digital service businesses. Ping An Insurance Group Ltd. challenged constant innovation, and as of 2019, sales reached $155 billion, ranking seventh among all companies in the Global 2000 rankings selected by Forbes Magazine. Analyzing the background of the success of Ping An Insurance Group Ltd. from the perspective of ser-M, founder Mammingz quickly captured the development of digital technology, market competition and changes in population structure in the era of the fourth industrial revolution, and established a new vision and displayed an agile leadership of digital technology-focused. Based on the strong leadership led by the founder in response to environmental changes, the company has successfully led InsurTech and Platform Business through innovation of internal resources such as investment in artificial intelligence technology, securing excellent professionals, and strengthening big data capabilities, combining external absorption capabilities, and strategic alliances among various industries. Through this success story analysis of Ping An Insurance Group Ltd., the following implications can be given to domestic insurance companies that are preparing for digital transformation. First, CEOs of domestic companies also need to recognize the paradigm shift in industry due to the change in digital technology and quickly arm themselves with digital technology-oriented leadership to spearhead the digital transformation of enterprises. Second, the Korean government should urgently overhaul related laws and systems to further promote the use of data between different industries and provide drastic support such as deregulation, tax benefits and platform provision to help the domestic insurance industry secure global competitiveness. Third, Korean companies also need to make bolder investments in the development of artificial intelligence technology so that systematic securing of internal and external data, training of technical personnel, and patent applications can be expanded, and digital platforms should be quickly established so that diverse customer experiences can be integrated through learned artificial intelligence technology. Finally, since there may be limitations to generalization through a single case of an overseas insurance company, I hope that in the future, more extensive research will be conducted on various management strategies related to artificial intelligence technology by analyzing cases of multiple industries or multiple companies or conducting empirical research.