• Journal of the Korea Safety Management & Science
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• v.11 no.4
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• pp.301-310
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• 2009

The present study analyzed empirically the structural relationship among characters, market orientation and performance of CEO's in small and medium-sized companies. The analysis showed that market orientation is affected by CEO's characters in the industry. It was also revealed from the analysis that the business performance and technical renovation of small and medium-sized companies rely fairly on their market orientation. These findings are believed to have great significance in the process of creating market orientation by the industry. That is, CEO's will may play a very important role in pursuit of market orientation and, at the same time, may act as a vital factor for small and medium-sized companies to achieve business performance and to realize technical renovation.

• Journal of the Korean Society of Costume
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• v.66 no.8
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• pp.138-156
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• 2016

This study analyzed the effects of CEO's authentic leadership on job satisfaction and organizational performance in a fashion company, and the differences in the CEO's authentic leadership, job satisfaction and organizational performance by the size of the companies. The study analyzed responses collected from questionnaires filled out by 440 employees of fashion companies. The results of this study were as follows; First, the transparency, future orientation, self-awareness, balanced process, and ethicality of CEO's authentic leadership positively influenced the wages or system satisfaction. The CEO's transparency, future orientation, self-awareness, and ethicality positively influenced job satisfaction. Also, the CEO's transparency, future orientation, self-awareness positively influenced the working condition or environmental satisfaction. Second, the wages or system satisfaction and working condition or environmental satisfaction of employees positively influenced the management performance of fashion companies. And the wages or system satisfaction, job satisfaction and working condition or environmental satisfaction of employees positively influenced the new product performance and job performance. Third, the CEO's authentic leadership of fashion companies positively influenced the management performance, and the CEO's transparency and future orientation positively influenced the new product performance. In addition, the CEO's self-awareness, balanced process and ethicality influenced the job performance. Fourth, there were significant differences in the CEO's authentic leadership, job satisfaction, management performance and new product performance by fashion companies' size. The results of this study will be useful in successful business strategy and improving the performance of fashion companies.

• Korea Journal of Hospital Management
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• v.22 no.4
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• pp.74-86
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• 2017

Purposes: This study was performed to understand the recognition about accreditation motives, support within the hospital and accreditation survey process for the hospitals that participated in the accreditation program and to find out whether these factors are related to hospital management performances, so that the study can suggest plans for activation and development of the accreditation program. Methodology: This study was performed targeting 98 hospitals answered th the survey among 189 acute care hospitals that acquired accreditation from December 2010 to February 2014. For data analysis, frequency analysis, ${\chi}^2$-test, reliability analysis, ANOVA, Kruskal-Wallis H test and multiple regression analysis with SPSS 21.0 were used. Findings: The hospitals that had staff in charge of patient safety had bigger hospital culture change than those that didn't have(p<.05). In addition, the hospital culture change was bigger as internal motives were bigger, and as CEO's will was bigger(p<.05). Meanwhile, as maintenance rate of internal management after accreditation was higher, and as CEO's will was bigger, process improvement level was higher(p<.05). The quality improvement and patient satisfaction level were higher as CEO's will was bigger, and as suitability of survey process was recognized to be high(p<.05). As a result of analyzing the factors that affect hospital management performances with hospital culture change, process improvement and quality improvement combined, as internal management maintenance rate was higher, as CEO's will was bigger, and as suitability of survey process was higher, performances were higher(p<.05). Practical Implications: Hospitals need to reinforce internal motives to improve internal competences such as the whole system maintenance opportunity and staff training. In addition, the will of hospital director is most important, and if there is hospital director's interest in quality improvement and improvement intention definitely, employees voluntarily participate in and cooperate with the accreditation program, so that prompt medical service provision and high quality of medical services can be guaranteed, leading to hospitals' management performances.

• Asian Journal of Innovation and Policy
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• v.4 no.2
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• pp.263-270
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• 2015

Asian Journal of Innovation and Policy (AJIP) would like to introduce an interview section on innovations, innovators, and entrepreneurs if possible in every issue. The interviews introduced will be selected not based on a journalistic view, but rather by its theoretical or practical implications. This issue will introduce an entrepreneur who was a key engineer, Chief Technology Officer (CTO), and CEO of Samsung Electronics, in addition to being the Minister of ICT in the Korean government. Currently, he is the CEO of an investment company. His success was tied to the success of semiconductors at Samsung Electronics, which became the world leader, leading some to even call him "the god of semiconductors". This interview resurrects the debates on the mode 2 society and the role of education in entrepreneurship.

• Journal of Distribution Science
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• v.6 no.1
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• pp.63-77
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• 2008

The source of a business competition is man and the core of a business success depends on people's ability, efforts and cooperation. Therefore, modern managers are making varied efforts to perform the ethical management for the organization immersion and job satisfaction of the employees. The managers of the financial agencies including the enterprises competing in the global market, face numerous ethical issues and problems. Considering the reality that financial institutions are actively asked to perform the responsibility and duties sincerely, the tasks how the head of financial agency will accept the social study of the level of ethics and change the level of recognition, and how he will settle it as the natural feature in the institution, become an important management target. In addition, it is necessary to figure out how the ethical management of the head of the financial agency will affect the organizational immersion of the employees. Based on the objective of this study, we attempted to confirm how the ethical management will of the head of the financial institution would affect the organizational immersion, the employees' mental result variables. Through this study, it became necessary for the directors of the financial institutions to search for the methods to improve the system of management and enhance the observance will of the business ethics so that they may not cause the disposition of the violation of the business ethics owing to the enforcement to achieve the target of the results of the business or the error recognition of the norm. Further, the heads of banks will have to set a management policy focused on the democratic management and the ethical justice based on the participating methods to induce the cooperative commitment of the stock company employees not to be shifted from the globalization and the competitive society.

• Journal of Digital Convergence
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• v.14 no.4
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• pp.173-183
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• 2016

The purpose of this study is to see how a CEO's ethics affects each company's business performance, as the ethical management of global companies are being one of the social issues at this time, particularly in construction companies. The survey was conducted amongst the engineers and managers who are currently engaged in domestic major companies as well as small businesses, and analyzed based on the frequency, reliability, factor, and multiple regression method. The results are as follows by use of SPSS 20 as a statistical analysis tool. CEO's ethics has a positive effect on financial performance, business ethics, organizational achievement, social achievement. The study found that the higher ethical sense a CEO has, which is one of the highest values of CEO, the higher ownership an employee has, and the more a CEO has a communication with the employees, the more credibility is mutually built, which will be a driving force of company's development. This study needs more wide study for on the effect of CEO's ethics on the business performance of general company in the future.

• Bulletin of the Korean Chemical Society
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• v.24 no.6
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• pp.780-784
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• 2003

The collective electronic oscillator (CEO) method was developed by Mukamel and collaborators.[Phys. Rev. Lett. 1992, 69, 65; Science 1997, 277, 781] Recently Ⅰ have extended the CEO method to obtain the frequency dependent optical properties with all the contributing components. The brief introduction of the CEO fomalism and its recent applications to linear absorption and two-photon absorption (TPA) of conjugated organic molecules will be discussed. The size scaling of optical properties of polyenes and polyynes have studied by ab initio calculations, and this result is consistent with the coherence length of the time dependent densities to first ($ρ^(1)$) and second order ($ρ^(2)$) in the electric field obtained from the CEO method.

• Korea Journal of Hospital Management
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• v.20 no.4
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• pp.31-49
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• 2015

The purpose of this study is to propose an effective leadership in the hospital management by analyzing the relationship of the effect of the specialty hospital CEO's leadership on the employees' organizational effectiveness as well as the customer orientation, and the mediation effects of the organizational effectiveness on the relation between hospital CEO's leadership and the customer orientation. The questionnaires of the survey targeting the 99 specialty hospitals were collected that 786 copies of them were utilized in analysis. The major outcomes of the research can be summarized as follows. Firstly, transformational leadership of specialty hospital CEO generally has the greater impact on the employees' job satisfaction, organizational commitment and turnover intention than his transactional leadership. Secondly, the most important sub-variable of specialty hospital CEO leadership affecting the organizational effectiveness of the employees are charisma of transformational leadership and contingent reward of transactional leadership. Thirdly, the sub-variable of specialty hospital CEO leadership which has the greatest impact on customer orientation of employees is the active management-by-exception of transactional leadership. Fourthly, the sub-variables in the organizational effectiveness such as job satisfaction, organizational commitment and the turnover intention of hospital employees play mostly the partial mediation role between the customer orientation of employees and the leadership of a specialty hospital CEO. This means that the more the organizational effectiveness of specialty hospital employees improves, the more the customer orientation does. Thus, specialty hospital CEOs need to pay attention to the sub-variables in organizational effectiveness so as to improve the customer orientation of the employees. To explore further the nature of the effect of hospital leadership in the future, apart form the variables of the organization effectiveness used in this study to improve the customer orientation of employees through the leadership of the specialty hospital CEO, the research to identify other factors which have greater influence and explanatory power will be needed.

• The Korean Journal of Franchise Management
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• v.11 no.4
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• pp.31-44
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• 2020

Purpose: The purpose of this study is to examine the effects of CEO's self-determination on entrepreneurship, business performance (operational and financial performance). Also, this research provide some strategic insights for improving business performance. In the proposed model, self-determination consists of autonomy, competence, and relatedness, and entrepreneurship consists of innovation, initiative and risk sensitivity, and proactiveness. More specifically, this study proposes a framework that entrepreneurship and operational performance will play mediating roles between self-determination and financial performance. Research design, data, methodology: In this study, an online survey was conducted on SME CEOs for analysis, and a total of 122 samples were used. In the analysis process for hypothesis verification and evaluation, frequency analysis was first performed to identify the demographic characteristics of the respondents, and confirmatory factor analysis was conducted to assess the reliability and validity of the measurement model. In addition, a structural model analysis was conducted to examine the structural relationships between CEO's self-determination, entrepreneurship, and business performance (operational and financial performance) using SmartPLS 3.0. Results: The findings and summary are as follows. First, the autonomy of self-determination has a positive effect on entrepreneurship. Second, the competence of self-determination affects entrepreneurship and operational performance. Third, it affects the innovation, initiative and risk sensitivity of the CEO's entrepreneurship, and ultimately, its operational performance. The results show that the business performance of Start-up also increases when self-determination can be a factor in increasing entrepreneurship in three sub-dimensionalities. Conclusions: The conclusion of this study is that in order for SMEs to develop into a sustainable company by securing competitiveness after start-up, external motivation such as external help and support from the state (local government) is important, but competence and relationship, which are components of self-determination. The intrinsic motivation of the CEO may be more important. To this end, CEO's should prioritize learning for competency development, and the government should pay attention to providing various educational programs through establishment of education policies and education systems to enhance the competency of start-up CEO's.

• Knowledge Management Research
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• v.13 no.4
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• pp.31-54
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• 2012

This study examines whether employees' legitimacy perceptions of corporate social responsibility (CSR) affect their organizational citizenship behavior (OCB). It also investigates whether CEO's visionary leadership can moderate this causal relationship. CSR legitimacy is defined in the current study as employees' personal beliefs about the appropriateness of corporate CSR activities. In fact, employees evaluate the appropriateness of CSR activity based on its consistency with corporate philosophy (e.g. corporate mission, vision, and values) which functions as employees' referencial belief structure. If CSR activity is perceived as one of firm's effort to fulfill its mission, vision, and values, which means that espoused theory and theory-in-use of CSR activity are congruent, employees will consider firm's CSR activity as legitimate. If, however, employees think that CSR activity is not congruent with firm's mission, vision, and values, which means that espoused theory and theory-in-use of CSR activity are inconsistent, they will perceive that CSR activity of their firm is not legitimate. In the current study, we propose that employees who perceive that the CSR activity of their firm is legitimate are more likely to engage in OCB. In addition, we hypothesize that CEO's visionary leadership can strengthen the positive effect of employees' perception of CSR legitimacy on their OCB. We tested these hypotheses with the sample of 383 employees from 32 companies listed on DJSI (Dow Jones Sustainability Index) Korea 2009. We employed the HLM (hierarchical linear modeling) program to decompose the multi-level random effects. We found that CSR legitimacy perceptions of employees increase employees' OCB and that CEO's visionary leadership moderates this relationship. We discussed implications of these findings in more detail.