• Knowledge Management Research
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• v.6 no.2
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• pp.123-148
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• 2005

This study aims to extend the research areas of the organization behavior(OB) fields. The paper assumes that the main thrust of "Productivity through people" in the traditional OB has to be replaced by the "Creativity through people" paradigm. OB research issues and topics have not been expended or explored during the past 40 years, but been criticized such as a saturated field and even more "moribund or fallow" areas. Recently, new theoretical and research trends are identified in the area of creativity studies and in OB in general. Conceptual debates and different thoughts on the creativity studies (including creative behaviors) are reviewed selectively. Also, some theoretical issues and research implications are discussed and suggested.

• The Journal of the Korea Contents Association
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• v.18 no.1
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• pp.623-641
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• 2018

The goal of this study is to verify the effectiveness of collective leadership. Specifically, we examine the direct effect of collective leadership on creative behavior and how this relationship is affected indirectly by organization-based self-esteem. Further, we identify the conditional indirect effect psychological safety has in moderating this mechanism. To minimize the common method bias, job rank and the affectivity in work situations were set as control variables. After excluding ten univariate outliers from 319 responses that were collected, a total of 309 samples were used for analysis. Our findings showed that collective leadership has a positive effect on the creative behavior of organization members, and that organization-based self-esteem played the role as partial mediator in the relationship between collective leadership and creative behavior. Also, the conditional indirect effect of psychological safety was found to be significant in the 'high' and 'very high' percentile levels, but not in the 'very low,' 'low,' and 'middle' levels. Together, the findings imply that when leaders at organizations promote members' organization-based self-esteem and creative behavior through collective leadership, it can be more effective when members feel high psychological safety in the organization.

• 한국초전도학회:학술대회논문집
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• v.11
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• pp.17-17
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• 2001

• 한국HCI학회:학술대회논문집
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• 2006.02a
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• pp.519-525
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• 2006

Advances in information and telecommunication technology increasingly reveal the potential of computer supported education. However, most computer supported learning systems until recently did not pay much attention to different characteristics of individual learners. Intelligent learning environments adaptive to learner's preferences and tasks are desired. Each learner has different preferences and needs, so it is very crucial to provide the different styles of learners with different learning environments that are more preferred and more efficient to them. This paper reports a study of the intelligent learning environment where the learner's preferences are diagnosed using learner models, and then user interfaces are customized in an adaptive manner to accommodate the preferences. In this research, the learning user interfaces were designed based on a learning-style model by Felder & Silverman, so that different learner preferences are revealed through user interactions with the system. Then, a learning style modeling is done from learner behavior patterns using Decision Tree and Neural Network approaches. In this way, an intelligent learning system adaptive to learning styles can be built. Further research efforts are being made to accommodate various other kinds of learner characteristics such as emotion and motivation as well as learning mastery in providing adaptive learning support.

• Journal of Distribution Science
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• v.17 no.10
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• pp.93-105
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• 2019

Purpose - First, empirical research will reveal how personal creativity affects the knowledge sharing and innovation behaviors of organizational members. Second, self-management competency will be verified to explain the causal relationship between independent and dependent variables as a mediating variable and to reduce the time interval. Research design, data, and methodology - There are two major research models. First, personal creativity (professionalism, emotional intelligence, internal motivation) has a positive impact on knowledge sharing (creation of knowledge, organization of knowledge, use of knowledge) and innovation behavior (deriving ideas, implementing ideas, promoting ideas). Second, self-management competency (intellectual capacity, emotional capacity, personality capacity) plays a mediating role. In addition to descriptive statistics and correlation analysis, Cronbach's α was calculated for 259 workers in the retail industry. In addition, confirmatory factor analysis was performed using the AMOS 24.0 program, and the influence on the measurement model was analyzed to verify the structural equation model. Results - First, personal creativity had a positive effect on knowledge sharing and innovation behavior. In other words, it was confirmed that the decision-making process accompanied by individual creativity can create an atmosphere of knowledge sharing and continue to innovate. Second, personal creativity had a positive effect on self-management competency, and self-management competency had a positive effect on knowledge sharing and innovation behavior. Third, self-management competency was found to partially mediate the influence of personal creativity on knowledge sharing and innovation behavior. Conclusions - First, it is important for managers to recognize the value of creative talents who can be a fundamental source of organizational success and competitive advantage, and to attract talented people. Second, managers should be able to develop decision-making processes to develop potential creativity and encourage creative ideas, opinions, or solutions when organizing the work environment of their members. Third, managers should promote the sharing and integration of new knowledge that underlies the creative views and attitudes of teams and organizational members. Unlike previous studies, which emphasize the role of the work environment in which creative behaviors are promoted, this study shows that creativity of individual members, itself, is an important determinant of knowledge sharing and innovation behavior.

• The Journal of the Korea Contents Association
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• v.20 no.3
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• pp.400-423
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• 2020

In the era of the fourth industrial revolution, IT workers' use of creativity has become more important than workers' in other fields in that they should apply new digital technologies to their companies for organizational innovation. In this regard, this study is to verify the effect of managerial coaching behavior on the creativity of employees in the IT field and identify the mediating effect of unlearning and the moderating effect of creative self-efficacy. A survey was conducted on IT workers in Seoul and the metropolitan area and a total of 439 copies of the questionnaire survey were used for confirmatory factor analysis on SPSS 25.0 and AMOS 25.0 and for mediating and moderating effect analysis on SPSS Process Macro 3.0. The results suggested that managerial coaching behavior has a positive effect on the creativity and unlearning ability of employees. They also showed that unlearning has a significant effect on one's creativity, mediating the relationship between managerial coaching behavior and the creativity of employees. Also, they identified that creative self-efficacy moderates the relationship between managerial coaching behavior and unlearning. This study has theoretical and practical significance in that it makes a timely contribution to expand the research area for coaching effect and identifies the influential mechanism behind managerial coaching by verifying the direct effects of managerial coaching behavior on the creativity of the IT sector workers and finding indirect influential factors.

• 한국초전도학회:학술대회논문집
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• v.15
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• pp.27-27
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• 2005

• The Journal of Information Systems
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• v.22 no.2
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• pp.51-83
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• 2013

Personal creativity is critically important for organizations seeking to survive and thrive in today's highly turbulent business environments. Organizations must effectively identify and mobilize the creative resources of their members. When organizational members perceive a work environment that restricts or fails to encourage individual creative expression, a gap may exist between the level of individual creative potential and the actual amount of individual creativity practiced within the organization. In this situation, this paper will examine the impact of role conflict, role ambiguity, creative self-efficacy, and personal initiative on personal creativity. Creative self-efficacy is the subjective belief in one's personal ability to be creative, that is, a personal assessment of one's own creative potential. A strong internal belief in one's ability to successfully engage in creative behaviors is generally considered an important part of the creative process. Personal Initiative refers to behaviors, mainly directed toward work and organizational issues, that are characterized by the following aspects: self-starting, proactive, and persistent in overcoming barriers. Creativity-related creative self-efficacy and personal initiative are critical components to understand motivation that coordinates the relationship between perception and behavior of individual employees. Based on role theory, researchers have focused on role conflict and role ambiguity as the two key ingredients of role stress. Role ambiguity is defined as an evaluation about the lack of salient information needed to perform a role effectively. Role conflict results from two or more sets of incompatible demands involving work-related issues. Employees are usually pursued work-roles more than one in work-focused organization. Too many work-roles and perceived uncertainties at employee's work can be obstacles to personal creativity. In an analysis of results, while role conflict is not negatively related significantly to creative self-efficacy, role ambiguity is negatively related significantly to creative self-efficacy. While role conflict is significantly related to personal creativity, role ambiguity is negatively related significantly to personal creativity. Creative self-efficacy mediates the relationship among role conflict, role ambiguity, and employee creativity. Personal initiative mediates the relationship between creative self-efficacy and employee creativity. This paper shows that creative self-efficacy and personal initiative are the driving force behind personal creativity. Organizations can get some implications of creative-related role conflict and role ambiguity that employees have experienced. As a result, organizations must not only encourage creativity of employees by greater involvement but also encourage their input towards their-focused own works and tasks. And employees should be developed to pace with the organizational needs and development. Management must enable employees to think of new ideas and practices that promotes personal creativity.

• The Journal of the Korea Contents Association
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• v.21 no.1
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• pp.162-172
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• 2021

This study was approached from the perspective of leadership as a study on innovation, a concept that can develop and maintain a continuous competitive advantage in the rapidly changing environment of management and public service organizations. the purpose of this study is as follows. first, it defines the concept of creative leadership and tests the relationship with innovation behavior through various variables. second, the relationship between conceptually defined creative leadership and job enthusiasm and organizational trust is tested in the organization of public officials in the educational administration. third, it examines the relationship between job enthusiasm and organizational trust, which are parameters, innovation behaviors of public officials in the educational administration. the finddings are as follows. job enthusiasm, organizational trust, and creative leadership were suggested as prerequisites that directly influence the innovation behavior of the organizational members of the educational administration office.

• School Mathematics
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• v.2 no.2
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• pp.427-457
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• 2000

This study amis to develop an instrument to measure the behavior characteristics of the mathematically gifted children. The checklist represents 6 factors of characteristics - aptitude, attitude, inclination, general metal ability, creative ability and reflective ability in mathematics - which are from 36 items by factor analysis.