• Asia pacific journal of information systems
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• v.20 no.4
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• pp.101-123
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• 2010

Recently, firms are operating a number of teams to accomplish organizational performance. Especially, ad hoc teams like proposal preparation team are quite different from permanent teams like R&D team in the sense of how the team forms network structure and deals with organizational learning culture and knowledge management participation efforts. Moreover, depending on the team characteristics, individual creativity will differ from each other, which will lead to organizational performance eventually. Previous studies in the field of creativity are lacking in this issue. So main objectives of this study are organized as follows. First, the issue of how to improve individual creativity and organizational performance will be analyzed empirically. This issue will be performed depending on team characteristics such as ad hoc team and permanent team. Antecedents adopted for this research objective are cultural and knowledge factors such as organizational learning culture, and knowledge management participation. Second, the network structure such as degree centrality, and structural hole is used to analyze its influence on individual creativity and organizational performance. SI (System Integration) companies are facing severely tough requirements from clients to submit very creative proposals. Also, R&D teams are widely accepted as relatively creative teams because their responsibilities are focused on suggesting innovative techniques to make their companies remain competitive in the market. SI teams are usually ad hoc, while R&D teams are permanent on an average. By taking advantage of these characteristics of the two kinds of teams, we will prove the validity of the proposed research questions. To obtain the survey data, we accessed 7 SI teams (74 members), and 6 R&D teams (63 members), collecting 137 valid questionnaires. PLS technique was applied to analyze the survey data. Results are as follows. First, in case of SI teams, organizational learning culture affects individual creativity significantly. Meanwhile, knowledge management participation has a significant influence on Individual creativity for the permanent teams. Second, degree centrality Influences individual creativity significantly in case of SI teams. This is comparable with the fact that structural hole has a significant impact on individual creativity for the R&D teams. Practical implications can be summarized as follows: First, network structure of ad hoc team should be designed differently from one of permanent team. Ad hoc team is supposed to show a high creativity in a rather short period, implying that network density among team members should be improved, and those members with high degree centrality should be encouraged to show their Individual creativity and take a leading role by allowing them to get heavily engaged in knowledge sharing and diffusion. In contrast, permanent team should be designed to take advantage of structural hole instead of focusing on network density. Since structural hole can be utilized very effectively in the permanent team, strong arbitrators' merits in the permanent team will increase and therefore helps increase both network efficiency and effectiveness too. In this way, individual creativity in the permanent team is likely to lead to organizational creativity in a seamless way. Second, way of Increasing individual creativity should be sought from the perspective of organizational culture and knowledge management. Organization is supposed to provide a cultural atmosphere in which Innovative idea suggestions and active discussion among team members are encouraged. In this way, trust builds up among team members, facilitating the formation of organizational learning culture. Third, in the ad hoc team, organizational looming culture should be built such a way that individual creativity can grow up fast in a rather short period. Since time is tight, reasonable compensation policy, leader's Initiatives, and learning culture formation should be done In a short period so that mutual trust is built among members quickly, and necessary knowledge and information can be learnt rapidly. Fourth, in the permanent team, it should be kept in mind that the degree of participation in knowledge management determines level of Individual creativity. Therefore, the team ought to facilitate knowledge circulation process such as knowledge creation, storage, sharing, utilization, and learning among team members, which will lead to team performance. In this way, firms must control knowledge networks in permanent team and ad hoc team in a way mentioned above so that individual creativity as well as team performance can be maximized.

• Journal of the Korean Institute of Traditional Landscape Architecture
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• v.36 no.3
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• pp.88-99
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• 2018

After UNESCO appointed Royal Tombs of the Joseon Dynasty to be World Cultural Heritages(2009), Cultural Heritage Administration in Korea established Management Office of Royal Tombs of the Joseon Dynasty(2012) and conducted Mid to Long-Term Plan on Conservation, Management, Utilization of World Heritage 'Royal Tombs of the Joseon Dynasty(2015)'. The report, as an implementation plan, provides detailed contents of the maintenance planning of Royal Tombs of the Joseon Dynasty. From this background, with a view to comprehending the characteristics of the maintenance planning of trees in historical landscape forests, this study extracted the contents related to the historical landscape forests of the 40 Royal Tombs of the Joseon Dynasty from the "Mid to Long-term Plan" and conducted literature research. The results of the study are as follows. First, from 2016, the short-term plans have provided detailed contents on logging, transplanting and planting trees in the plans divided by stages. On the other hand, the long-term plans, instead of presenting abstract contents repeatedly for each royal tomb, should seek vegetation landscape that each royal tomb should aim for. Second, since the areas that are in charge of the various functions of the royal tombs have been subjects to the maintenance planning, it is effective to establish a maintenance planning by separating functional areas instead of the comprehensive concept as historical landscape forests. Third, the maintenance planning of trees in historical landscape forest of the Royal Tombs of Joseon Dynasty is based on daily management such as density control and maintaining the shape of trees, which is necessary to sustain the forest. Also, due to the goal of preserving the pine forest, which is recognized as a prototype vegetation landscape, foreign species and other trees have been more cut down. With a few limited types of tall tree but few shrubs and flowers, it is characterized that the orientation toward aesthetic landscapes is insufficient in large green spaces. Fourth, according to the function of the tomb, it is divided into entrance area, ceremonial area, burial area and outer forest, and the contents of the maintenance planning are analyzed by basic conditions of tree management: prototype, ecology, functionality, and aesthetics. After studying the tree management characteristics of each area, four suggestions are made: understanding the diversity of trees that form prototype landscape as a management plan, sustainability of various forests adapted to ecological environment, convenience required in addition to ceremony and safety characterizing the Royal Tombs of Joseon Dynasty, and the necessity of access to aesthetic landscape on the tombs.

• Management & Information Systems Review
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• v.34 no.3
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• pp.197-213
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• 2015

This study is to investigate the effect of the motivation of choosing the tourist spots on the image of the tourist spots and the intention of revisiting targeting the tourists visiting Gamcheon Culture Village. The motivations of choosing the tourist spots, such as experiences, sightseeing, viewing of the cultural events, have a positive (+) effect on the affective image of the tourists. Only sightseeing in the motivations of choosing the tourist spots has a positive (+) effect on the epistemic image of the tourists. With the results of the analyzed effect of the affective image of the tourist spots on the intention of revisiting, it is revealed that the affective image has a significant effect on the intention of revisiting, not the epistemic image. It is suggested that the tourists have a good impression of Gamcheon Culture Village through experiences, sightseeing, viewing of the cultural events. In order for Gamcheon Culture Village to be one of the world-famous tourist spots, many attractions should be provided along with more different experience programs than now, various attractions, alley festivals held throughout the year. With the village developed with the greatest care, the tourists should have the intention of revisiting the village through experiences, sightseeing, viewing of the cultural events with their precious memories, since positive images tourists have tend to be anchored in the affective area rather than in the epistemic one.

• Journal of Nutrition and Health
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• v.56 no.3
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• pp.264-276
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• 2023

Purpose: Food environmental factors related to food insecurity affect household food intake in several socio-ecological aspects. This study explores the relationship between food environment factors and food insecurity in households with married immigrant women. Methods: From November 2018 to February 2020, a survey was conducted enrolling 249 married immigrant women residing in the metropolitan areas of South Korea. In the final analysis, 229 subjects were divided into 2 groups classified as food security (n = 154) and food insecurity (n = 75), as assessed by the score of food security. Three aspects of food environments were measured: built·natural, political·economic, and socio-cultural Results: Food environments were significantly different between food security and food insecurity groups, as follows: the number of foods market and their distance from the home and food status for the last week at home in the built·natural domain; monthly cost of food purchase and experience for food assistance in the political·economic domain; total score of social support, parenting, and cooking skills in the socio-cultural domain. A stepwise multivariate linear regression model showed a negative association between the food insecurity score with social support from family and food inventory status in the last week. After adjusting for confounders, a positive association was obtained between the experience of a food support program. The final regression model explains about 30% of the relationship obtained in the three food environment domains and food insecurity (p < 0.001). Conclusion: Not only economic factors, which are common determinants of household food insecurity, but socio-cultural factors such as social support also affect household food insecurity. Therefore, plans for implementing a food assistance program to improve food insecurity for households with immigrant women should consider financial support as well as other comprehensive aspects, including socio-cultural domain such as social support from family and community.

• Korean Journal of Heritage: History & Science
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• v.51 no.3
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• pp.4-31
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• 2018

It is difficult to ascertain exactly when the Hongjuupseong (Town Wall) was first constructed, due to it had undergone several times of repair and maintenance works since it was piled up newly in 1415, when the first year of the reign of King Munjong (the 5th King of the Joseon Dynasty). Parts of its walls were demolished during the Japanese occupation, leaving the wall as it is today. Hongseong region is also susceptible to historical earthquakes for geological reasons. There have been records of earthquakes, such as the ones in 1978 and 1979 having magnitudes of 5.0 and 4.0, respectively, which left part of the walls collapsed. Again, in 2010, heavy rainfall destroyed another part of the wall. The fortress walls of the Hongjuupseong comprise various rocks, types of facing, building methods, and filling materials, according to sections. Moreover, the remaining wall parts were reused in repair works, and characteristics of each period are reflected vertically in the wall. Therefore, based on the vertical distribution of the walls, the Hongjuupseong was divided into type I, type II, and type III, according to building types. The walls consist mainly of coarse-grained granites, but, clearly different types of rocks were used for varying types of walls. The bottom of the wall shows a mixed variety of rocks and natural and split stones, whereas the center is made up mostly of coarse-grained granites. For repairs, pink feldspar granites was used, but it was different from the rock variety utilized for Suguji and Joyangmun Gate. Deterioration types to the wall can be categorized into bulging, protrusion of stones, missing stones at the basement, separation of framework, fissure and fragmentation, basement instability, and structural deformation. Manually and light-wave measurements were used to check the amount and direction of behavior of the fortress walls. A manual measurement revealed the sections that were undergoing structural deformation. Compared with the result of the light-wave measurement, the two monitoring methods proved correlational. As a result, the two measuring methods can be used complementarily for the long-term conservation and management of the wall. Additionally, the measurement system must be maintained, managed, and improved for the stability of the Hongjuupseong. The measurement of Nammunji indicated continuing changes in behavior due to collapse and rainfall. It can be greatly presumed that accumulated changes over the long period reached the threshold due to concentrated rainfall and subsequent behavioral irregularities, leading to the walls' collapse. Based on the findings, suggestions of the six grades of management from 0 to 5 have been made, to manage the Hongjuupseong more effectively. The applied suggested grade system of 501.9 m (61.10%) was assessed to grade 1, 29.5 m (3.77%) to grade 2, 10.4 m (1.33%) to grade 3, 241.2 m (30.80%) and grade 4. The sections with grade 4 concentrated around the west of Honghwamun Gate and the east of the battlement, which must be monitored regularly in preparation for a potential emergency. The six-staged management grade system is cyclical, where after performing repair and maintenance works through a comprehensive stability review, the section returned to grade 0. It is necessary to monitor thoroughly and evaluate grades on a regular basis.

• (The) Research of the performance art and culture
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• no.41
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• pp.5-38
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• 2020

The current state of performance halls in South Korea is closely related to the performance art and culture of the nation as the culture of putting on and enjoying a performance is deeply rooted in public culture and arts halls representing each area at the local government level. Today, public culture and arts halls have multiple management purposes, and the subjects of their management are in the public domain including the central and local governments or investment and donation foundations in overwhelming cases. Public culture and arts halls thus have close correlations with the institutional aspect of cultural policies as the objects of culture and art policies at the central and local government level. The full-blown era of public culture and arts halls opened up in the 1980s~1990s, during which multi-purpose performance halls of a similar structure became universal around the nation. Public culture and arts halls of the uniform shape were distributed around the nation with no premise of genre characteristics or local environments for arts, and this was attributed to the cultural policies of the military regime. The Park Chung-hee regime proclaimed Yusin that was beyond the Constitution and enacted the Culture and Arts Promotion Act(September, 1972), which was the first culture and arts act in the nation. Based on the act, a five-year plan for the promotion of culture and arts(1973) was made and led to the construction of cultural facilities. "Public culture and arts" halls or "culture" halls were built to serve multiple purposes around the nation because the Culture and Arts Promotion Act, which is called the starting point of the nation's legal system for culture and arts, defined "culture and arts" as "matters regarding literature, art, music, entertainment, and publications." The definition became a ground for the current "multi-purpose" concept. The organization of Ministry of Culture and Public Information set up a culture and administration system to state its supervision of "culture and arts" and distinguish popular culture from the promotion of arts. During the period, former President Park exhibited his perception of "culture=arts=culture and arts" in his speeches. Arts belonged to the category of culture, but it was considered as "culture and arts." There was no department devoted to arts policies when the act was enacted with a broad scope of culture accepted. This ambiguity worked as a mechanism to mobilize arts in ideological utilizations as a policy. Against this backdrop, the Sejong Center for the Performing Arts, a multi-purpose performance hall, was established in 1978 based on the Culture and Arts Promotion Act under the supervision of Ministry of Culture and Public Information. There were, however, conflicts of value over the issue of accepting the popular music among the "culture and arts = multiple purposes" of the system, "culture ≠ arts" of the cultural organization that pushed forward its establishment, and "culture and arts = arts" perceived by the powerful class. The new military regime seized power after Coup d'état of December 12, 1979 and failed at its culture policy of bringing the resistance force within the system. It tried to differentiate itself from the Park regime by converting the perception into "expansion of opportunities for the people to enjoy culture" to gain people's supports both from the side of resistance and that of support. For the Chun Doo-hwan regime, differentiating itself from the previous regime was to secure legitimacy. Expansion of opportunities to enjoy culture was pushed forward at the level of national distribution. This approach thus failed to settle down as a long-term policy of arts development, and the military regime tried to secure its legitimacy through the symbolism of hardware. During the period, the institutional ground for public culture and arts halls was based on the definition of "culture and arts" in the Culture and Arts Promotion Act enacted under the Yusin system of the Park regime. The "multi-purpose" concept, which was the management goal of public performance halls, was born based on this. In this context of the times, proscenium performance halls of a similar structure and public culture and arts halls with a similar management goal were established around the nation, leading to today's performance art and culture in the nation.

• Journal of Korean Society of Archives and Records Management
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• v.4 no.2
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• pp.92-117
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• 2004

Korea has the glorious documentary cultural heritage including Annals of the Joseon Dynasty, Memory of the World, from old times. But We had been felt into serious situation, it is very difficult to find some records of late years, through rapid changes of society in modern history. Fortunately, in 1999, "law of archives management in public sector" was enacted but It is some difficult to apply to field. Accordingly, We studied archives laws and record management systems, education systems in Japan and China, neighborhood countries and compared them with Korea's. Life cycle of Gathering, Managing, Using records & archives is reflected in China's archives law, "Dangan" and It is useful to referred to Korea. On the other hand, Japan and Korea's archives law focus on administering and capturing records and archives. In case of Management agency of archives, China has a linear managing system from state to regional agency and Japan and Korea have different system in State and Region. We recommend following items ; reform archives law, status of government archives, professional education and arrangement etc.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.15 no.4
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• pp.1999-2011
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• 2014

This research is objective that we investigate the effects of transformational leadership type of the head of pre-school institution on its operation and management. In order to test, we selected the subject of 200 teachers at 50 preschools in Seoul city randomly and we measured leadership type of the head and the level of its operation and management to 174 pre-school teachers. Based on the collected questionnaire, simple correlation and multiple regression analyses were conducted to produce the following results: First, analyzed result, participants were higher recognition that the relationship between the institution head's transformational leadership and its operation and management, and between the two variable were significant static positive correlation. Second, we analyzed the difference between type of transformational leadership to the institution head's perceived by its teachers individuals variables. As a results, we found that the academic ability(a college to university graduation) was significant the ethical leadership and teachers gives a positive evaluation on the head's transformational leadership regardless of the teacher's background variables. Third, we analyzed the transformational leadership affect institution on its operation and management. its results, the transformational leadership was significant on its operation and management. In particular, it were affect according to the order, political leadership, educational leadership, cultural leadership. Our finding contribute that pre-school institution have to change consistently, and were asked higher quality by enhancing competition, politics and its operation and management. in order to it is important that there is transformational leadership of the head.

• Journal of the Korea Organic Resources Recycling Association
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• v.23 no.3
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• pp.42-50
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• 2015

Beijing and Seoul are the capital of China and Korea, and political, economic, cultural, and tourist centers as well. Beijing is most likely to follow the footsteps of Seoul in the process of urbanization. The purpose of this study is to find out differences and improvements by comparing the solid waste management system between Beijing and Seoul. China classifies waste into urban waste, industrial waste and hazardous waste, which is the same as Korea did in 1980s. Beijing's policy directions in the waste management is similar to Seoul's in the early 1990s when Seoul strived to construct incinerators and landfill. Beijing's waste management achievements are also similar to Seoul's in that the ratio of recycling and incineration is high and that of landfill is low. Hence, it is expected for the waste management policies and achievement of two cities to resemble more and more. Financial burdens of government, indifference of citizens, and decentralized organizations of waste management might be the issues for Beijing to solve. In particular, to implement the user fee system and to encourage citizens to participate in waste separation discharge appear to be key issues in Beijing. Seoul should take a look at which the Beijing government itself collects waste in station and central area.

• Korea Journal of Hospital Management
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• v.4 no.2
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• pp.242-265
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• 1999

Our study attempt is to see organizational performance according to the differences between types of hospital cultures. To determine theoretical relationship between the organizational culture and the performance, we select two hospitals in Pusan which are different in the purposes and shapes of establishment. We surveyed their members on a questionnaire based on the type of the organizational culture of the two institutions, analyzed, and review its organizational effectiveness. For the survey with questionnaires, which had been preliminary studied to raise its validity, question forms were distributed to 528 persons in April, 1999 based on the self-responses and recollected within 48 hours. The recollection rate was high(89.96%) and the quantity of questionnaires used for our final analysis was 430(81.44%). The Cronbach Coefficient Alpha of the questionnaires was 0.742. Regarding statistical techniques for analysis of the written materials, dispersion analysis(ANOVA) was adapted to test the organizational effectiveness of the two hospitals having the different organizational cultures, and Pearson Correlation was applied to determine correlations was among all variables. T-test was performed to test organizational effectiveness based on the differences in the extent of sharing the culture, organizational committment and work satisfaction between the two health institutions. From our analysis, we obtain the following conclusions. First, concerning with organizational culture of the two hospital, one of which is a christian hospital and the other is a private foundation hospital, the former is conservative and human-oriented but the latter focuses on renovation and accomplishment. Second, the private establishment has a relatively higher organizational effectiveness that the religious hospital as a result of analyzing the extent of sharing culture, organizational committment and work satisfaction. Third, it has been found that the correlations between the extent of the sharing culture and the organizational committment, the extent and work satisfaction, and the committment and the satisfaction are respectively positive influencing organizational effectiveness, especially work satisfaction. Fourth, cultural factors by which the christian hospital is affected more positively including human relations among its members, belief, its idea of establishment, tradition, work responsibility, power, and wage. On the other hand, factors such as director's leadership, personnel management, wage, hospital regulations and department managers' management ability have been seen as negative influences in order. And fifth, for the private foundation hospital human relations among its members, wages, work responsibility, director's leadership and department managers' management ability were positive in their sequence while wages, personnel management, hospital regulations, welfare and department managers' management ability were considered as negative influences in order. As these results of this study, the higher extent of sharing organizational culture, the more increasing in both organization committment and work satisfaction, the higher the effectiveness. Although it was somewhat difficult to generalize the results whose subjects were the two hospitals only, it was obvious that organizational culture was an important influential factor of organizational effectiveness. It is questionable that the extent of sharing organizational culture, organizational committment and work satisfaction as variables affecting the effectiveness have their validity, but this study has its significance in that it provided an approaching to evaluate the organizational culture of individual hospitals making allowances for such variables related to the general activities in its hospital. We hope the results of the study could be useful for the managerial strategies of the institutions.