• Journal of the Korea Academia-Industrial cooperation Society
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• v.10 no.9
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• pp.2501-2508
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• 2009

This study it to find out how to manage the conflict within a hospital organization. We use survey data of 269 employees of one university hospital. The result is as follows. The type of conflict management varied significantly according to sex, age, and departments. Among the type of conflict management, avoidance was differed significantly by sex. and competition, avoidance, cooperation were differed significantly by age, and avoidance, cooperation were differed significantly by department. Conflict is always in exist in a complex organization like a hospital. Though the data has its own limit as of only one hospital, through this study, we could find that there were some differences in the way of conflict management in hospital organization according to sex, age, and departments. With the result, we expect to find a way to improve the working performance by knowing how to manage conflicts within a university hospital.

• The Journal of the Korea Contents Association
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• v.19 no.6
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• pp.325-333
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• 2019

The current study aims to address the relationships among conflict, person-organization fit, and workers' turnover intention. Specifically, it aims to examine whether person-organization fit mediates the relationship between conflict in team and turnover intention, also trust in leader moderates the relationship between person-organization fit and turnover intention. The empirical analysis shows that conflict is positively associated with turnover intention and have a negative impact on objective-value fit. The relationship between conflict and turnover intention is mediated by the person-organization fit. Trust in leader moderates the relationship between person-organization fit and turnover intention. The findings address the issue in terms of the mechanisms between conflict-turnover intention and the importance of trust in leader for an effective management of conflict in work teams.

• Korean Security Journal
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• no.58
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• pp.137-154
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• 2019

Conflict management within a police organization is one of the most significant areas from the organization management point of view. This study aims to explore procedural entrepreneurship of police mangers when they face difficulties in their workplaces. Adopting a case study strategy, this study examines real cases from three police agencies from Japan, the US, and South Korea. Interviewing police officers from theses different countries, six main themes are identified: (1) the pervasiveness of hierarchical authority, (2) procedural conflict, (3) organizational cultures, (4) the origin of their values and assumptions, (5) characteristics of the strategy, and (6) organizational learning. Research findings pointed out that there were more similarities than differences among the three cases, such as the pervasiveness of hierarchical authority, the significance of informal networks, and characteristics of informal networks. The main finding was that police managers used informal networks in order to overcome the procedural conflicts regardless of their nationality. All the participants relied on informal communications to raise the adaptability and survivability of their organizations. It was found that the Asian culture and American culture respectively permeated the three police agencies, supporting the role of informal networks in the formal organizations. This presents a paradox which well reflects the reality of organizations: informality within formality.

• Journal of the Korean Society of Marine Environment & Safety
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• v.22 no.6
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• pp.688-693
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• 2016

In this study, various conflicts in the maritime police organization were diagnosed and police subculture, which is different from dominant mainstream maritime police culture, was concluded to cause conflicts. In addition, maritime police conflicts and conflicts due to the balance, confrontation, and contradiction between bureaucratic and democratic values in the maritime police organization itself are discussed. The results of analysis on the effects of Maritime police subculture on organizational conflict are as follows: First, the influence of cynicism on functional conflict was explored. The higher the level of lies of the persons under investigation, the more functional conflict appeared. Also, if a person showed a low level of credibility among the police, this also led to functional conflict. In addition, if an individual showed low levels of cooperation and credibility with the police, this resulted in hierarchical conflict. Second, the influence of machismo on functional conflict was also explored. It was found that female officers experienced conflicts because of poorer job performance compared to male counterparts. In hierarchical issues, female officers experienced conflict over the reduced scope of tasks assigned to them and lower job performance ability. Third, the effect of non-acceptance of change in functional conflict was not statistically significant. An aggressive attitude toward crime control and rejecting jobs unrelated to crime influenced functional conflict, and an aggressive attitude and performing jobs unrelated to crime lead to functional conflict.

• Korean Association of Arts Management
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• no.51
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• pp.103-134
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• 2019

The study started with the perception that there would be numerous conflicts within and outside the organization as a national and public cultural and artistic organization. In addition, the conflict acts as a negative problem factor for the members of the organization, and the resulting emotions were identified to determine what relationship. Specifically, 1) identify ingesting the conflict factors recognized by the members of the art corps (organizations) of incumbent national and public cultural and artistic organizations (organizations), and 2) how conflicts provide influence to the art corps as a negative problem factor, 3) the feelings of conflict (exhaustion, turnover intent, job dissatisfaction, negative transition) are intended to look at the relationship. To summarize the findings, it is as follows: The conflict struck by the members of the arts corps of national and public cultural and artistic organizations could consist of 1) organizational conflicts (management, administration, operations, etc.) and 2) personal conflicts (artistic preferences, colleagues, etc.). This conflict has been found to provide anegative direction to the feelings of members of the organization. Both organizational conflict and personal emotions were found to have an effect on emotional exhaustion, and emotional exhaustion was found to affect the intention of turnover and job dissatisfaction. In addition, job dissatisfaction was examined to have an effect of the static (+) on the turnover intent, the turnover intent and job dissatisfaction has an effect of the political (+) on the negative transfer. Based on these results, the authors of this study presented effective implications for cultural and artistic marketing.

• Knowledge Management Research
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• v.23 no.3
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• pp.231-258
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• 2022

As integrated management of scattered knowledge in the organization contributes to organizational performance, organizations are increasing their investment in knowledge management(KM) policies and technologies. For KM to be operated efficiently, the participation of employees performing knowledge-sharing activities is important. This study suggests how shared goal, value congruence, and task interdependence reduce the negative effects of relation and role conflict on the intention to share knowledge. We surveyed workers in organizations that have more than 50 employees and have KM policies, and 381 samples were used for hypothesis testing. As a result of hypothesis testing, we confirmed that a shared goal affects the intention to share knowledge through each of the factors of value congruence, relation conflict, and role conflict. In addition, we confirmed that value congruence and task interdependence moderated conflicts that negatively affected the intention to share knowledge. We identified the conditions that affect the knowledge-sharing activities of employees in terms of individual, organizational, and work structure. Therefore, the results contribute to the establishment of strategies for achieving the performance of the organization's KM.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.7
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• pp.192-203
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• 2016

The purpose of this study is to investigate the effects of task conflict on job attitudes (organizational commitment & job satisfaction), focusing on the mediating effects of supervisory communication & co-worker communication. Recently, the importance of communication as a research topic has been increasing. According to prior research, communication satisfaction has a positive effect on job performance. However, studies which take into account the different types of communication are lacking. Therefore, this study considered two types of communication (supervisory communication and coworker communication). A research model and hypotheses were developed in order to examine the theoretical research issues and questions. The sample consisted of 280 survey data drawn from employees in firms located in Korea. The data was analyzed by the statistical packages, SPSS 21.0 & AMOS 21.0 for Windows. The findings of the analysis are as follows. Firstly, it was found that task conflict had a negative (-) effect on organizational commitment & job satisfaction. Therefore, H1a & H1b are supported. Secondly, it was found that task conflict had a negative (-) effect on supervisory communication. Therefore, H2a is supported. However, it did not have a significant effect on co-worker communication. Hence, H2b is not supported. Thirdly, as regards the mediating effect of supervisory communication, it was found that supervisory communication mediated the effect of task conflict on job attitudes (organizational commitment & job satisfaction). Therefore, H3a & H3b are supported. Finally, the mediating effect of co-worker communication was not significant. Therefore, none of the sub-hypotheses of H4 are supported. Based on these findings, this study suggested directions for future research.

• Journal of Digital Convergence
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• v.13 no.10
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• pp.107-120
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• 2015

In this paper, we study the conflict management plan of the organization in the age of convergence. More specifically, we reveal the impact of the conflict according to behavior of the leader. To this purpose, The behavior of the leader were classified as Supportive Leader and Controlled Leader, and forms of Resistance wert classified as Functional Resistance and Dysfunctional Resistance that results of the conflict. Also, Psychological Contract Violation and Breach was set up as a mediate variable. The results were as follows. First, When employee resistance comes up in the organization, Support behavior of Leaders leads to desirable changes in the organization through the functional and constructive resistance. In contrast, Controlled behavior of Leaders leads the destructive and dysfunctional resistance of employee. Second, Since the perception that the follower is receiving assistance to leaders, it reduces the perception of psychological contract violation, but Controlled leader is largely perceived as the Psychological Contract Violation to the followers. Third, Supportive Leader is not influence the affect of employee, and They resolve the Conflict in objective and positive way. Therefore, the results of this study have many theoretical and practical implications.

• Information Systems Review
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• v.11 no.1
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• pp.1-17
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• 2009

Since 'virtual teams' are not bounded by geographical dimensions, culture becomes an important determinant of their success. Though cultural diversity provides unique opportunities to build up new ideas, it can also create problems in the midst of individual interactions and eventually result in poor performance. With little research on this topic, this study examines the relationship between culture and virtual teams' performance. An experiment was conducted followed by the survey based on subjects' perceptions on the experiment. The results show that cultural diversity has significant impact on virtual teams' performance through confusion and conflict in virtual teams. This study empirically proves the fact that conflict is one of the most critical antecedents of a virtual team's performance with high R-square values in both experimental and control groups. In addition, this research introduces and empirically tests a new construct, 'confusion' which turns out to be also important in the virtual team's performance research, and the relationships among confusion, conflict and the virtual team's performance. Next, the findings confirm the importance of studying virtual teams' performance research from the cultural perspective.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.21 no.7
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• pp.233-243
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• 2020

This study determined the relationship between organizational conflicts and job satisfaction of administrative staff members employed in university hospitals. The sample consisted of 232 hospital administrators working at four different college hospitals located in D city. The survey was conducted using a self-administered questionnaire during the period from January 10th 2019 to February 15th 2019. As a result of the study, the job satisfaction levels were significantly different according to age, education, BMI, subjective sleep evaluation, subjective health status, job position, monthly income, physical burden of work, sense of satisfaction at work, fit to the job and consideration to quit the job. The job satisfaction levels according to the organizational conflicts were significantly lower with higher organizational conflicts. Further, the job satisfaction level showed a significant negative correlation with organizational conflicts. The risk ratio of lower job satisfaction significantly increased for the group with higher organizational conflict scores than that of the group with lower organizational conflict scores. The results suggest that job satisfaction of administrative staff at university hospitals is significantly related with organizational conflicts. It is necessary to present specific measures to resolve conflicts within an organization in order to enhance job satisfaction for administrative staff at university hospitals.