• 유통과학연구
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• 제21권4호
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• pp.57-67
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• 2023

Purpose: This study aims to measuring the employee performance distributions of company in using relationship analysis between motivation, organization learning, compensation, and Organizational commitment. Research design and methodology: The study was conducted on 102 employees as a sample. Data were analyzed using Path Analysis in Structural Equation Modeling (SEM) with PLS. Results: the research result has shown that motivation and compensation have a positive significant effect on organizational commitment. While organizational learning has negative and insignificant effect on organizational commitment. Furthermore, motivation, organizational learning and motivation have no significant effect on employee performance distribution and organizational commitment has a positive significant effect on employee performance distribution. Results for mediating effect has obtained where organizational commitment mediates the effect of motivation and compensation on employee performance distribution, but cannot mediate the effect of organizational learning on employee performance distribution. Conclusion: Organizational commitment in this study can make employees feel comfortable and attached to the company so that employees can perform well to achieve company goals. Motivation and compensation are driving factors in improving employee performance distribution and will achieved if employees have good organizational commitment. In this study, organizational learning is not an important factor in improving employee performance distribution.

• 경영과정보연구
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• 제27권
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• pp.71-99
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• 2008

This study investigates the relationships between three BSC communication attributes(support of organizational culture, message valid, and knowledge sharing) and organizational learning and how that translates into relationship organizational performance in public organization. In this paper, first, past studies on BSC communication and organizational learning that identify the attributes of effective communication and organizational learning in organizational performance are reviewed. Second, a research model, key variables, and three hypotheses tested by PLS(partial least squares) are presented. The data was collected from BSC champions and managers of 53 public organizations in Korea. The results indicate, first, BSC communication (except for support of organizational culture) have not significant related to organizational performance. Therefore, H1 was not supported. Second, the structural path coefficient between support of organizational culture and message valid and organizational learning are statistically significant and in the hypothesized direction. But the knowledge sharing has not significant relationship with organizational learning. Therefore, H2 was partially supported. Third, organizational learning was significantly positively related to organizational performance. H3 was supported. Finally, organizational learning play a significantly positive role in mediating the relationship between BSC communication and organizational performance. The theoretical contributions, limitations, as well as future research directions are discussed at the end of the paper.

• The Journal of Asian Finance, Economics and Business
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• 제7권8호
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• pp.625-633
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• 2020

This study aims to empirically investigate the influence of organizational capability and organizational learning on the financial performance of family-business type small- and medium-sized enterprises (SMEs). In addition, this study examines the moderating role of SMEs' ages and the managers' experiences in the relationship between organizational capability and organizational learning on the SMEs financial performance. This study is a basic exploratory research conducted by using an empirical survey, i.e., sampling of the businessman (the owner) of family-business type SMEs cross-functional in the area of DIY. The study uses purposive sampling. The respondents are the SME businessmen from the various business sectors in Yogyakarta, Indonesia. The number of respondents is 150. Hypothesis testing used SPSS program's moderation regression approach; validity and reliability testing used confirmatory factor analysis and Cronbach's alpha. The result of this study shows that organizational capability positively and significantly affects the financial performance. Also, organizational learning significantly affects the financial performance. The organization's age factor does not moderate the relationship between organizational capability and the financial performance, but it is significant on the organizational learning. The factor of manager's experience moderates insignificantly on the relationship between organizational capability and financial performance. However, it is significant to the organizational learning.

• 유통과학연구
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• 제13권12호
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• pp.113-131
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• 2015

Purpose - In today's era of globalization, the competitive power of enterprises is growing fiercer, calling for organizations to be able to respond flexibly to survive and maintain predominance in competition. In turn, keen competition exists among enterprises for the systematic management of members' knowledge to secure predominance in such competition. Under such circumstances, SMEs must find and utilize positive causes for change that affect organizational performance. The objective of this study is to analyze the structural relationship between four factors known from prior research-a CEO's positive leadership, members' positive life positions, learning organization activities, and job engagement-and organizational performance. Research design, data, and methodology - To achieve this objective, this study established the following four research problems. First, do CEOs' positive leadership, members' positive life positions, learning organization activities, and job engagement affect organizational performance? Second, do CEOs' positive leadership, members' positive life positions, and learning organization activities affect job engagement? Third, do CEOs' positive leadership and members' positive life positions affect learning organization activities? Fourth, does CEOs' positive leadership affect members' positive life positions. Additionally, to achieve the objective of this study, the research model was selected on the basis of a documentary survey of 787 full-time employees at 100 SMEs, which was used to collect related data. Results - The following conclusions were drawn. First, a CEO's positive leadership directly affects members' positive life positions, learning organization activities, and job engagement. Second, positive leadership only indirectly affects organizational performance. That is, positive leadership has an indirect effect on organizational performance given the parameters of members' positive life positions, learning organization activities, and job engagement. Third, members' positive life positions directly affect learning organization activities and job engagement, but indirectly affect organizational performance with learning organization activities and job engagement as parameters. Fourth, learning organization activities directly affect job engagement and organizational performance. Additionally, learning organization activities indirectly affect organizational performance with job engagement as a parameter. Fifth, job engagement directly affects organizational performance. Conclusions - A CEO's positive leadership and members' positive life positions do not directly affect organizational performance but have a positive effect through learning organization activities and job engagement. In particular, CEOs' positive leadership was proven to be the major factor to affect members' positive life positions, learning organization attitudes, and job engagement, and learning organization activities and job engagement were found to be major factors that directly affect organizational performance. Considering these conclusions, the direct effect of a CEO's positive leadership on organizational performance is not statistically significant but seems to affect members' positive life positions, learning organization activities, and job engagement, which ultimately affects organizational performance. In addition, CEOs' positive leadership is an important factor that enhances the factors with the strongest effect on organizational performance-activities of learning organizations and job engagement.

• 대한안전경영과학회지
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• 제14권2호
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• pp.193-204
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• 2012

This paper deals with an empirical analysis of the structural relationship among the factors such as quality management activities, organizational learning and firm performance of manufacturing corporations. The findings of the analysis are expected to make lots of contribution to manufacturing corporations establishing strategies for quality management activities and organizational learning. From the analysis, following conclusions and suggestions could be drawn: First, an analysis of the relationship between quality management activities and organizational learning showed that most activities of quality management turned out to exercise great influence upon the factors of organizational learning. This means that the activities of quality management will prompt the members of an organization to actively engage in learning activities individually, by team and organizationally, motivating them to spread such activities across the whole organization, leading ultimately to fundamental renovation of the very organization. Second, from an analysis of the relationship between organizational learning and firm performance, that is, financial and non-financial performances of a company, it was found that most factors of organizational learning have tremendous impact upon financial and non-financial performances of the company. Such result implies that decision and management of the things to be performed in the process of organizational performances are essential to determining firm performance because firm performance depend largely on the outcomes of organizational learning.

• Journal of Information Technology Applications and Management
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• 제18권2호
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• pp.109-134
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• 2011

This dissertatioionstudied the relation between orientation of learning, marketing, entrepreneurs and organizational culture and organizational performance. This study tried to look out the factors that the peoples of an organization takes part in the organizational culture to be related to the cultural efficiency and organizational performance. Accordingly result of this study, orientation of learning, marketing, entrepreneurs is related to organizational culture and organizational performance. Customer orieatation of marketing orientation showed a positive effect for organizational non-finantial performance according to mission consciousness of organizational culture.

• 유통과학연구
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• 제15권1호
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• pp.43-49
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• 2017

Purpose - This study is to integrate organizational factors into UCD process. For this research purpose, we investigated the organizational factors which influence people behaviors in the context of user-centred design practice(UCP). And this study presents organizational culture, organizational learning and change management as the organizational factors. Especially, this study is to investigate how change management influences the relationship between the organizational culture/learning and UCD performance. Research design, data, and methodology - Using the survey methodology with a questionnaire, this study distributed the questionnaire to the experienced 112 practitioners of user-centred design practice in 52 Korean small and medium companies. The organizations differed in range and size from medium-scale, which is under 100 of employees, and to small-scale, which is from 100 to 500. Results - Organizational culture and organizational learning have positive effects on user-centred design practice performance as expected. And change management strengthens the positive relationship between organizational learning and user-centred design practice performance but has no effect on the relationship between organizational culture and user-centred design practice performance. Conclusions - This is the first empirical study of investigating and demonstrating some key organizational factors' relationships and UCD performance of an organization, which will support to institutionalize UCD within an organization, providing theoretical foundations.

• Journal of Information Technology Applications and Management
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• 제16권3호
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• pp.113-124
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• 2009

How can action learning program promote organizational learning performance and especially project based team performance in Web-based small and medium-sized enterprises (SMEs)? This article discusses the association between project based team in action learning program and the performance of Web-based SME to be learning organization. In the case of ALPACO, action learning program that promote employee communication behavior, knowledge sharing, and organizational learning are found to be positively associated with the project based team performance and organizational learning, The results indicate that action learning program in SMEs indeed associated with greater knowledge sharing, learning communication skills and changing organizational culture. Learning organization can be, in turn, positively developed by project based team through action learning program for creating competitive advantage, Also, this study offers further support for the practical perspective on learning organization performance. The evidence from this case study suggests that the project team in action learning program playa significant role in team performance and the development of learning organization of the firm. Therefore, in the future, Web-based SMEs should consider making investments in action learning program that encourage project team's effective management in decision making, knowledge sharing, and organizational learning.

• 지식경영연구
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• 제17권3호
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• pp.65-91
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• 2016

Although the success of industrial clusters largely depends on whether clustering firms can achieve economic performance, there has been less attention on investigating factors and conditions contributing to the performance enhancement for clustering small and medium-sized enterprises (SMEs). Along this vein, we adopt the theories of social capital and organizational learning as those success factors for clustering SMEs. This study thus aims at examining what effect social capital accrued in the relationships among actors within clusters has on firm performance of clustering SMEs and what role organizational learning plays in the linkage between social capital and firm performance. For the empirical analysis, we operationalized the variables and their measures to develop questionnaires through the theoretical reviews on literatures. As a sample of 227 clustering SMEs, our collected data was analyzed by hierarchical regression analysis. The results confirmed that a high level of social capital, represented by network, trust, and norm, has positive effect on firm performance of clustering SMEs. We also found that clustering firms presenting high organizational learning, represented by absorptive and transformative capability, achieve better performance than those placing less value on organizational learning. Furthermore the significant relationship between social capital and firm performance is mediated partially through organizational learning. These findings imply not only that the territorial agglomeration of industrial cluster does not guarantee the performance creation of clustering SMEs but that they need to develop social capital among various actors within clusters, facilitating their knowledge diffusion. In order to absorb and mobilize the shared knowledge and information into strategic resources, the firms should improve their capability associated with organizational learning. These expand our understanding on the importance of social capital and organizational learning for the performance enhancement of clustering firms. Differentiating from major studies addressing benefits and advantages of industrial cluster, this study based on the perspective of firm-internal business process contributes to the literature advancement. Strategic and policy implications of this study are discussed in detail.

• 한국정보시스템학회지:정보시스템연구
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• 제17권3호
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• pp.1-24
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• 2008

This study empirically investigated the relationships among inter-organizational contextual factors(assets specificity, long-term orientation and interdependence), information exchange between trading partners, inter-organizational loaming and trust, and inter-organizational performance. In this study, types of information exchanged between trading firms are classified into two broad kinds: transaction information and management information. from empirical results, we found that inter-organizational contextual factors have a greater positive impact on the exchange of management information. It is also observed that the exchange of information positively influences inter-organizational trust and loaming. finally, the results of this study showed that inter-organizational trust and teaming have positive effects on the improvement of inter-organizational performance. Thus, it is concluded that the amount of information exchanged according to the conditions of inter-organizational contextual factors gives rise to inter-organizational teaming and high levels of trust, and high levels of trust and learning contribute to the increase of inter-organizational performance.