• Journal of Korean Academy of Nursing Administration
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• v.9 no.4
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• pp.625-639
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• 2003

Purpose: The Purpose of this study was to identify the relationship between managerial characteristics of the nursing organization and organizational effectiveness. Method : The data were gathered from the self-reported questionnaires of 717 nurses who work for eight different general hospitals located around Seoul and Kyounggi province. The period of data collection was from December 12 to December 7, 2002. For data analysis, descriptive statistics, Pearson correlation coefficient, t-test, and ANOVA with SAS & SPSS Program were used. Result : 1) Managerial Characteristics of the Nursing Organization were positively related to all of the organizational effectiveness. Transactional leadership were negatively related to all of the organizational effectiveness. 2) 'Shared Value' and 'Communication' showed a significant difference except religion. 'Autonomy' showed a significant difference except religion, major field of practice. 'Job Motivation' showed a significant difference except marital status, religion. 'Transformational leadership' showed a significant difference except marital status, religion, major field of practice. 3) 'Job satisfaction' showed a significant difference except religion, major field of practice. 'Organizational commitment' and 'Organizational citizenship behavior' showed a significant difference except religion. Conclusion : From the above results, the highly perceived with managerial characteristics of the nursing organization is very implicative to enhance the organizational effectiveness.

• Journal of Korean Academy of Nursing Administration
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• v.10 no.2
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• pp.175-184
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• 2004

Purpose: The purpose of this study was to develop a nursing organization culture measurement tool and to test the validity and reliability of the tool. Method: This study conducted in three phases. In phase 1, theoretical framework choice, Phase 2, measurement items selection, Phase 3, testing of validity and reliability. In order to test validity and reliability of the measurement, data were collected from 915 nurses, working in the 22 hospitals with more 500 beds. The data obtatined were analyzed by SPSS-Win 10.0 program using percentages, Factor Analysis, Cronbach's alpha Coefficients. Result: As a result of the study, nursing organization culture measurement scale was consisted of 20 items, 4 factors. 4 factor explained 60.54% of the total variance, and the Cronbach's alpha of this scale was .8829. Conclusions: The Study supports the validity and reliability of the scales. Therefore, this scale can be effectively utilized for the evaluation of nursing organization culture in hospital setting.

• Journal of Korean Academy of Nursing Administration
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• v.19 no.3
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• pp.372-381
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• 2013

Purpose: The purposes of this study were to analyze the mediating effects of empowerment, job stress, organizational commitment and relation-oriented nursing organization culture on turnover intention of clinical nurses. Methods: Participants selected for the final analysis were 382 nurses working in 4 general hospitals. Data were analyzed through descriptive statistics Pearson correlation analysis (SPSS/WIN 17.0), and Path analysis (AMOS 18.0). Results: The study results are as follows: relation-oriented nursing organizational culture had no direct effect but had an indirect effect on nurses' turnover intention through empowerment, job stress, and organizational commitment, while job stress and organizational commitment had direct effects on turnover intention. The results also showed that empowerment had strong effect on organizational commitment, but job stress had very weak effect. Empowerment had an effect on turnover intention. Conclusion: These results indicate that establishment of relation-oriented nursing organization culture is imperative if clinical nurses' turnover intention is to be decreased.

• Journal of Arbitration Studies
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• v.18 no.2
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• pp.55-77
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• 2008

The purpose of this paper is to make a research on the administration and practical problems of the arbitral organization called "uth-North Commercial Arbitration Commission". The Arbitration Commission shall be set up under the South-North Agreements officially called "reement on Settlement Procedure of Commercial Dispute" and "reement on Organization and Administration of the South-North Arbitration Commission" between the South and the North of Korea. A variety means of dispute settlement including friendly consultations, conciliation and arbitration called Alternative Dispute Resolution(ADR) will be used frequently and institutionally to settle commercial disputes and conflicts arising from economic transactions between the South and the North of Korea. Under the circumstances, it is becoming a problem of vital importance how to operate the Arbitration Commission for the prompt and effective settlement of the South-North commercial disputes. First of all, the South and the North of Korea should recognize the availability of prompt and effective means of dispute resolution such as arbitration and conciliation to be made by the Arbitration Commission would promote the orderly growth and encouragement of th South-North trade and investment, for which the following measures should be taken as soon as possible : 1. Enactment of the South-North Arbitration Rules. 2. Designation of the arbitral institution by North-Korean side. In this connection, the Korean Commercial Arbitration Board(KCAB) was already designated officially as the arbitral organization of South Korean side as of April 17, 2007. 3. Arbitration shall be held in the place where the respondent has his domicile, in case that both parties fail to agree as to the place of arbitration. 4. Permission of a third country arbitration in case that both parties agree to do so. 5. To become a member country of international arbitration agreements including the New York Convention.

• Journal of Agricultural Extension & Community Development
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• v.4 no.1
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• pp.231-243
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• 1997

Objective of the study was to investigate characteristics and meanings of the agricultural extension work during the period of Japanese $rule(1906{\sim}1945)$ through historical review on the work. The agricultural extension work during the period of Japanese rule was categorized into six patterns such as agricultural extension work by (1) government agricultural administration system, (2) agricultural experiment/research institute, (3) public school, (4) through the movement of rural development(Nong-chon-Jinheung Undong), (5) pro-government private organization, and (6) pure private organization. In conclusion, the characteristics of the extension work were defined; 1) a tool and/or method for colonial rule, 2) non-democratic and top-down extension work by administration, 3) authoritative and coercive work initiated by governmental system, 4) nation wide work of cooperation with public and private organization, 5) extension work focused on production increasing food and industrial materials, and 6) extension work initiated by government system without participation of pure private organization. The meanings of the extension work were reviewed in two ways. Firstly, in macro point of view, the work has negative meaning that was utilized as a tool and/or method for Japanese colonial rule, since the extension work was implemented under the direction of agricultural policy and was also directly related to the policy of Japanese colonial government. Secondly, in micro point of view, the work has significant meaning either negative or positive such as 1) beginning of modernized extension work based on experiment and research, 2) introduction of forcible agricultural extension work, 3) inducement of distrust tendency to agricultural policy and agricultural extension work, 4) establishment of basis in hardware of agricultural extension work, 5) production of experience in software of agricultural extension work, and 6) improvement of recognition toward scientific farming and improvement of level in agricultural techniques.

• Korea Journal of Hospital Management
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• v.18 no.4
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• pp.54-77
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• 2013

This paper is a comparison study about leadership training transfer factors between physicians working in large scale hospitals and managers working in firms. To fulfill this purpose, this study conducted a regression analysis on 101 managers and 59 physicians who had attended similar leadership training programs more than 16 hours recently in order to identify the differences on the learning transfer factors. 6 factors such as Learner readiness, Performance self-efficacy, (so far as Trainee Characteristics group), Organization Culture, Supervisor's tangible incentives and Supervisor's intangible support, (so far as Work environment group), Content Validity & Transfer Design (so far Training Design group) were used as independent variables while the personal Managerial Capability Increase and Leadership Capability Increase were used as dependent variables. And also we used 5 factors as control variables ; Job style (Manager or Physician), Age, Gender, Working years and Organization size. Here are the summary of major findings ; first, there were statistically significant differences between the learning transfer factors in leadership training programs for managers and those of physicians. Second, there were also statistically significant differences among trainees' working years and their organization size factors while age and gender do not affect the learning transfer factors. Third, for the physician's leadership training the practitioners should focus on two factors ; Organization Culture and Learner readiness.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.41 no.3
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• pp.30-40
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• 2018

The purpose of this study is to examine the effect of project-based organizational resources on the business performance in the resource-based view (RBV) and dynamic capability one and analyze their relationship through an integrated model. The RBV argues that firms get competitive advantages when they have VRIN characterized resources but dynamic capability view argues that RBV has its limitation under volatility so it enables them to obtain competitive advantages in ever changing environments. This study analyzes data collected from 270 survey questionnaires on the project management related staff at the project-based organization among major companies in Korea. The result demonstrates that two project organizational resources on strategic and executional management with VRIN characteristics are found to bring positive effects on the organizational dynamic capabilities and also the dynamic capabilities such as integration & reconfiguration, organizational learning are verified to bring meaningful positive effects on the business performance. On the other hand, unlike previous studies, ambidexterity has quite a weak effect on the business performance. Therefore, we expect that the resources of the project-based organization with VRIN lead to strengthen the firm's business performance through organizational dynamic capabilities and produce high performance through the integrated model of RBV and dynamic capability one. The study has academic meanings that widely confirm the effects and characteristics of main elements of VRIN project organizational resources on the business performance of competitive advantage through the dynamic capabilities of the organization by the regression on the precedent studies regarding the project management resources and their relationship with the VRIO characteristics. The practical implication is that it is preferentially necessary for the organization to obtain VRIN resources and organizational dynamic capabilities, especially organizational learning to have sustainable competitive advantages.

• Asia-Pacific Journal of Business
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• v.15 no.1
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• pp.131-143
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• 2024

Purpose - The purpose of this study was to analyze cases of big data-driven business in the financial industry, focusing on organizational structure and business processes using big data in banking industry. Design/methodology/approach - This study used a case study approach. To this end, cases of two banks implementing big data-driven business were collected and analyzed. Findings - There are two things in common between the two cases. One is that the central tasks for big data-driven business are performed by a centralized organization. The other is that the role distribution and work collaboration between the headquarters and business departments are well established. On the other hand, there are two differences between the two banks. One marketing campaign is led by the headquarters and the other marketing campaign is led by the business departments. The two banks differ in how they carry out marketing campaigns and how they carry out big data-related tasks. Research implications or Originality - When banks plan and implement big data-driven business, the common aspects of the two banks analyzed through this case study can be fully referenced when creating an organization and process. In addition, it will be necessary to create an organizational structure and work process that best fit the special situation considering the company's environment or capabilities.

• Management & Information Systems Review
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• v.33 no.2
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• pp.81-100
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• 2014

Studies on Appreciative Leadership have recently started in Korea as well. A leader in Appreciative Leadership is defined as a person who can effectively handle a mixture of various styles of leadership and suggest advice and future directions (Withney and Trosten-Bloom, 2010). Also, Appreciative Leadership can be explained as one way of appreciative leadership behavior which enables constructive accomplishment of mutually creative tasks for future through growth based on individuals' strengths, as well as a shared value system with organizational goals for all (Withney and Trosten-Bloom, 2010). Appreciative Leadership leads members of an organization toward positive inquiries and open discussions so that they become fully engaged in the organization while Appreciative Leader motivates and inspires his/her members and enables them to feel that they are of value to the organization. Study results show that Inspiration among sub factors of Appreciative Leadership has a positive impact on employees' engagement in the organization and their tasks while Inquiry positively influences in employees' organizational engagement.

• The Korean Nurse
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• v.25 no.3 s.136
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• pp.60-86
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• 1986

Much has been changed in the field of hospital administration in the wake of the rapid development of sciences techniques and systemic hospital management. However, we still have a long way to go in organization, in regulation, in education and in Q A in