• Journal of Korean Society for Quality Management
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• v.47 no.4
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• pp.667-685
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• 2019

Purpose: This paper aims to verify the effect of quality management activities on the performance through innovative culture moderated by organizational mindfulness support which supports organizational mindfulness that means the organization members' attention is stable, opened mind and sensitive to change. Methods: The survey was conducted for four weeks to participants who participated in education of the Korea Standard Association. We analyzed 265 data using SPSS MACRO PROCESS to verify the research model. Results: Research shows that quality management activities affect the performance by partially mediating of innovation culture moderated by organizational mindfulness support. In other words, the higher organizational mindfulness support, the stronger the mediated effect of innovation culture in relation to quality management activities and performance. Conclusion: In order to further enhance the impact of quality management activities on performance, we could see that organization is needed to support for education or learning that can improve organizational mindfulness.

• Journal of Distribution Science
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• v.15 no.1
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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 Services
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• v.8 no.1
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• pp.143-163
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• 2009

The study investigates the challenge of knowledge maintenance in the KMSs. Knowledge pieces are the embodiment of structures in an organization and need to be modified tuned to environmental change over time. Since the change of knowledge in the KMS is not made automatically, it requires user's active participation which is called maintenance action. This study shows that users are not voluntary in taking maintenance action with empirical data based upon knowledge pieces that are already established in the KMS. This article shows that the intention of maintaining KMS is negatively influenced by KM-related culture, organizational culture and the authority of knowledge piece rather than the organizational demography. An organizational culture has an influence directly upon the intention of maintaining knowledge but influence upon KM-related culture or the authority of knowledge piece, the influence indirectly related to the intention of maintaining knowledge. It can be argued that the organizational demography have only meager influence upon the intention of maintaining knowledge only by KM-related culture. This research has the implication that what factors are to be considered in maintaining knowledge pieces over time for the organization managers.

• International Journal of Quality Innovation
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• v.7 no.1
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• pp.195-205
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• 2006

Both the total quality management (TQM) and learning organization (LO) appear to be promising approaches for organizational transformation towards a more effective, efficient, and responsive organization in the past. The evolutionary development and theory supports for these two fields are distinct but they appear to have more in common than they have in distinctiveness. However, there is little synergy developed between these two fields both in academic research and industrial applications. It is possibly due to the fact that both the academia and industry are taking a limiting polarized view of TQM and LO and hence not getting the benefits of linking the two. This paper tries to establish a link between the organizational learning capability and the quality culture for TQM implementation based on a case study on the largest vocational education institution, the Vocational Training Council, of Hong Kong. The study reveals that there is a strong positive correlation between organizational learning capability and quality culture. The exploratory explanations for the links between the organizational learning capability constructs and the quality culture constructs are also discussed in this paper. The findings of the study support other literatures that TQM should be embedded in LO and serves as an enabler for organizational learning (OL) in transforming and creating organizations which continuously expand their abilities to change and shape their future.

• International Journal of Advanced Culture Technology
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• v.9 no.1
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• pp.52-57
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• 2021

Most internet companies in China are learning from Xiaomi Corporation's management model and to improving their organizational structures and human resource management practices. This study analyzed the development situation of Chinese Internet economy and the Internet thinking of Xiaomi which is a role model of Chinese Internet companies. In addition, we studied Xiaomi's organizational structure, human resource management, employee training, performance management and incentive system. In particular, Xiaomi's human resource management system has a great influence on the company's high performance and efficient service culture. Furthermore, the organization of Xiaomi is horizontally divided into three floors (7 key founders, department heads, and employees), each floor is managed by one founder. Xiaomi is interested in and considers not only the work of new employees, but also personal issues, and is concerned with the work of others in performance management and shares responsibility. Xiaomi adopts a unique and rational human resource management model, guaranteeing a lot of work autonomy for employees, and improving organizational performance.

• The Journal of the Korea Contents Association
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• v.16 no.3
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• pp.722-731
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• 2016

Previous findings on Organizational Citizenship Behaviors is a useful index for effectiveness of the organization. Also, it is a factor that explains the relation between its member's attitude and behavior as organizational commitment had been stabilized. Since autonomy and rapidity has become more important in increasing the efficiency of the organization, this means Organizational Citizenship Behaviors has become important in it. Organizational Citizenship Behaviors of the members occurs only when discretion and autonomy are given to its members. Therefore, this study aimed at measuring the effects of police officer's personal dispositions on organizational citizenship behaviors, exploring the moderation effect of organization culture, and providing the basis with implications to promote the Organizational Citizenship Behaviors in the police Organization. By reviewing previous finding, Police Officer's Personal Dispositions were selected as independent variables, Organizational Citizenship Behaviors was selected as dependent variable. and Organizational Culture was selected as moderation variable. The result of analysis showed that The belief & The Norm influenced in Organizational Citizenship Behaviors(positive), and The Value in Organizational Citizenship Behaviors(negative). And The moderation effect was tested: The Value${\rightarrow}$Hierarchical Culture${\rightarrow}$Organizational Citizenship Behaviors(negative), The belief${\rightarrow}$Rational Culture${\rightarrow}$Organizational Citizenship Behaviors(negative)

• Korean small business review
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• v.43 no.4
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• pp.1-25
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• 2021

As knowledge management is recognized as a core value of organizations, organizations are increasing their investment in policies and technologies for knowledge management. However, since SMEs have relatively few resources to support knowledge sharing, which is the core of knowledge management, there is a possibility that continuous knowledge management will be difficult. This study suggests the negative motivation(job burnout) on the knowledge hoarding of SME employees and the conditions to be improved at the organizational level (shared goal, knowledge sharing culture, and person-organization fit). In this study, a hypothesis was presented through a study related to transaction theory to explain the stress in the relationship between the organization and the individual. This study collected samples through a questionnaire targeting workers of SMEs with knowledge management policies. In addition, the hypothesis was verified by performing structural equation modeling. As a result of the study, shared goal and knowledge sharing culture reduced knowledge hoarding through mitigating job burnout. In particular, person-organization fit moderated the relationship between shared goal, knowledge sharing culture, and job burnout. The study presents academic and practical implications in terms of suggesting factors to mitigate the knowledge hoarding of employees for continuous knowledge management of SMEs.

• The Journal of the Korea Contents Association
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• v.16 no.5
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• pp.497-508
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• 2016

The purpose of this study is to investigate the effect of organizational culture on subjective well-being in organization. For this, this study surveyed organizational culture and subjective well-being those 142 workers experienced. CVM(Competing Value Model) and COMOSWB(Concise Measure of Subjective Well-Being) were used to measure them. The results were as follows: First, organizational culture had a significant influence on the subjective well-being(p<.001) in the organization and explained it as 28.4%. Only group culture had a significant positive influence on the subjective well-being(p<.001). On the other hand, hierarchical culture, developmental culture and rational culture had no significant influence on subjective well-being. Second, organizational culture had a significant positive influence on satisfaction(p<.001) and positive emotion(p<.001), but had a negative influence on negative emotion(p<.05) which are the factors of subjective well-being, and explained them as 35.3%, 26.0% and 5.1%. Only group culture had a significant positive influence on satisfaction(p<.001) and positive emotion(p<.001), but had negative influence on negative emotion(p<.01). Based on the drawn results, this study provides practical and theoretical implications and suggests further studies.

• Journal of Information Management
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• v.33 no.4
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• pp.1-23
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• 2002

In knowledge-based society, it is understood that the knowledge is an essential resources for effective management of the organization. Lately, knowledge management has been accepted by many organization as a new theory of management. But the problem is that people, a component of the organization tend not to open their own knowledge to others, but to keep seeking knowledge of others. It can be found in many research papers that there have been very little efforts for sharing knowledge among members of organization. The purpose of the study is to investigate the reasons for not sharing knowledge or ideas with others, to identify some cultural factors effecting their closed-minded attitude towards the sharing knowledge, and to find the solutions from the organizational culture.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.12 no.4
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• pp.201-215
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• 2017

The purpose of this study is to define the relationship between ethical management, organizational culture, and management performance in long-term care institutes for the elderly while identifying the level of ethical management, organizational culture, and management performance of caregivers and the impact and mediation of the relationships between them based on the hypothesis. The results show that caregivers in the Gyeonggi region scored 2.929 out of 5 in ethical management, 3.393 in organizational culture, 2.925 in organizational transparency and 3.185 in management performance. The levels of ethical management, organizational culture and management performance in caregivers are lower than those of welfare workers, social workers, and nursing assistants. This is due to their relatively low level of education, wages and working environment. This study determined that there is a significant relationship between variables in terms of correlation between ethical management, management performance, organization transparency, and organizational culture. Second, the authors adopted hypotheses that ethical management has a statistical effect on organizational transparency, management performance, and organization culture. Third, the authors concluded that organizational culture has a direct impact on organization transparency and there is a significant mediation effect between ethical management, organizational transparency, and management performance. Based on these results, we propose the following: First, ethical leadership at the core of ethical management. Second, awareness in organizational transparency. Third, balanced management performance. Fourth, a flexible organizational culture that can respond to ethical management environment must be established.