• Proceedings of the Korean Operations and Management Science Society Conference
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• 2000.10a
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• pp.197-200
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• 2000

The objective of this research is to identify perceived organizational performance changes resulting from customer-supplier partnership and their joint action. In addition, the perceived organizational performance change in this research is compared with objectively measured organizational performance improvement to see if there is any difference between them.

• Asia pacific journal of information systems
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• v.32 no.3
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• pp.461-476
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• 2022

AI is recognized to be a key technology for digital transformation (DT) and the value of AI is considered to determine the future of the company. However, in reality, although managers acknowledge the future value of AI and have plans to introduce it, most are not sure what to expect from AI or how to apply it to their business. This study compares two company cases to demonstrate how an organization has successfully achieved AI led organizational change while another failed. Specifically, by taking institutionalist's view, this study examines how the legitimacy enables and constrains AI led organizational changes in organization's practices, processes, and infrastructure. The results of this study indicate that for the success of AI led organizational changes, the legitimacy plays an important role by reducing the challenges from stakeholders and increasing the institutional momentum to move through the phases of the change.

• Journal of Korea Society of Digital Industry and Information Management
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• v.7 no.2
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• pp.127-145
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• 2011

According to Klempa(1995), the fit between environmental factors of a company may have the impact on its BPC success. Under this background, this paper empirically examines the effects of the fit between the organizational culture and the organizational learning the success of BPC. Organizational cultures, organizational learning, as well as knowledge sharing are the dominant causes that have impact on the innovation characters of organization. Whether an organization has safety-oriented homogeneous culture or it has the change-oriented heterogeneous culture may have impact on its implementation of BPC. Also the implementation of BPC may be affected by whether an organizational learning type has adaptive-oriented learning is single loop or it has the innovative-oriented learning is double loop. Thus, we analyzed the effect of the fit between the organization's culture and organizational learning type on BPC success by using the survey data collected from the companies that have adopted BPC. The findings presented in this paper show that the organization having heterogeneous culture practicing double loop learning the improvement project resulted in the excellent BPC success. These findings provide the perceptive guidelines for managers of organizations contemplating the implementation of BPC project.

• Management & Information Systems Review
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• v.38 no.4
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• pp.159-182
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• 2019

The purpose of this study is to investigate the impact of members' perception of unit change management efforts on their emotional-organizational commitment during the military restructuring. The mediating effect of change acceptance of the members in this relationship is also studied. Currently, the military is seeking to restructure its military construct in order to actively cope with the rapidly changing security situation and the decrease in military service resources. If an organization fails to effectively manage its changes when undergoing restructuring, it is difficult to expect the success of organizational change due to its members' resistance to change. Therefore, this study suggested the effect of members' perception of personnel fairness and transformational leadership on their emotional-organizational commitment and the mediating role of the members' change acceptance in the relationship between them as the hypotheses. Survey results show that personnel justice and transformational leadership has a positive impact on the emotional-organizational commitment of the members, and that the change acceptance of the members partially mediates the relationship between them. By presenting the mediating effect of change acceptance with theoretical implications, the theory has been expanded. In practice, the change management activities for the restructuring of the military structure have been identified, and the effort for enhancing the change acceptance of the members is required to success on the organizational restructuring.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.19 no.37
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• pp.279-288
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• 1996

The purpose of this study is to investigate the usefulness of organizational development techniques for the behavioral change of employees and to inform organizational developer useful information for decision making. The scope of this study be limited to the techniques for the individual behavioral change among the organizational development The methodology of this study used the questionaire, and the sampling objected to the white class of manufactures. To verify the hypothesis, statistical methods used are Regression Analysis, T-test, Chi- square.

• Journal of the Korean Society for Library and Information Science
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• v.44 no.2
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• pp.427-445
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• 2010

In our knowledge-based society, a corporation's main growth engine consists of its unique core competences and how these are organized rather than materialized competitive advantage. Intangible factors such as creative organizational culture, learning capability, brands, marketing ability and technology are notable examples of such core competencies. To ensure constant development of a corporation, it is important to understand the environment in which these factors operate. Drawing on literature research, this paper looks at organizational culture and change, and employees' attitudes and resistance factors to such change. To strengthen the explanation of this study the Korea Asset Management Corporation was used as a case study. From the point of view of information science, knowledge has been viewed as that which is found in books and databases. Such "knowledge" is storable, passive and unchangeable. However, more recently it is seen by many researchers that this approach is limited in that it ignores the knowledge that "sits" in human "bodyminds" and organizations. Such knowledge forms the backbone of organizational culture and should be considered in any meaningful study of information.

• Journal of Convergence for Information Technology
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• v.11 no.7
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• pp.223-231
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• 2021

The study analyzes the relationship between job stress, organizational trust, and the job change intentions of beauty industry workers. Three-hundred sixty-nine workers in the beauty industry with longer than three months of working experience were chosen as this study. The study used to perform frequency analysis, exploratory factor and reliability, correlation, confirmation, and structural equation model verification. The following results are as follows. First, job stress had a positive influence. Second, stress related to fairness had a negative effect on organizational trust. Third, organizational trust had a negative effects. In conclusion, organizational trust and stress related to fairness are the important variables. Furthermore, this study suggests that each organization needs to make an effort to increase organizational trust and to relieve stress related to fairness in order to reduce the job change intentions.

• Journal of the Korea Convergence Society
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• v.13 no.4
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• pp.383-396
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• 2022

The purpose of this study was to investigate the effect of worker's innovative organizational culture on organizational commitment in companies. The research data were used from the fourth year (2011) to the seventh year (2017) of the HCCP (Human Capital Corporate Panel), and 207 companies were subject to the final analysis except for missing values. To statistically validate the research model, we utilize the SPSS 26.0 and AMOS 21.0 programs to perform Latent Growth Modeling analysis. The results of the study are as follows. First, both the innovative organizational culture and organizational commitment of companies have been shown to continue to decline over time. Second, the initial value of innovative organizational culture has been shown to have a significant impact on the initial value of organizational commitment. On the other hand, the initial value of innovative organizational culture has no significant effect on the rate of change in organizational commitment. Third, the rate of change in innovative organizational culture has been shown to have a significant impact on the rate of change in organizational commitment. Based on these findings, we present practical measures to enhance the importance of innovative organizational culture along with its implications.

• Journal of Technology Innovation
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• v.14 no.1
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• pp.1-30
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• 2006

The purpose of this paper is to analyze the organizational design and management of product development in creating new product architecture by an established firm. For the purpose, the paper put up the organizational design in the process of PDA(Personal Digital Assistant) development of Sharp and Casio which were Japanese major PDA firms in 1990s. PDA is the product born through architectural change from Electronic Organizer. Prior research on the product architecture change and organizational adaptation emphasized that an established firm is difficult to adapt to new product architecture due to the restriction of prior technology or organizational inertia. For overcoming these problems and successful development of new product architecture, organizational design and management in the process of product development becomes essential. In case of Sharp, corporate development project team had been used to overcome the restrictions from architectural knowledge accumulated through previous product. After launching first new PDA by corporate development project team, Sharp created a new division and pushed an evolution of PDA, when new PDA market start to grow up rapidly toward a major market segmentation. As a result, Sharp was able to build up stable PDA project trajectory. However, Casio was late for three years in launching of new PDA architecture because previous division charging of Electronic Organizer tried to develop first new PDA. Casio's PDA development was prohibited by engineers of previous division because new PDA architecture was inferior on user interface and display definition. That is, Casio's first PDA development was restricted by architectural knowledge of previous product.

• Korean Management Science Review
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• v.13 no.1
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• pp.71-95
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• 1996

Many researchers have studied the theme on CASE technology. However, there are no many researches which lightened the diffusion of CASE technology and organizational change. The purpose of this study is to investigate the factors that influence on the diffusion of CASE technology and the way how IS organization changes as a result of the diffusion. We exploited a case study research as a methodology. We selected five software development firms which possessed the leading IS technology abilities as the case companies. We realized that the diffusion of CASE technology proceeded under the three context variables - managerial context of information systems, the intent and behavior of key players and implementation strategy of organization - to enhance the performance of information systems. The contribution of this study is to clarify the change of IS organization as a result of CASE technology diffusion. This study has the limitation that tried to analyze the organizational change only in a direction.