• Management & Information Systems Review
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• v.15
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• pp.19-35
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• 2004

Top management's will was considered most positive by all of the surveyed local businesses, followed by organizational culture, information technology, evaluation and reward, and organizational structure in order. When influences of educational background on factors of success in knowledge management were analyzed, it was found that such background was affecting organizational structure at the significance level of 0.01 and information technology and top management's will at that of 0.05. Those who were more educated responded that success in knowledge management were dependent more on top management's will. but less on organizational structure. Concerning effects of organizational position on factors of success in knowledge management, it was found that such position was influencing top management's will at the significance level of 0.01 and organizational structure at that of 0.05. Those who were higher in organizational position responded that success in knowledge management were dependent less on top management's will, but more on organizational culture, and evaluation and reward. It as generally agreed among the surveyed businesses that knowledge management is a key strategy for business survival in the 21st century. To utilize knowledge management as their strategy, Korea's businesses should change their recognition of such management, reform their organizational culture, have CEOs of strong conviction and will and firmly establish their own information technology. It is necessary to make recognized the importance of knowledge management and culture knowledge management culture. If a person has a strong conviction or will of achieving goals by using intellectual efforts, creative imagination and necessary information, such information can be regarded as a proper knowledge. In conclusion, knowledge enterprises should strengthen their ability of knowledge use by associating their competition strategies with knowledge management. They also need to positively invest in the capture and new development of knowledge and build up infrastructures for knowledge management.

• Journal of the Korea Safety Management & Science
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• v.22 no.4
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• pp.27-34
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• 2020

This investigation was carried out in Liaoning, Shandong, and Shaanxi where classified most of their geological organizations into profit organizations, which means they must implement enterprise-oriented reform immediately. The valid 311 questionnaires were collected and used to verify the serial mediating model by AMOS 23.0. Results verified the crucial mediating effects of structural and psychological empowerment between external-focused organizational culture and openness for change. Adhocracy culture positively affects employees' openness for change through three indirect paths, including one mediator and two mediators. Market culture impacts individuals' openness for change through two indirect paths, one is through structural empowerment and another one is through two mediators. The findings provide managers in geological organizations with an empowering management practice model which could promote geological industry reform effectively.

• 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.

• 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.

• Korea Journal of Hospital Management
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• v.6 no.2
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• pp.86-114
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• 2001

As the environment related to hospital operation has changed very competitively in recent years, a need to reform the hospital management is ever growing. For that reason, it has become more urgent and strategically important for us to diagnose the organizational culture of the hospitals and to make efforts to change them towards more performance- and customers-oriented one. So far, there have been many studies done on the hospital organizations. However, this research distinctively attempts to base itself on the competing values approach in studying the organizational culture and empirically examine how different profiles of the organizational culture may have an impact on the organizational performances in hospital organizations. The results of this study has showed several interesting findings and posed the discussions to be dealt with. First, most hospitals selected for this research are characterized by the inner-oriented culture with more focused on 'hierarchy' and 'relationship-oriented' culture rather than on 'reform' and 'work-oriented' one. And the strong 'hierarchy-oriented' culture is a very general phenomenon in the sample hospitals. From these findings, we can inference that despite the recent efforts of most Korean hospitals for organizational change and innovation they still have long distance way to go. In addition, another important implications of this research has come from the analysis of the relationships between the cultural profiles and organizational performances. For this purpose, this research has conducted a series of cluster analysis and identified four distinct cultural profiles from the sample organizations. Several major findings are as follows. First, with respect to the dependent variable of 'job satisfaction' perceived by the nurses working in the sample hospitals, we found that the balance of competing organizational values had more positive impact on the job satisfaction. This result confirms the hypothesis of competing values model on the organizational performances. However, such result was not replicated on the other dependent variable, 'patients' satisfaction'. The reasons for these results and other discussions including the limitations of this study are suggested.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.5
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• pp.205-219
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• 2014

To follow the government policy on 'balanced development of county', the employees of public agencies to be relocated should get used to the new working and living environments such as changing their homes or living away from their family. This study aims to figure out the awareness of the employees of public agencies to be relocated on such organizational change with Person-Organization fit concept and then to find out the effect of positive or negative awareness on job attitude such as organizational commitment and turnover intention. It is expected that public service motivation, the intrinsic motivation for public employees, positively acts as a medium between the awareness of organizational change and job attitude, which this study confirms through an empirical analysis of the employees of electric power public enterprise to be relocated. This study proves that firstly the awareness on organizational change is not directly related to organizational commitment, however, it affects directly turnover intention and public service motivation as an immediate cause and secondly public service motivation has a positive correlation to organizational commitment but it doesn't affect turnover intention and lastly organizational commitment has a negative correlation to turnover intention. Besides, this study empirically finds out that public service motivation has mediating effect which is significantly affects the awareness of organizational change, organizational commitment and turnover intention, and organizational commitment has mediating effect between public service motivation and turnover intention as well.

• The Journal of Information Systems
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• v.21 no.1
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• pp.153-172
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• 2012

The purpose of this study is twofold: first, to identify the factors affecting the relationships between the organizational context for work innovation(organizational citizenship behaviors, IS innovation resistance, and user IT capability) and the intention of ERP extension usage, and second, to examine the mediating effect of the ERP performance on the relationships between the ERP adaptation and the intention of ERP extension usage. In order to achieve the goals of this study, data were obtained from 304 members of the seven organizations such as manufacturers, distributors and service industries, and were analyzed by using SPSS 12.0 and AMOS 5.0. The study results are as follows. There were positive effects of the organizational citizenship behaviors and the user IT capability on the change management activity. The IS innovation resistance had a negative effects on the change management activity. The change management activity had a positive effect on the ERP adaptation. The ERP adaptation had a positive effect on the ERP performance and the intention of ERP extension usage. The ERP performance had a positive effect on the intention of ERP extension usage. In addition, there was a partial mediating effect of the ERP performance on the relationships between ERP adaptation and intention of ERP extension usage. Based on these findings, the implications and limitations of the study were presented including some directions for future studies.

• Management Science and Financial Engineering
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• v.9 no.2
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• pp.21-45
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• 2003

Various organizational factors effect successful implementation of IT enabled business transformation. Among them, the most critical success factor is deemed to overcoming change management problem. Lots of studies have been made on implementation methodologies and business process formalizations to encourage organizational members to accept new business process changes. However, the logic of process redesign still depends on qualitative problem solving techniques mostly depending on basically human intuition such as brainstorming, cause-and-effect analysis, and so on. In this paper, we develop algorithmic procedure applicable to designing various business process changes such as process automation, business process resequencing, and more radical process integration. The framework is employed from dynamic programming approach in the literature, which is based on the decision making paradigm of organizations to abstract business processes as quantitative decision models. As such, our research can fill the gap of limited development of theory based analytic methodologies for business process design, by providing objective rationale to reach the consensus among the organizational members including senior management.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.2
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• pp.583-593
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• 2021

The purpose of this study was to examine the relationship between transformational leadership and organizational performance with readiness to change and empower knowledge sharing quality as mediating variables. The survey was conducted by collecting the respondents' data by filling up forms which were designed using the google form application and collecting it using WhatsApp. This was performed on 400 respondents, encompassing employees from the National Agency of Drug and Food Control in Indonesia. The research model adopted was validated using Structural Equation Modeling technique with AMOS tool. The findings showed transformational leadership as a significant predictor of readiness to change and it proved relevant in empowering knowledge sharing quality, which in turn affects organizational performance. Furthermore, the effects of both two mediating variables was also examined, and only readiness to change significantly influenced the relationship between predictors of transformational leadership and organizational performance. The findings of this study showed the need for transformational leaders as the research focused on understanding the differences in employee character. This is required to encourage better performance by empowering quality knowledge dissemination mechanisms, with continuous in-house training activities. Therefore, the model adopted in this research and the hypotheses prove the direct effect of transformational leadership on organizational performance, achievable through the mediating role of readiness to change.

• Journal of Distribution Science
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• v.18 no.6
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• pp.57-62
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• 2020

Purpose: The present study offers merger and acquisition (M&A) strategy based on prior studies to assist the organizational practitioners in two companies' cultures. In the analysis, a M&A plan to guide the evolving principles was created by present authors using change management model. Research design, data, and methodology: The successful M&A integration is setting goals, reconfiguring the cultural systems to align them with business goals. The employees must be involved, particularly with organizational change. Both companies also ought to undertake employee training following the resolving of worries and needs of employees. Finally, restructuring can include the moving of employees from areas where they may be struggling. Result: Discussing and trying to come to an agreement over which mode of acculturation would be most suitable in that particular state is the main focus. Practitioners of both Company A and Company B might find it much simpler to continue their focus and dynamism in the process of cultural integration. Conclusions: We believe that our approach adds an insight in the M&A literature. Managers at all levels of both organizations must take part in the process of M&A for both organizational cultures to come in sync and for change to take place.