• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.1
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• pp.1-12
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• 2015

The purpose of this study is to examine the effect of company characteristics and individual characteristics perceived by employees of small businesses on job satisfaction and especially to seek activation of the organization by extending from previous studies to examine the intermediary role of company innovation and applying management measures focusing on the environment of changing global society where CEOs of small businesses cause job satisfaction of organizational members and present the direction for the improvement of management and institutional development. This study was carried out for about 2 months targeting employees of small businesses and the results of empirical analysis are as follows: First, company characteristics and individual characteristics perceived by employees of small businesses turned out to have a positive (+)effect on job satisfaction but the hypothesis that job stress affects job satisfaction was not significant. Second, of the effects of company characteristics and individual characteristics perceived by employees of small businesses on company innovation, organization flexibility and CEO's leadership, company communication and degree of cooperation between departments, individuals, challenge of individuals perceived individual characteristics were found to affect company innovation but the hypothesis that job stress affects it was not significant. Third, company innovation was found to have a positive (+)effect on job satisfaction and fourth, in the intermediary effect verification of company innovation between company characteristics and individual characteristics perceived by employees and job satisfaction, organization flexibility and communication, collaboration turned out to perform partial intermediation and CEO's leadership to perform full intermediation and individual challenge performance to perform full intermediation and the intermediary effect of job stress was not proven. These results are company characteristics and individual characteristics that is the perception of the independent variables in SME employees is not only a direct relationship with job satisfaction, suggesting that also has an indirect effect is mediated depending on the innovation of the company. Therefore, it can be seen that even for the innovation performance of enterprises is important to increase the job satisfaction of employees of SMEs. In particular, the conductivity of the leadership and individual parameters so completely over the innovativeness of the company is the result of job satisfaction itgetda can be said that the innovation efforts of the organization is effective at the same time be pursued.

• Korean Institute of Interior Design Journal
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• v.14 no.2 s.49
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• pp.135-141
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• 2005

Subsequent to major changes in workplace such as communication method, uncertain organizational environment, and globalizaiton, several studies in workplace have explored the effects of those changes on work outcomes. Especially, employees need to have the balance in working alone and working with others. The purpose of this study is to examine the effects of control over the physical environment by individuals and the effects of flexibility on individual and group work outcomes in the workplace, to examine the effects of distraction on work outcomes, and to suggest a interrelationships among variables. In this study, four hundred and nine questionnaires were collected from employees of three manufacturing corporations in Michigan, U. S. In order to explore the causal interferences among multiple relationships suggested in this study, path analysis was employed using Lisrel 8.54. The results indicated that control over the physical environmental features of the workplace positively influenced job satisfaction. The findings also supported the hypothesis that flexibility is positively related to task group cohesiveness. It was found that distraction was negatively associated with control and flexibility. However, it was not supported that control was positively associated with perceived performance. This study found control and flexibility in the workplace to be important. Some practical implications were suggested emphasizing that control and flexibility allow limited resources to be used in ways that permit individuals to work effectively within a changing work environment.

• Journal of Distribution Science
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• v.17 no.12
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• pp.43-54
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• 2019

Purpose: Marine transportation companies must improve service quality to secure competitive advantage and continuous relationships with customers. This study explores the value and necessity of service quality in the industry by empirically identifying the factor that would have the largest effect on the improvement of service quality, also examining whether such improvement may actually influence continuous relationships. Research design, data and methodology: Based on an online survey with those in the Korean marine transportation industry, this study conducted statistical analyses using structural equation modeling. Based on relevant previous studies, the current study constructed a total of 55 survey questions. Finally, 281 questionnaires were collected, but 68 were excluded owing to invalid responses. Results: Information service attribute had the largest effect on service quality, whereas communication did not demonstrate a significant influence. In addition, distribution and information services exerted a positive effect on service satisfaction through service quality, and finally influenced relationship continuity. Conclusions: The results shows that marine logistics service quality strategies which were centered on time or local factors, should be considered in terms of the development of innovative services. In particular the improvement of information service systems and strategies in changed business environment.

• Proceedings of the Technology Innovation Conference
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• 1999.06a
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• pp.140-174
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• 1999

This study proposed the model of research describing the positive impact of fitness between career orientations and reward systems on the performance of R&D professionals. To prove the propositions of the model, a questionnaire survey was conducted 204 professionals in 19 R&D research institutes related with electronics and communication industries provided answers for the questionnaire. The results of the survey were summarized in the following. 1) Career orientations of R&D professionals can be categorized into three dimensions : managerial, technical/professional, and project orientation. 2) The rewards consist of four dimensions : financial, social status, job content, and professional reward. 3) The age and tenure of R&D professionals has the negative impact on the project orientation. 4) The education level of R&D professionals has the positive impact on the professional orientation. 5) The sex was found as insignificant variable career orientation. 6) The person with strong prefers social status rewards to other rewards, the professional orientation is prefer to professional rewards, and the project orientation is prefer to job content rewards. 7) For the professionals with professional and project orientation, the congruence with each reward delivered positive impact on job satisfaction, job involvement, and organizational commitment. However it created negative impact on turnover intention and job stress.

• The Journal of Industrial Distribution & Business
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• v.14 no.11
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• pp.19-25
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• 2023

Purpose: Prior studies regarding ethical management on worker's performance have primarily focused on specific industries or regions, potentially limiting the generalizability. This gap in knowledge underscores the need for a comprehensive investigation that considers a diverse range of industries and thoroughly examines the multifaceted aspects of ethical management. Research design, data and methodology: The academic search platform used for this study was 'Google Scholar', 'Scopus', and 'Web of Science' indexes various scholarly articles, including peer-reviewed journals and books. By utilizing specific search terms such as "corporate ethical management" and "employee performance," a vast pool of relevant studies was identified. Results: The findings indicated four effects: first, a positive correlation between ethical management practices and heightened employee motivation and engagement; second, an augmentation in organizational commitment and job satisfaction among employees; third, a reduction in turnover rates, indicating enhanced employee retention; and fourth, an elevation in overall productivity and performance outcomes. Conclusions: In sum, this study offers actionable insights, advocating for adopting and reinforcing ethical management strategies as a potent means to foster a high-performance work culture. These encompass fostering a robust ethical framework, cultivating a culture of transparency and open communication, and providing avenues for employees to voice ethical concerns without fear of retribution.

• Asia pacific journal of information systems
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• v.19 no.2
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• pp.1-42
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• 2009

In a knowledge-based society, a firm's intellectual capital represents the wealth of ideas and ability to innovate, which are indispensable elements for the future growth. Therefore, the intellectual capital is evidently recognized as the most valuable asset in the organization. Considered as intangible asset, intellectual capital is the basis based on which firms can foster their sustainable competitive advantage. One of the essential components of the intellectual capital is a social capital, indicating the firm's individual members' ability to build a firm's social networks. As such, social capital is a powerful concept necessary for understanding the emergence, growth, and functioning of network linkages. The more social capital a firm is equipped with, the more successfully it can establish new social networks. By providing a shared context for social interactions, social capital facilitates the creation of new linkages in the organizational setting. This concept of "person-environment fit" has long been prevalent in the management literature. The fit is grounded in the interaction theory of behavior. The interaction perspective has a fairly long theoretical tradition, beginning with proposition that behavior is a function of the person and environment. This view asserts that neither personal characteristics nor the situation alone adequately explains the variance in behavioral and attitudinal variables. Instead, the interaction of personal and situational variables accounts for the greatest variance. Accordingly, the person-environment fit is defined as the degree of congruence or match between personal and situational variables in producing significant selected outcomes. In addition, information systems acceptance factors enable organizations to build large electronic communities with huge knowledge resources. For example, the Intranet helps to build knowledge-based communities, which in turn increases employee communication and collaboration. It is vital since through active communication and collaborative efforts can employees build common basis for shared understandings that evolve into stronger relationships embedded with trust. To this aim, the electronic communication network allows the formation of social network to be more viable to rapid mobilization and assimilation of knowledge assets in the organizations. The purpose of this study is to investigate: (1) the impact of person-environment fit(person-job fit, person-person fit, person-group fit, person-organization fit) on social capital(network ties, trust, norm, shared language); (2) the impact of information systems acceptance factors(availability, perceived usefulness, perceived ease of use) on social capital; (3) the impact of social capital on personal performance(work performance, work satisfaction); and (4) the mediating role of social capital between person-environment fit and personal performance. In general, social capital is defined as the aggregated actual or collective potential resources which lead to the possession of a durable network. The concept of social capital was originally developed by sociologists for their analysis in social context. Recently, it has become an increasingly popular jargon used in the management literature in describing organizational phenomena outside the realm of transaction costs. Since both environmental factors and information systems acceptance factors affect the network of employee's relationships, this study proposes that these two factors have significant influence on the social capital of employees. The person-environment fit basically refers to the alignment between characteristics of people and their environments, thereby resulting in positive outcomes for both individuals and organizations. In addition, the information systems acceptance factors have rather direct influences on the social network of employees. Based on such theoretical framework, namely person-environment fit and social capital theory, we develop our research model and hypotheses. The results of data analysis, based on 458 employee cases are as follow: Firstly, both person-environment fit(person-job fit, person-person fit, person-group fit, person-organization fit) and information systems acceptance factors(availability perceived usefulness, perceived ease of use) significantly influence social capital(network ties, norm, shared language). In addition, person-environment fit is a stronger factor influencing social capital than information systems acceptance factors. Secondly, social capital is a significant factor in both work satisfaction and work performance. Finally, social capital partly plays a mediating role between person-environment fit and personal performance. Our findings suggest that it is vital for firms to understand the importance of environmental factors affecting social capital of employees and accordingly identify the importance of information systems acceptance factors in building formal and informal relationships of employees. Firms also need to reflect their recognition of the importance of social capital's mediating role in boosting personal performance. Some limitations arisen in the course of the research and suggestions for future research directions are also discussed.

• Management & Information Systems Review
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• v.23
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• pp.25-40
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• 2007

In the highly competitive and divers world of financial market, customer is the single most important factor to company's survival. Especially, creating a relationship with valued customers is a key to success. CRM provides the mean to retain high value customers. It takes a prospect of what customers expect. Utilizing those knowledge can help the products and service meet the customers' needs, thereby maximizing customer satisfaction and company's profit. In this report, I am going to suggest a few ways to develop successful CRM in the life insurance industry. First, CRM should innovate the way of communication to keep pace with Web 2.0 era. In other words, the customer's needs should be caught by real-time communication than traditional off-line market research. Thus, the functionality and specification of products can be decided by customer's direct choice so that the customers are able to purchase the understanding and experience of the products. Second, CRM project should consider whether the initial strategy plan can promise the stable growth of customer at the first step. When planning strategy, the project needs to identify what customer wants and how to fulfill the needs with stable growth of the customer. In addition, the CRM should be developed by realizing that customer centric benefits ultimately guarantee the growth of the organization. Third, CRM systems should enhance the organization's ability to take the customer's insight in a 360 degree view and to capture the voice of the customer directly. In order to develop the best matched product package, more precise customer segmentation should be ahead of market segmentation strategy. Forth, the biggest reward from CRM will be a customer royalty program. Many successful banks are already planning and practicing customer royalty strategy. A comprehensive analysis of customers and their behavior allow organization to identify high value potential customers' needs and determine a strategy required to meet those needs. Even life insurance companies such as Prudential Korea are developing products designed for royal customers. Fifth, understanding and managing the experience of customer called Customer Experience Management also can increase customer satisfaction. Measuring only customers' experience and adapting it to marketing strategy make products position in the gap between the customers' expectation and experience not required by market. A key component of CEM is its application across all organizational functions. At last, the direction of change and development of CRM can be defined from the conceptualization of information technology represented by Ubiquitous and Web 2.0. Instead of just managing customer information, companies should take the initiative in personalized system with customer oriented strategy. Furthermore, with the regular communication between CRM stakeholders (Sales-Marketing-IT), customer's demand should be directly reflected to enterprise strategy in real time.

• Asia pacific journal of information systems
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• v.18 no.1
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• pp.97-115
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• 2008

Introduction The e-government is concerned with using Internet and Web technologies to exchange information and services with citizens, businesses and other related organizations, and it centers on three functions, namely informational, interactive, and transactional [UN, 2001]. Many developed countries like the U.S. have been actively involved in e-government projects, since they enable both more effective public services for citizens and more efficient internal operations. Korea is among these leading countries that are planning to leverage computer and communication technologies to provide for integration of work processes and information as well as convenient access to information and services. For this reason, evaluating e-government projects is becoming a crucial issue for both researchers and policy-makers. However, most research to date has primarily focused on a model of success of an e-government system designed for citizens, overlooking internal systems specifically created for employees working in a public organization. This paper is intended to propose a model to measure the success of a Web-based information system designed for use by internal users at Chungwadae, the executive branch of Korea's central government. The paper is also aimed at applying the model to the assessment of the present system being used at Chungwadae in comparison with the preceding system. Evaluating an e-Government System The most widely cited model of information systems success today is that of DeLone and McLean[1992, 2003, 2004]. The original model states that the success of an information system can be measured using six dimensions, including system quality, information quality, use, user satisfaction, individual impact, and organizational impact. Although the ultimate success of an information system may be reflected in the impact that the system has upon individuals as well as an organization, aspects of using the system such as system use and user satisfaction can play an important role in determining the system success, because the system would be a sheer failure if users don't like and use the system. As a response to criticisms given by numerous researchers, the authors adapted their model to fit the emerging Web-based environment. The revised model[DeLone and McLean, 2003] they offered included an additional quality dimension, namely service quality, and combined individual and organizational impacts into net benefits which can also influence user satisfaction. The e-government system success model can be built around this updated model. Our model incorporates information quality, system quality, and service quality as in the DeLone and McLean model. However, the 'system use' dimension has been replaced by perceived usefulness, as suggested by Seddon[1998]. In addition, because the e-government systems that this paper focuses on are internal public systems used in government agencies, the 'net benefits' dimension has been replaced by perceived work efficiency. Based on the proposed model, a total of nine hypotheses have been formulated which we tested using an empirical analysis. Methods A questionnaire form has been created with items that are designed to examine the relationships among the variables in the model. The questionnaire has been handed over, in person, to 65 members of Chungwadae staff who are now actively using the E-Support System, the present information system created to support internal work at Chungwadae. We made arrangements to meet with each individual who agreed to participate in our survey, and helped to fill out the survey form with explanations. Of the 65 copies that were delivered, only 33 were returned, and 30 responses of these have been adopted for our analysis, since three were not valid. The extremely small sample size was due to the limited number of staff members who had adequate experience required of this study. Results We gathered data from the questionnaire survey and analyzed them using a regression analysis to test the hypotheses. As shown in the table below, the results indicated that all three dimensions of an information system’s quality are positively related to user satisfaction. However, information quality and system quality were found to be positively related to perceived usefulness, while service quality was not. In addition, perceived usefulness is not positively related to user satisfaction, implying that a user may find a system useful, but may not be satisfied with it. Finally, user satisfaction and perceived usefulness both are positively related to perceived work efficiency. This suggests that workers' positive experience with the system is important to guarantee favorable work efficiency. Conclusions We conclude that the proposed model proved useful in measuring the success of an internal information system used by a government agency. To demonstrate the applicability and usefulness of the model in the paper, we applied the model to the assessment of the present internal system used at Chungwadae in comparison with the preceding system. The results showed that the present system outperforms the preceding one in a statistically significant way. Future research will have to focus on applying the model to Korea's governmental agencies other than Chungwadae and examine whether it proves applicable in different types of governmental organizations.

• The Journal of the Korea Contents Association
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• v.12 no.1
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• pp.460-475
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• 2012

The relationship between Korean bank and customer are known as rigidity compare to other industry. The conservative organizational culture is often found in Korean banks. Today, Korean banks are facing dramatic change in digital world in that new wave in online intensifies the connectivity with bank customers and potentials. The introduction of social media would force to develop new marketing strategy in terms of the relationship oriented behavior. The case study presents the findings of a social media marketing strategy which was conducted in Industrial Bank of Korea in 2009-2011. More specifically, the study was designed to determine and evaluate the importance of social media marketing by retail bank in strategic instrument. Also it sets out to determine the perceived usefulness of the relationship oriented services offered by banks to their visitors and followers what these banks can do in order to improve bank services to improve competitive. Using the six relationship activity factors, the banks were examined in the study, a set of core activities (trusty worthy, empathy, shared value, emotional bonding, rich communication) are defined and described.

• Journal of Venture Innovation
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• v.7 no.1
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• pp.91-110
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• 2024

In this study, we compared and analyzed the influence of self-leadership on innovative behavior and the mediating effect of job satisfaction among R&D practitioners in manufacturing and information communication technology (ICT) industries. To accomplish this, we conducted an online survey using random sampling methods and collected data from 209 respondents. We employed exploratory factor analysis, reliability analysis, correlation analysis, multiple regression analysis, and mediation analysis using SPSS 20.0 software to analyze the data and to compare differences between the manufacturing and ICT sectors. The research findings are as follows: Firstly, both in manufacturing and ICT sectors, self-leadership showed significant positive correlations with job satisfaction and innovative behavior. Secondly, in the analysis of the impact of self-leadership on innovative behavior, in the manufacturing sector, only natural reward strategy and constructive thought strategy showed significant positive effects, while in the ICT sector, behavioral-oriented strategy, natural reward strategy, and constructive thought strategy all showed significant positive effects. Thirdly, in the analysis of the impact of self-leadership on job satisfaction, in the manufacturing sector, only natural reward strategy and constructive thought strategy showed significant positive effects, while in the ICT sector, behavioral-oriented strategy and natural reward strategy showed significant positive effects. Fourthly, in the analysis of the impact of job satisfaction on innovative behavior, significant positive effects were observed in both manufacturing and ICT sectors, with manufacturing sector having relatively greater impact than ICT sector. Lastly, the results of the analysis on the mediating effect of job satisfaction indicate that in the manufacturing sector, only a constructive thinking strategy significantly influences, showing partial mediating effects. However, in the ICT sector, no mediating effects of job satisfaction were observed for any sub-factors of self-leadership. These research findings highlight differences in the mechanisms of action of self-leadership on innovative behavior and its mediating effects between the manufacturing and ICT sectors. Furthermore, the results suggest the importance of improving organizational strategies and culture towards promoting leadership, job design, and job satisfaction, considering the characteristics of each industry and research and development organization.