• Journal of Korean Society for Quality Management
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• v.51 no.2
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• pp.263-282
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• 2023

Purpose: This study aimed to examine the impact of FSSC 22000 food safety management system characteristics on the business performance of food-related companies and to verify the mediating effect of organizational capabilities in the relationship between them. Methods: To achieve this, a survey was conducted among employees of food companies in Seoul and the metropolitan area that have implemented the FSSC 22000 food safety management system, and the following main results were derived. Results: First, the FSSC food safety management system factors, such as measurement/analysis and improve- ment, documentation, management responsibility, and service and product realization, were found to have a significant positive (+) impact on organizational capabilities. The relative impact was in the order of measurement/analysis and improvement, documentation, management responsibility, and service and product realization. Second, organizational capabilities were found to have a significant positive (+) impact on business performance. Third, the FSSC food safety management system factors, such as measurement/analysis and improvement, management responsibility, resource management, and documentation, were found to have a significant positive (+) impact on business performance. The relative impact was in the order of measure- ment/analysis and improvement, management responsibility, resource management, and documentation. Fourth, the factors of management responsibility, resource management, measurement/analysis and improvement, and documentation, excluding resource management factors, were found to have a positive impact on business performance through the mediation of organizational capabilities. Conclusion: The results of this study may provide important implications for the implementation and efficient operation and management of the FSSC 22000 food safety management system in enhancing the business performance of food-related companies.

• Journal of Industrial Convergence
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• v.6 no.2
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• pp.75-92
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• 2008

The study defines the concepts of coaching, analyzes coaching process, and the impact of manger coaching on organizational performance. From these studies, coaches constantly monitor the coaching process, motivate and direct when members unable to find a way. Effective coaches work with the infinite variety of issues which people face as they embrace change, and resist it, enabling them to confront their hopes and fears along the way. Especially, the impact of coach is crucial to improve the organizational performance.

• Journal of Global Scholars of Marketing Science
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• v.20 no.2
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• pp.110-122
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• 2010

The emergence of the field of organizational buying behavior in the mid-1960’s with the publication of Industrial Buying and Creative Marketing (1967) set the stage for a new paradigm of thinking about how business was conducted in markets other than those serving ultimate consumers. Whether it is "industrial marketing" or "business-to-business marketing" (B-to-B), organizational buying behavior remains the core differentiating characteristic of this domain of marketing. This paper explores the impact of several dynamic factors that have influenced how organizations relate to one another in a rapidly increasing interdependence, which in turn can impact organizational buying behavior. The paper also raises the question of whether or not the major conceptual models of organizational buying behavior in an interdependent world are still relevant to guide research and managerial thinking, in this dynamic business environment. The paper is structured to explore three questions related to organizational interdependencies: 1. What are the factors and trends driving the emergence of organizational interdependencies? 2. Will the major conceptual models of organizational buying behavior that have developed over the past half century be applicable in a world of interdependent organizations? 3. What are the implications of organizational interdependencies on the research and practice of organizational buying behavior? Consideration of the factors and trends driving organizational interdependencies revealed five critical drivers in the relationships among organizations that can impact their purchasing behavior: Accelerating Globalization, Flattening Networks of Organizations, Disrupting Value Chains, Intensifying Government Involvement, and Continuously Fragmenting Customer Needs. These five interlinked drivers of interdependency and their underlying technological advances can alter the relationships within and among organizations that buy products and services to remain competitive in their markets. Viewed in the context of a customer driven marketing strategy, these forces affect three levels of strategy development: (1) evolving customer needs, (2) the resulting product/service/solution offerings to meet these needs, and (3) the organization competencies and processes required to develop and implement the offerings to meet needs. The five drivers of interdependency among organizations do not necessarily operate independently in their impact on how organizations buy. They can interact with each other and become even more potent in their impact on organizational buying behavior. For example, accelerating globalization may influence the emergence of additional networks that further disrupt traditional value chain relationships, thereby changing how organizations purchase products and services. Increased government involvement in business operations in one country may increase costs of doing business and therefore drive firms to seek low cost sources in emerging markets in other countries. This can reduce employment opportunitiesn one country and increase them in another, further accelerating the pace of globalization. The second major question in the paper is what impact these drivers of interdependencies have had on the core conceptual models of organizational buying behavior. Consider the three enduring conceptual models developed in the Industrial Buying and Creative Marketing and Organizational Buying Behavior books: the organizational buying process, the buying center, and the buying situation. A review of these core models of organizational buying behavior, as originally conceptualized, shows they are still valid and not likely to change with the increasingly intense drivers of interdependency among organizations. What will change however is the way in which buyers and sellers interact under conditions of interdependency. For example, increased interdependencies can lead to increased opportunities for collaboration as well as conflict between buying and selling organizations, thereby changing aspects of the buying process. In addition, the importance of communication processes between and among organizations will increase as the role of trust becomes an important criterion for a successful buying relationship. The third question in the paper explored consequences and implications of these interdependencies on organizational buying behavior for practice and research. The following are considered in the paper: the need to increase understanding of network influences on organizational buying behavior, the need to increase understanding of the role of trust and value among organizational participants, the need to improve understanding of how to manage organizational buying in networked environments, the need to increase understanding of customer needs in the value network, and the need to increase understanding of the impact of emerging new business models on organizational buying behavior. In many ways, these needs deriving from increased organizational interdependencies are an extension of the conceptual tradition in organizational buying behavior. In 1977, Nicosia and Wind suggested a focus on inter-organizational over intra-organizational perspectives, a trend that has received considerable momentum since the 1990's. Likewise for managers to survive in an increasingly interdependent world, they will need to better understand the complexities of how organizations relate to one another. The transition from an inter-organizational to an interdependent perspective has begun, and must continue so as to develop an improved understanding of these important relationships. A shift to such an interdependent network perspective may require many academicians and practitioners to fundamentally challenge and change the mental models underlying their business and organizational buying behavior models. The focus can no longer be only on the dyadic relations of the buying organization and the selling organization but should involve all the related members of the network, including the network of customers, developers, and other suppliers and intermediaries. Consider for example the numerous partner networks initiated by SAP which involves over 9000 companies and over a million participants. This evolving, complex, and uncertain reality of interdependencies and dynamic networks requires reconsideration of how purchase decisions are made; as a result they should be the focus of the next phase of research and theory building among academics and the focus of practical models and experiments undertaken by practitioners. The hope is that such research will take place, not in the isolation of the ivory tower, nor in the confines of the business world, but rather, by increased collaboration of academics and practitioners. In conclusion, the consideration of increased interdependence among organizations revealed the continued relevance of the fundamental models of organizational buying behavior. However to increase the value of these models in an interdependent world, academics and practitioners should improve their understanding of (1) network influences, (2) how to better manage these influences, (3) the role of trust and value among organizational participants, (4) the evolution of customer needs in the value network, and (5) the impact of emerging new business models on organizational buying behavior. To accomplish this, greater collaboration between industry and academia is needed to advance our understanding of organizational buying behavior in an interdependent world.

• Korean Journal of Social Welfare
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• v.47
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• pp.7-33
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• 2001

The purpose of this study was to the impact of organizational culture on the organizational effectiveness in hospitals were empirically analysed. Data were collected by 151 social workers including general hospitals with one social worker at least and single-department hospital with two social workers or more, were identified nationwide through the registry of Korean Association of Medical Social Workers and Korean Association of Hospitals. The results of this study were summarized as follows; First, most social workers report that characteristic of culture in their hospitals are group culture the first, hierarchial culture the second, rational culture the third, and developmental culture finally in order of social worker's recognition. Second, according to the types of organizational culture, there were significantly different levels of organizational effectiveness. Social worker's perceived group cultures in hospital showed higher job satisfaction, organizational commitment than other culture patterns. And also, social worker's perceived developmental cultures in hospital showed higher organizational commitment quality of social service than other culture patterns. Third, multiple regression analysis was conducted to find the relationship of organizational culture and organizational effectiveness. As a result, developmental culture showed a strong relationship with job satisfaction, organizational commitment and quality of social services Finally, as for the cultural affects on the organizational effectiveness depended on intensive attention to developmental culture in hospital Consolidating the attribute of developmental culture in hospital is also proposed to improve the organizational cultures.

• Journal of Korean Public Health Nursing
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• v.30 no.3
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• pp.544-555
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• 2016

Purpose: This study examines the relationship among emotional labor, job burnout and organizational effectiveness of public healthcare center workers. In specific, authors focus on the relationships between emotional labor and job burnout and the one between job burnout and organizational effectiveness and mediating effect of job burnout between emotional labor and organizational effectiveness. Methods: For the empirical analysis, survey was conducted of workers in the public healthcare center, and 502 final data was secured after eliminating the insufficient ones, which were used in the statistical analysis. Results: Emotive effort showed to have a positive effect on organizational effectiveness, however emotive dissonance showed to have a negative effect on organizational effectiveness. Emotive effort showed to reduce the level of all job burnouts while emotive dissonance showed to increase the level of all job burnouts. All job burnout showed to have negative effects on organizational effectiveness. Job burnout showed to have mediating effect between emotional labor and organizational effectiveness. Conclusion: Emotive efforts of emotional labor has positive impact on organizational effectiveness while emotive dissonance has negative impact on organizational effectiveness overall. Therefore, public healthcare center should try to seek for proper way to reduce job burnout of workers, because job burnout functions as mediating element between emotional labor and organizational effectiveness.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.11
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• pp.285-296
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• 2021

The purpose of this study is to determine the effect of organizational culture, job involvement, and emotional intelligence on employee performance through job satisfaction, organizational commitment at commercial banks in the Great Malang. This study applied the purposive sampling method to obtain data from 240 out of 600 workers working in four commercial banks, which was then analyzed using the SEM. The results showed that organizational culture, job involvement, emotional intelligence have no significant effect on employee performance through job satisfaction. Organizational culture, emotional intelligence, job involvement, satisfaction significantly affect employee performance through organizational commitment. Organizational culture, job involvement, emotional intelligence significantly affect employee performance through job satisfaction, organizational commitment. By investigating the impact of organizational culture, job engagement, emotional intelligence on job satisfaction, organizational commitment, employee performance simultaneously in this study, this study expands the existing literature by providing a better understanding of organizational culture, job engagement, and emotional intelligence. Given that articles on organizational culture, job involvement, and emotional intelligence are limited in the HRD literature, the findings of this study may offer reliable information for HRD practice, encourage researchers to explore research related to organizational culture, job involvement, and emotional intelligence.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.3
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• pp.1065-1071
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• 2021

This study seeks to analyze the impact, and provides more empirical evidence on the effect, of the responsible accounting model combined with scorecards on the organizational performance of pharmaceutical companies. The research methodology uses questionnaires survey distributed to pharmaceutical companies. Quantitative research was done with SPSS 25 software. After excluding invalid questionnaires due to many blank boxes, 306 questionnaires could be used by the author. Research results show that seven elements of the responsible accounting model combined with the balance scorecard all positively affect the organizational performance of enterprises in the pharmaceutical industry including: (1) dividing organizational structure into centers of responsibility according to strategy; (2) assigning management to management according to vision; (3) allocating costs and revenue; (4) making budget estimates according to balanced scorecard (BSC); (5) evaluating estimates with reality by BSC; (6) making BSC analysis reports; and (7) rewarding based on BSC. Cost allocation and revenue are the factors that have the strongest impact on the organizational efficiency of pharmaceutical enterprises. Based on the research results, the author has proposed recommendations to improve the good application of the responsible accounting model combined with the balance scorecard, thereby contributing to improving the organizational efficiency of pharmaceutical enterprises.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.5
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• pp.213-224
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• 2022

In recent years, gamification has been a hot issue due to its positive impact on organizational success. The proper application of game elements in an organizational context is required for gamification implementations. Gamification remains an area of active research for its behavior molding potential. Employee engagement is a critical component in assessing employee behavior and is considered crucial for organizational success. Research questionnaires were completed online between March 2021 and February 2022. Our targeted sample encompassed low and mid-level personnel of Asian and Middle eastern employees working in Hungary. The questionnaire was introduced using google forms. Our sample size consisted of 203 respondents (N = 203). Research results indicated gamification's significance in increasing employees' intrinsic motivation and therefore boosting organizational engagement levels. Gamification improved employees' task performance and the overall quality of work. Organizational culture had a mediating role between gamification and employees' behavior. Organizational culture and employee behavior are in close correlation. Research findings also proved engagements' mediating effect on employees' behavior. The results of the research showed that gamification in human resources has risen in popularity, especially in terms of its impact on employee behavior and performance. The study's findings demonstrated that gamification has a positive impact on organizational performance and collaboration.

• Journal of the Korea Safety Management & Science
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• v.25 no.2
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• pp.175-185
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• 2023

Prior studies focusing on safety behavior have not given sufficient consideration to the potential impact exerted by different leadership styles. Of these various styles, my attention is specifically drawn to the influence of ethical leadership on safety behavior. In this paper, I delve into the influence of ethical leadership on safety behavior, shedding light on both the underlying mechanisms(mediators) and a significant contextual factor(moderator). I probe into the successive mediating roles of employees' trust in the organization and their commitment to it, within the context of the relationship between ethical leadership and safety behavior. Further, I posit that authentic leadership positively adjusts the connection between ethical leadership and organizational trust. My findings underscore that ethical leadership enhances employee safety behavior, facilitated by the chain mediation of trust in the organization and organizational commitment. Moreover, I discover that authentic leadership, as a positive moderator, magnifies the favorable impact of ethical leadership on organizational trust. This paper will also articulate the theoretical implications, practical applications, and limitations of the study.

• The Journal of Society for e-Business Studies
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• v.19 no.4
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• pp.101-117
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• 2014

A purpose of this study is to learn about the impact on organizational effectiveness by analyzing the relationship between entrepreneurship and dynamic capabilities. Investigation was based on the theory of dynamic capabilities of Teece (2002), and established a research model to study the details accordingly. The research hypothesis is as follows. First, entrepreneurship will have a significant impact on dynamic capability. Second, dynamic capabilities will have a significant impact on organizational effectiveness. Survey was conducted for employees in IT ventures, which was used to analyze 412 additional. The results are as follows. Has had a significant impact on organizational effectiveness is the relationship between entrepreneurship and dynamic capabilities. In particular, this shows that a high impact on the organizational effectiveness of the organization's dynamic capabilities are assimilation exploitation capabilities, not the absorptive transformation capability of dynamic capabilities. CEO should actively consider whether the employees of the organization are developing the assimilation exploitation capabilities to make an impact on their organization's effectiveness.