• Korea Journal of Hospital Management
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• v.21 no.2
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• pp.50-62
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• 2016

The study was conducted to compare organizational innovation depending on the leadership type of middle managers in general hospital. Moreover, the study was also to prove whether employees'readiness causes any differences to the link between leadership and organizational innovation. The result is based on 769 sheets of survey paper answered by administrations and nurses working at general hospitals or the same level of hospitals located in the metropolitan area. The methods of analysis used are as follows: reliability analysis, frequency analysis, t-test, ANOVA, multiple regression analysis, and hierarchical regression analysis. Main results of the study can be summarized as below. First, by analyzing the influence of task-behavior leadership on organizational innovation, R squre on knowledge management which is organizational innovation factor was 12.5%, R squre on creativity was 9.1%, and R squre on innovation behavior was 10.3%. Regression model appeared to be statistically significant as well. Both task-behavior and relationship-behavior leadership have influence on organizational innovation and it is learned that relationship-behavior leadership has a bigger influence on all the organizational innovation factors. Second, moderating effect of the employee's readiness is examined in terms of the link between leadership and organizational innovation. As a result, the member's readiness had positive influence when it comes to the link between leadership and organizational innovation. Also, after verifying moderating effect of readiness (ability/willingness), this study shows that ability readiness has positive influence on the link between task-behavior(or relationship-behavior) leadership and creativity, and innovation behavior while willingness readiness positively influences the link between task-behavior(or relationship-behavior) leadership and creativity & innovation behavior. To summarize results of the study, this study shows that the members who possess high readiness also have high organizational innovation, which promises their positive role in a group.

• Journal of the Society of Disaster Information
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• v.10 no.2
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• pp.264-273
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• 2014

The purpose of the study is to demonstrate the effects of revolutional leadership of manager at private security organization on members' learning directivity and organizational innovation behavior. The results attained from studying method and procedure as mentioned above are in the following. First, the revolutional leadership of manager at private security service organization influence learning directivity. That is, the more he or she shows revolutional leadership, the more enhanced the learning directivity of members. Second, the revolutional leadership of manager at private security service organization has effects on organizational innovation behavior. Thatis, the more he or she shows revolutional leadership the more enhanced organizational innovation behavior. Third, learning directivity of manager at private securitys service organization influences organizational innovation behavior. Thatis, the more he or she shows learning directivity, the more enhanced organizational innovation behavior. Taken all, revolutional leadership of manager at private security service organization affects organizational innovation behavior through learning directivity. It is shown that learning directivity is a key variable connecting revoultional leadership with organization al innovation behavior.

• The Journal of the Convergence on Culture Technology
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• v.7 no.1
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• pp.406-415
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• 2021

In this study, a research model was established and analyzed in order to examine how the characteristics of organizational culture affect the innovation behavior of employees. This study divided the characteristics of organizational culture into development, stability, and rationality as sub-factors, and conducted a study on the relationship between characteristics of organizational culture and innovation behavior. This study also attempted to confirm whether creative efficacy mediates between the characteristics of organizational culture and innovation behavior. To this end, the data collection was targeted to 80 members of the organization in the company, and the SPSS and PLS programs were used to analyze the collected data. As a result of hypothesis testing, only stability among the characteristics of organizational culture had a significant direct effect on innovation behavior. These results can be interpreted as meaningful results in a study between the characteristics of organizational culture and the innovation behavior of employees. In addition, creative efficacy was found to significantly mediate the influence of organizational cultural characteristics (development, stability, and rationality) on employees' innovation behavior. We suggest that companies should focus on forming an organizational culture in terms of internal stability perceived by employees, and lead employees' innovation behavior to create organizational performance. We propose that companies should create an organizational culture so that the characteristics of the organizational culture (development, stability, rationality) increase the creative efficacy of the employees and lead to the innovation behavior of the employees.

• Korea Journal of Hospital Management
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• v.15 no.4
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• pp.63-77
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• 2010

The purposes of this study were to describe the effects of perception of organizational culture type and job satisfaction on university hospital nurses' innovation behavior. A survey was conducted with 418 respondents working in a university hospital in Cheonan City. Organizational culture types (developmental, group, rational, hierarchical), job satisfaction and individual characteristics were surveyed. The relationships between each variable and the innovation behavior were analyzed by univariate analysis and the independent effects of these variables were examined with multiple regression. The mean score of general employees innovation behavior was 3.33 (p=.58) and that of managers was 3.53(p=.64). For general employees, there were statistically significant differences in innovation behavior according to education level. For managers, there were statistically significant differences in innovation behavior for education level, marital status and duration of work. On multiple regression analysis, the factors affecting innovation behavior of general employees were developmental culture( =.297, ${\beta}$ p<.01), group culture (${\beta}$=.184, p<.01) and job satisfaction(${\beta}$=.148, p<.05). And the factors affecting innovation behavior of managers were developmental culture(${\beta}$=.181, p<.01), rational culture(${\beta}$=.171, p<.01) and group culture(${\beta}$=.408, p<.01), In conclusion, the results of this study show that organizational culture and job satisfaction influence hospital nurses'innovation behavior.

• Journal of the Korea Safety Management & Science
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• v.14 no.2
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• pp.229-236
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• 2012

This paper reviewed the relationship between organizational justice and innovative behavior, and the moderating effect of gender. The results of multiple regression analysis, based on the responses from 412 employees in small business, showed that distributive justice, procedural justice and interactional justice have positive relationships with innovative behavior(process innovation, operation innovation, service innovation). In moderating effects, distributive justice more positively related with innovative behavior(process innovation and operation innovation) in male-group than in female-group. But interactional justice more positively related with innovative behavior(operation innovation and service innovation) in female-group than in male-group.

• Industry Promotion Research
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• v.5 no.1
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• pp.21-33
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• 2020

The purpose of this study is to investigate the impact of strategic human resource management perceived by members of SMEs on organizational performance and innovation behavior. In addition, the mediator effect of innovation behavior of organizational members on the relationship between strategic human resource management and organizational performance was verified using the statistical program SPSS 21.0 program. First, the hypothesis 1, strategic human resource management (adoption and compensation, job design, training and career management, participation in decision-making) was adopted by showing positive impact on the positive impact on organizational performance. Second, hypothesis 2, strategic human resource management (recruitment and compensation, job design, training and career management, participation in decision-making) was adopted after demonstrating statistically significant influence on innovation behavior. Third, the innovation behavior perceived by Hypothesis 3 organizational members showed a positive influence on organizational performance. Hypothesis 3 was therefore adopted. Fourth, as a result of verifying the mediating effect of innovation behavior in the relationship between hypothesis 4, strategic human resource management and organizational performance, innovation behavior was analyzed to be partially mediated. In other words, strategic human resource management of organizational members has a direct impact on organizational performance, but it can show a higher positive impact on organizational performance through innovation actions in its performance.

• Journal of Digital Convergence
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• v.19 no.1
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• pp.151-165
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• 2021

The purpose of this research is to explore the impact of managers' leadership on organizational innovation behavior in Star-Rated hotels. 244 valid Chongqing hotels' questionnaires were obtained. Through SPSS 23.0, the model structure was verified between the four variables. The results as below. First, transformational, transactional leadership has a positive impact on organizational innovation behavior. Second, transformational, transactional leadership has a significant effect on empowerment. Third, empowerment has a positive impact on organizational innovation behavior. Lastly, empowerment plays a mediation effect between transformational, transactional leadership, and organizational innovation behavior. In conclusion, managers can contribute to organizational innovation behavior by improving the abilities of leadership.

• Journal of Digital Convergence
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• v.18 no.9
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• pp.169-180
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• 2020

This study examined the relationship between calling, organizational commitment, and innovation behavior among 302 current teachers. The main results are as follows. First, calling had a positive effect on the organizational commitment. Second, calling did not significantly affect innovation behavior. Third, Organizational commitment had a statistically significant positive effect on innovation behavior. The result of the study suggests that in order to enhance the teacher's innovation behavior, it is necessary to clarify the calling of the teacher's own work and make him/her feel so that it can lead to the desire and willingness to actively realize the organization's goals and values.

• Journal of Korean Library and Information Science Society
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• v.52 no.1
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• pp.129-154
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• 2021

The purpose of this descriptive correlational study was to explore the effect of knowledge of evidence-based practice (K-EBP) and organizational culture on the innovation behavior of university librarians in South Korea. The structured survey questionnaire consisted of four sections and 60 items. The four sections were concerned with K-EBP, organizational culture, innovation behavior, and EBP-related activities and demographic. The respondents were librarians working in 101 university libraries in South Korea. The results of this study were as follows. First, K-EBP indicated that the respondents had excellent practical skills, but their ability to appraise critically, apply knowledge and to conduct research was weak. Second, the questionnaire scores for K-EBP were significantly positively correlated with those for organizational culture and innovation behavior. Higher K-EBP scores corresponded to higher scores for relation-, innovation-, and task-oriented organizational culture. Third, K-EBP outcomes differed significantly by age group, education level, employment type, job title/seniority, reading of academic journal articles, and attendance at conferences. Organizational culture differed significantly with age. Innovation differed significantly with both age and conference attendance. Fourth, in the hierarchical multiple regression analysis, factors predicting K-EBP scores were education level and reading academic journals. Fifth, the multiple regression analysis identifying factors predicting innovation revealed statistically significant regression coefficients for overall K-EBP and for innovation- and hierarchy-oriented organizational culture. The regression coefficient for perception of a hierarchy-oriented organizational culture was negative. To promote innovation behavior of librarians, we need to foster an innovative organizational culture characterized by communication and cooperation, and improve the ability of librarians to engage in EBP. Educational programs that promote librarian engagement in research-related activities are needed.

• Journal of Korean Academy of Nursing Administration
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• v.22 no.4
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• pp.313-322
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• 2016

Purpose: The aim of this study was to determine the impact of nursing organizational culture types on innovative behavior and job embeddedness among clinical nurse. Methods: For this study a descriptive correlational study design was used. Participants were 293 nurses who had more than one year work experience. They were recruited from two university hospitals, one in Seoul and one in Gyeonggi province in 2016. Collected data were analyzed using SPSS/WIN 21.0 statistics program. Results: Hierarchy-oriented culture was the highest type of organizational culture perception and innovation-oriented culture, the lowest. Multiple linear regression analyses showed that, when age and total clinical experience were adjusted for, innovation-oriented culture perception was the most significant factor influencing innovative behavior, followed by task-oriented culture and relation-oriented culture in that order ($R^2$=.33, F=24.50, p<.001). Relation-oriented culture perception was the factor most influencing job embeddedness, followed by task-oriented culture and innovation-oriented culture in that order ($R^2$=.48, F=55.98, p<.001). Conclusion: More systematic and sustained organizational efforts are required to improve the hierarchy-oriented culture highly perceived by nurses and to emphasize innovation-oriented, relation-oriented and task-oriented organizational culture to increase innovative behavior and job embeddedness among clinical nurses.