• Journal of Technology Innovation
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• v.10 no.1
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• pp.148-173
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• 2002

This study examines the impact of the Internet on the organizational innovation. With the introduction of digital technology, the entire organizational process and structure is now being restructured. The purpose of this study is to develop a framework to help classify the organizational innovations and understand organizational innovation processes. This study suggests that the wide diffusion of digital technology has affected the modularization of the organizational routines and processes. The modularization of knowledge and organization give rise to a new organizational architecture, a modular architecture. In the Fordist regime, the characteristics of organizations were depicted as vertically integrated and tightly coupled system. The organizational processes and routines were tightly linked and integrated. However, the diffusion of Internet, which has a tendency to disassemble this tightly coupled system, has resulted in the emergence of loosely coupled and vertically disintegrated system. Eventually the modular architectures are emerging as a new organizational paradigm in the post-Fordist regime. In this study, the modes of organizational innovation is classified as follows. If the organizational innovation enhances both existing organizational components and tile tightly coupled architecture, it is incremental innovation (Mode 1): if it destroys both existing components and the tightly coupled architecture, it is radical innovation (Mode 4): however if only the tightly coupled architecture is transformed into the modular architecture and the codification of organizational component is enhanced, the innovation is architectural (Mode 3). The last one is component innovation (Mode 2), in which existing organizational components are destroyed but tightly coupled architecture is enhanced. It is argued that the organizational innovation process follows Mode I$\longrightarrow$ Mode II $\longrightarrow$ Mode III $\longrightarrow$ Mode IV in order.

• International Journal of Computer Science & Network Security
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• v.22 no.2
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• pp.107-114
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• 2022

The main purpose of this study is to substantiate the theoretical and methodological foundations of the organizational and economic mechanism of development of the agro-industrial complex in modern conditions. Organizational and economic mechanism is presented as a complex organizational structure of the system type, which is aimed at performing specific functions, the characteristic feature of which is the constant support of process changes without which the organizational and economic mechanism can not exist. There are four components of the agro-industrial complex, represented by agriculture and the national economy, which ensure its operation, including industry, processing of agricultural products, its storage and transportation, sale and repair and maintenance of agricultural machinery and more. It is proved that the organizational and economic mechanism of development of agro-industrial complex in modern conditions it is expedient to consider: from the point of view of system and process approaches; as a set of economic levers and organizational measures to influence the agro-industrial complex; constituent components of organizational influence on the development of the complex; a set of components, elements that are integrated into the system of economic relations of the subjects of the agro-industrial complex; a set of purposeful stimulators of agro-industrial complex development. The functions of the organizational component of the mechanism of agro-industrial complex include: redistributive, planning, interaction, control, integration and regulatory functions, the functions of the economic component include consumer, investment and innovation, social, incentive, monitoring functions of the mechanism. The symbiosis of the functions of organizational and economic components ensure the effectiveness of the organizational and economic mechanism of the organizational and economic mechanism through its functionalities as a whole.

• Journal of Agricultural Extension & Community Development
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• v.15 no.2
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• pp.325-338
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• 2008

The objective of this study was to develop the strategies for enhancing activities of the "Korean Rural Leaders' Association" to foster the voluntary leadership in rural area. Literature review and questionnaire survey were carried out. The results of the study were as follows: Firstly, for enhancing the organizational competency, it was regarded as the important components that developing an organizational vision, improvement of structure and functions, promotion of the organizational management efficiency including human resource, securing new members and establishment of organizational culture. And secondly, for accelerating the organizational activities, it was expected to give more concern to such activities as public services, spokesman's role for the farmers, organizational / international cooperations and research at central level of the association.

• Asia-Pacific Journal of Business
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• v.12 no.2
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• pp.25-37
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• 2021

Purpose - This study analyzes the situational relationship between the components of job crafting and innovation performance, and based on this, suggests practical alternatives to the effect of the control variables of organizational support. Design/methodology/approach - For this survey, 350 questionnaires were distributed to Korean SME workers from October 5, 2020 to March 20, 2021, and 230 questionnaires were collected. In order to check the validity of the questionnaire, the questionnaire judged to be inappropriate in response was excluded. The recovery rate was 65.7%, and the effectiveness of the questionnaire was 82%. Structural equation model and hierarchical regression analysis are used to analyze those data. Findings - First, job enhancement through job redesign as well as organizational support is a key task in order to expect innovative results from field members. Innovative performance is not created by individual jobs, but is created between jobs and jobs, tasks and tasks, teams and teams, and departments and departments. This is why it is worth paying attention not to the functional approach, but to the interconnection structure of the process. Research implications or Originality - In this study, it was analyzed that structural job resource increase and social job resource increase, which are components of job crafting, had a positive effect on innovation performance, and that challenging job will had no significant effect. Challenging work will itself does not negatively affect innovation performance. Combining the survey and interview, field members who make up the majority of respondents say that they do not lack the will to work. They claim that there is no channel or opportunity to express or practice a challenging will.

• Journal of Korean Academy of Nursing
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• v.27 no.2
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• pp.253-263
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• 1997

This second study on the effectiveness of nursing organization was designed to test the relationships between effectiveness of nursing organizations and structural variables that had been significant variables in the first study, the group design variable and the personal characteristic variables that had not been analyszed in the first study based on personal resource productivity model. The data were collected through self-reported questionnaires completed by 605 nurses working in hospitals in seoul and 782 patients being hospitalized in 5 tertiary hospitals in Seoul. The results showed that according to the canonical correlation analysis, the managing job design, nursing delivery system. nurse's age, career. and formalization were revealed as predicting variables of a nurses' job satisfaction and patients satisfaction among the five hospitals. Hospitals in which the team nursing method was used showed a higher score in nurses' job satisfaction and patient satisfaction than in hospitals which used the functional nursing model.

• Journal of the Korean Society for information Management
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• v.15 no.3
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• pp.133-150
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• 1998

For the purpose of new‘organizational knowledge centric knowledge management’, this paper proposes the knowledge creating organizational memory which shows the knowledge creation in organization according to the dialectical circulation between the domain knowledge and the task knowledge, based on the Yin Yang theory. This paper defines two kinds of organizational knowledge such as the domain knowledge and task knowledge and designs them in the pursuit of its lifecycle. Knowledge creating organizational memory is designed to three knowledge components that circulate through the domain knowledge and the task knowledge according to the object-oriented methodology. Organizational knowledge is designed into the graphical structure of ( i ) knowledge ( ⅱ ) relation between knowledge objects and ( ⅲ ) degree of relation, which receive the legacy of organizational knowledge such as data schema, process model and knowledge base. This design of organizational knowledge can be applied to CBR(Case Based Reasoning), one of knowledge mining tools to create new organizational knowledge.

• Proceedings of the KSR Conference
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• 2004.10a
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• pp.1508-1513
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• 2004

Examining the market orientation and learning orientaiton and these relationship with business performance has received considerable interest in the last decade. Despite these interest, our understanding of the structure of both market orientation and learning orientaion and the mechanism of those effect on business performance is apparently limited in figuring out the railroad industry in Korea. The purpose of this research was to conceptualize and measure the organizational culture dimension from the integrative framework of market orientation and learning orientation, and to analyze its relationship with business performance in the railroad industry. The findings from this research are such as follows; market orientation is a set of three interrelated components, i.e., customer orientation, competitor orientation, and inter-functional coordination. This finding is similar to that of Narver and Slater(1990; 1994) who conceptualized market-oriented culture as a combined set of those 3 components. Learning-oriented culture also has a significant positive effect on business performance. The research findings suggest that both market orientation and learning orientation do exist as different organizational culture dimensions to acquire the sustainable competitive advantage in the railroad industry.

• The Journal of Information Systems
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• v.18 no.3
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• pp.135-154
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• 2009

As the knowledge is recognized as a core factor of organization's competitiveness and creation of value added, the importance of knowledge management is also increased. To achieve the successful knowledge management, it is important to establish strategy that consider essential purpose of knowledge management such as creating and sharing of knowledge resource, improving performance, and continuing organizational innovation within the organization and influence factor inside and outside of organization. Until now, however, the research for knowledge management strategy was mostly limited to the statistical analysis based on the unilinear causality model, and systematic access and analysis that consider interaction and feedback structure between factors. In this paper, we developed the novel decision-making framework for successful strategy establishment by applying the analytic network process(ANP). Specifically. we derive clusters and components to decide the interaction and feedback structure between the elements of knowledge management by literature studies. And we produced relative importance and preference of clusters, components and alternatives dealing with feedback structure through the survey of experts in the field or related one of knowledge management. In result of this study, we expect that it will help the knowledge officer to decide establishing knowledge management strategy.

• Journal of Korea Technology Innovation Society
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• v.8 no.1
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• pp.51-76
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• 2005

This paper aims to develop the intellectual capital (IC) indicators which are the most available for the E institution, a typical type of public research institute in Korea. In this paper, we basically adopted the "Intangible Assets Monitor" proposed by Sveiby and comprising three kinds of intellectual capital, namely human capital, internal structure capital and relationship capital, as a research framework. For this work, we firstly identified 12 categories and 27 components of intellectual capital for E institution. Next, we extracted 37 main indicators and 94 sub ones from these categories and components as a whole. As a result, it may be the first time in Korea for E institution of develop its own IC indicators which are slightly, or sometimes totally, different from ones for private companies in the perspective of their organizational attributes and characteristics.

• International Journal of Computer Science & Network Security
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• v.21 no.12spc
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• pp.491-494
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• 2021

The article clarifies the definition and components of the ICT competence of future teachers, justifies the introduction of a motivational-value component. ICT competence of future teachers has a four-component structure: motivational-value, general-use, general pedagogical, subject-pedagogical components. The levels (reproductive, productive, creative), criteria and indicators of the formation of ICT-competence of students of a pedagogical college are determined, the content of these levels (reproductive, productive, creative) is disclosed, respectively.