• Journal of the Korean Society of Marine Environment & Safety
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• v.19 no.5
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• pp.511-517
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• 2013

Maritime police recognize that the organizational culture of various acting as a member of the organization. Also, marine policing and security activities to determine the number of build. The overall culture of maritime police who share the organization sub-culture may take place. Maritime police organizational culture and a variety of types of group culture, hierarchical culture, development culture, rational culture examined the differences in perceptions. Maritime police aware of the general results of the analysis are as follows; First, the maritime police officers of the age group of 20 was the highest recognition in hierarchy culture and rational culture. Second, the maritime police officers of the rank of captain was the highest recognition in development culture and rational culture. Third, differences in the perception of organizational culture by recruitment analysis show the difference in cultural groups showed, in particular, the special recruitment group of police officers, and maritime police culture can be seen tend to appear low.

• Journal of Korean Academy of Nursing Administration
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• v.21 no.4
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• pp.447-456
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• 2015

Purpose: The purpose of the study was to identify factors affecting the innovative behavior of general hospital professional staff. Methods: In the final analysis, the study focuses on the 442 structured questionnaires received from the professional staff (doctors, nurses, medical technicians, and administrative staff) of H Hospital, a public medical foundation. Data were collected from August 1 to 31, 2014. The SPSS/WIN 19.0 program was used for data analysis which included t-test, ANOVA, $Scheff\acute{e}$ test, Pearson correlation coefficients, and multiple regression analysis. Results: Multiple regression showed that factors affecting innovative behavior of hospital professional staff were conditional reward, innovation-oriented culture, education, and job (Adj $R^2=.317$). Conclusion: The results of this study suggest that it is necessary for the leader to demonstrate leadership with innovation and transaction in harmony to cultivate innovative behavior in hospital staff. Also, positive support and role in the hospital organization are fundamental to developing the strengths that each type of culture possess on the basis of the organizational culture of hospital, enabling hospital staff to exhibit their best voluntary innovative behavior.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.3
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• pp.201-214
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• 2022

This study theoretically and empirically examined whether organizational communication mediates the effect of organizational learning culture perceived by members in the organization on task performance and contextual performance. Organizational learning culture is defined as a culture that is good at creating, acquiring, transferring, and modifying behavior to reflect new knowledge and insights. The hypothesis of this study is that the perceived organizational learning culture can increase performance through organizational communication between members. In particular, we measured communication within the organization into three types: upward, horizontal, and downward. These communications were set as mediating variables. In empirical studies, independent variables were perceived organizational learning culture, mediation variables were upward, horizontal and downward communication, and dependent variables were task performance and contextual performance. Hypothesis 1 is that the organizational learning culture will have a positive effect on employees' tasks and contextual performance. Hypothesis 2 is about the mediating effect of communication on the relationship between Hypothesis 1. In the empirical study, after verifying the validity and reliability of the research variables, correlation analysis and hypothesis verification were conducted. Hypothesis 1 was verified through regression analysis, and all detailed hypotheses were supported. To verify Hypothesis 2, we conducted a bootstrap test using process macro to separate the total, direct, and indirect effects and examine the significance of the indirect effects. As a result, Hypothesis 2 was partially supported. Downward communication mediated organizational learning culture and task and contextual performance, and horizontal communication mediated organizational learning culture and contextual performance. The mediating effect of upward communication was not significant. The results of this study contributed to the suggestion of implications, research limitations, and research directions. Organizational learning culture is the direction and intention of the organization to achieve its goals through the learning and growth of its members. By strengthening internal motivation, organizational members can take voluntary desirable actions that help groups and organizations as well as essential tasks given. since this relationship appears as a medium of downward communication, organizations can strengthen the relationship between organizational learning culture and performance through leadership education.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.8
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• pp.539-547
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• 2019

Even though current firms achieve organizational innovation with diverse workforce, previous studies on the relationship between workforce diversity and firm innovation revealed mixed results. To explain these inconsistent findings, this study examines the contradictory aspects of diversity, and divides innovative performance as exploitative and exploratory innovation. In particular, the main focus of this study is age diversity and firm innovation, since most Korean firms suffer from inter-generational conflicts. In addition, this study explores the moderating role of cohesive and innovative culture as the strong norms within the organization. The HCCP data was used to test these hypotheses. As predicted, age diversity negatively influences exploitative innovation, and positively affects exploratory innovation. However, the moderating role of cohesive culture was not statistically significant. Conversely, innovative culture strengthens the positive relationship between them.

• Proceedings of the KSR Conference
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• 2004.10a
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• pp.1502-1507
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• 2004

In the 21st century, the traffic culture is changing suddenly with the advent of high-speed train era so called the traffic revolution age. The policy management for inducing the creativity becomes important for research institutes since the research institutes play an important role for the lead and distribution of new technologies. Therefore, the approach strategy of this investigation is based on the viewpoint of the organizational culture for better performance of research and development through stimulating inducements of creativity and active action of members. A questionnaire survey was performed on five research institutes including a professional railway research institute (PRRI) and four industrial research institutes for the current research, and a development plan for organizational culture of a PRRI has been presented based on the comparison study between two different types of research institutes.

• Journal of architectural history
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• v.7 no.2 s.15
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• pp.113-126
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• 1998

This study is on the organizational principles of Chinese traditional houses. It has been assumed that a common cultural background did influence dwelling construction in most areas of China, some specific concepts are used to build a connection between the culture and architecture. There are four aspects of cultural influence being explored: traditional concept of space by the philosophical influence, religious influence, the Feng Shut method, and traditional system of family organization. The influence of the Chinese culture on dwelling architecture is predominant. Housing types from different areas of China, despite their different physical appearance, have similar spatial concepts. This cultural influence was due to the historic development of the Chinese empire. The organizational principles of Chinese dwelling architecture determined by its own cultural background have five major invariable norms. They are as follows: 1. Internal and enclosed spatial organization. 2. Grouping of buildings around axes. 3. Spatial organization and extension by courtyard. 4. Spatial expansion by adding units. 5. Hierarchical organization of space.

• Journal of the Korea Convergence Society
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• v.9 no.11
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• pp.491-500
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• 2018

The purpose of this study is to identify the types of nursing organization culture recognized by hospital nurses and to confirm the relationship between these nursing organizational culture and professional quality of life. A convenience sampling method was used to collect data from 216 participants who worked in a university hospital in C city, Chungbuk province. Data were analyzed using SPSS / WIN22.0 program. The significant predictors of Compassion Satisfaction, which is a subdivision of the professional quality of life, include Innovation-oriented culture, marital status, and the relationship - oriented culture. As for secondary traumatic stress, it has the significant predictors such as age, task-oriented culture and hierarchy-oriented culture. Burnout also turns out to be affected by the predictors of relationship - oriented culture, clinical career, and hierarchy-oriented culture. Based on these results, to create a innovation-oriented culture and relation-oriented culture within the organization, it is necessary to develop an intervention program for nurses' recognition change and improvement, in addition, studies that test the clinical effects are needed. In order to secure skilled nurses with rich clinical and career abilities, the working environment and treatment should be improved at the organization level.

• Journal of Venture Innovation
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• v.6 no.3
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• pp.149-164
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• 2023

Today, when innovation and creativity become increasingly important, management of human resources is a key factor for corporate performance and competitive advantage. Corporate are implementing and introducing various types of support methods for members to achieve goals and improve organizational performance. Organizational culture and organizational trust affect the cognitive and emotional state of members. Furthermore, it can bring about changes in organizational performance such as job stress and job satisfaction. From an institutional point of view, work-life balance is also a major factor affecting organizational performance. The imbalance between work and life leads to a decline in organizational performance, such as decreased morale and dissatisfaction with work. In relation to work-life balance, the low birth rate problem intensified and the importance began to emerge. Therefore, the government has implemented various policy support for workers' work-life balance, and the "52-hour workweek" is a representative example. This study analyzed the effect of organizational culture applying the competitive value model on workers' job stress. In addition, the mediating effects of overtime work per week and organizational trust were analyzed. Job stress corresponds to a prerequisite stage that affects job commitment, job satisfaction, and turnover intention. However, research measuring job stress by organizational performance is insufficient. In addition, there are few studies analyzing the relationship between overtime and organizational performance. Considering this, it is necessary to understand the influence relationship. The results of the study are as follows. First, a hierarchical culture increases the job stress of workers. On the other hand, innovation-oriented, relationship-oriented, and competition-oriented corporate culture reduce job stress. Second, a hierarchical culture has reduced trust in the organization, and other organizational cultures have increased trust in the organization. Third, relationship-oriented and competition-oriented organizational culture reduced overtime. Innovation-oriented, hierarchical-oriented culture increased overtime Fourth, organizational trust and overtime have the effect of mediating organizational culture and job stress. Based on these analysis results, this study presented academic and political implications.

• The Journal of Korean Academic Society of Nursing Education
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• v.29 no.3
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• pp.302-318
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• 2023

Purpose: This study aimed to identify the variables related to the organizational silence of Korean hospital nurses and to examine the effect sizes of correlations between the related variables and sub-types of organizational silence. Methods: Relevant studies were searched through a systematic search in six Korean electronic databases (RISS, ScienceON, KCI, DBpia, e-Article, and KISS) using June 2022 as the end date. Thirteen studies were identified through a systematic review and eight of them were meta-analyzed. The correlation effect size r (ESr) for each related variable was calculated. Results: Twenty-two related variables were identified from the systematic review. Of them, organizational culture was the most frequently examined. Seven variables (three organizational, two leader-member exchange, and two consequences of organizational silence) were found eligible for the meta-analysis. The intention of turnover (ESr=.39; 95% confidence interval, 95% CI=.32 to .45) and leader-member exchange ("manager's leaderships" ESr=-.33, 95% CI= -.43 to -.21; "manager's inclination to reject negative feedback" ESr=.32, 95% CI=.23 to .39) had larger correlation effect sizes than the other variables that related to organizational silence, in particular, acquiescent silence, which had the largest correlation effect size among the three sub-types of organizational silence. Conclusion: These findings show that the intention of turnover and leader-member exchanges were the main factors that related to the organizational silence. This indicates that it is necessary to develop management and education programs, as well as communication systems that focus on reducing and managing organizational silence, especially acquiescent silence.

• Korea Journal of Hospital Management
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• v.4 no.2
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• pp.1-20
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• 1999

Objectives: Quality of Working Life(QWL) is a set of employee's physical, mental conditions which are perceived at their work. Most employees and managers are concerned about the quality of working life as a strategy for improving organizational effectiveness. The purpose of this study is to investigate the relationship between QWL and organizational effectiveness of employees at the general hospital. Methods : Data were collected by self-administered questionnaires at the general hospital in Kyunggi-Do. Survey was conducted to 675 workers. QWL was measured by using 5 items from the scale developed by Walton(1973). Organizational effectiveness was measured by measuring organizational commitment, intention of job-shift, and job satisfaction. Results: The recognitions to each component of QWL were significantly different by socio-demographic characteristics such as sex, age, education levels and working duration. Also, QWL were significantly different by types of organizational culture. Multiple regression analysis and multiple logistic regression analysis were applied to find the relationship of QWL and organizational effectiveness. As a result, job-pride, compensation, working condition, human relationship and development showed significant relationship with organizational effectiveness. Conclusions: These results show that QWL is significantly related to organizational effectiveness. So we expect that this result will be used as basic informations for management and motivation of employees at the general hospital.