• 한국콘텐츠학회논문지
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• 제16권12호
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• pp.667-676
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• 2016

본 연구는 한국의 사회적기업이 사회적 경제의 핵심조직으로 급격히 성장하고 있는 상황에서 사회적기업과 영리기업종사자들을 대상으로 조직문화의 차이를 확인하고, 조직성과에 미치는 영향을 평가하였다. 주요 결과는 다음과 같다. 첫째, 사회적기업과 영리기업종사자의 특성차이 분석결과 사회적기업이 여성비율이 많고, 연령이 높았으며 연봉은 영리기업이 많았다. 사회적기업이 저임금의 여성 노인을 많이 채용하고 있음을 알 수 있다. 둘째, 조직문화차이 분석결과 합리문화는 영리기업이 높고, 집단문화는 사회적기업이 높았다. 영리기업이 생산성과 효율성, 계획수립과 목표설정, 목표달성 위주의 평가, 실적위주의 평가를 중요시하는 반면 사회적기업이 친화와 참여, 종업원 개개인의 개발, 집단사기와 응집력, 상호협조 및 신뢰감을 중요시하고 있었다. 또한, 사회적성과와 경제적성과 모두 사회적기업이 영리기업에 비하여 높았다. 사회적기업이 종사자 참여와 이해에 기반하여 투명하게 조직을 운영하고 있어서 경제적성과도 높게 인식하는 것으로 판단된다. 셋째, 사회적성과는 영리기업은 개발문화 집단문화, 사회적기업은 개발문화 집단문화 위계문화가 높을수록 증가하였다. 경제적성과는 영리기업은 합리문화가 낮을수록 증가하였고, 사회적기업은 집단문화가 높을수록 증가하였다. 아울러 사회적기업 종사자들이 영리기업종사자들에 비하여 사회적성과와 경제적 성과가 높다고 인식하고 있었다. 요컨대, 한국 사회적기업이 영리기업과 차별적인 조직문화를 형성해나가고 있으며, 이러한 조직문화가 조직성과를 달성하는데 기여하고 있는 것으로 판단된다.

• International Journal of Advanced Culture Technology
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• 제8권1호
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• pp.26-37
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• 2020

The purpose of this study is to verify the relationship between the entrepreneurship and management strategy perceived by the members of SMEs and their organizational performance. First, as a result of the hypothesis that the entrepreneurship of one hypothesis had a significant influence on organizational performance, risk sensibility, progressiveness, and innovation, which are entrepreneurship, had a positive influence on both financial and non-financial performance. Second, as a result of verifying the influence relationship of the hypothesis two entrepreneurship on the management strategy, risk sensibility, progressiveness, and innovation, which are entrepreneurship, were statistically significant for the management strategy, cost advantage strategy, differentiation strategy, and centralization strategy. Therefore, in order to practice management strategy based on entrepreneurship, it was analyzed to influence mutual cohesion. Third, the management strategy showed a positive influence on organizational performance. In particular, only the centralization strategy, a type of SMEs' management strategy, confirmed the positive impact on the financial and non-financial performance. Therefore, the importance of entrepreneurship and management strategy has been emphasized in order for SMEs to create organizational performance through the advancement of sustainability management system.

• 산경연구논집
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• 제13권8호
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• pp.19-27
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• 2022

Purpose: CEOs develop policies through their effective decision-making while employees implement the policies so that a business realizes the expected returns. This research focuses on the importance of the CEO's sustainable leadership to distribute environmental education culture to improve employees' environmental performance. Research design, data and methodology: The PRISMA that is selected by the present research is an evidence-based minimum group of entities for reporting in systematic reviews and meta-analyses. The core focus of the concept is to note studies that evaluate the impacts of intervention and can also be utilized as a basis for writing systematic reviews rather than intervention evaluations. Results: The current investigation indicates that there are four kinds of suggestions (a. Increased organizational learning, b. Open communication, c. Participative decision making, d. Psychological empowerment) how the management should develop sustainable leadership for distributing green culture and improving employee green performance. Conclusions: Based on four solutions, the present research concludes that sustainable leadership for CEOs is not only of advantage in terms of protecting the environment and the people, but it fosters increased organizational learning. Increased organizational learning leads to better employee sustainable performance, which includes financial performance and the social and environmental initiatives the organization implements.

• Journal of Information Technology Applications and Management
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• 제16권3호
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• pp.113-124
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• 2009

How can action learning program promote organizational learning performance and especially project based team performance in Web-based small and medium-sized enterprises (SMEs)? This article discusses the association between project based team in action learning program and the performance of Web-based SME to be learning organization. In the case of ALPACO, action learning program that promote employee communication behavior, knowledge sharing, and organizational learning are found to be positively associated with the project based team performance and organizational learning, The results indicate that action learning program in SMEs indeed associated with greater knowledge sharing, learning communication skills and changing organizational culture. Learning organization can be, in turn, positively developed by project based team through action learning program for creating competitive advantage, Also, this study offers further support for the practical perspective on learning organization performance. The evidence from this case study suggests that the project team in action learning program playa significant role in team performance and the development of learning organization of the firm. Therefore, in the future, Web-based SMEs should consider making investments in action learning program that encourage project team's effective management in decision making, knowledge sharing, and organizational learning.

• 통상정보연구
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• 제18권3호
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• pp.307-327
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• 2016

본 연구는 한국 중소 제조 기업을 대상으로 조직문화, 전략유형, 전략적 활동 그리고 수출성과의 관계를 실증 분석하였다. 주요 개념 사이에 경로모형을 설정하였으며, 전략유형의 조절효과 검증을 목적으로 집단 간 비교분석을 실행하였다. 기존 연구를 기반으로 잠재변인과 20개의 측정문항을 설정하였다. 조직문화는 혁신형과 시장형으로 나누었으며, 전략유형은 공격형과 방어형으로 구분하였다. 200개 기업을 대상으로 구조방정식 모형으로 실증분석을 진행하였다. 분석결과 조직문화, 고객관계구축, 제품품질활동, 수출성과 사이에 모두 긍정적 영향이 나타났다. 집단 간 비교분석 결과, 공격형 전략 집단에서 혁신형 문화가 고객관계 구축 활동과 제품 품질확보에 더 큰 영향을 주었다. 또한, 공격형 전략의 경우 고객관계 구축과 수출성과의 관계에서도 혁신형이 시장형보다 더 큰 영향을 주었다. 분석결과는 해외시장 진출 중소 제조 기업이 공격형 전략을 선택할 때 고객관계구축의 중요성을 시사한다.

• 한국프랜차이즈경영연구
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• 제7권2호
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• pp.5-14
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• 2016

Purpose - Competitive industry structure and recent economic depression challenge a survival of Korean small- and medium-sized food franchising companies (SMFCs), albeit the explosive growth of the Korean food service industry for last few decades. Against this backdrop, it examines how these SMFCs overcome liabilities of smallness and resource scarcity to strengthen competitive advantage in the market. To tackle this, in this article we focus on corporate entrepreneurship and human resources as a knowledge-based asset for these SMFCs. Furthermore, the ratio of employee turnover is high in SMFCs. We view that such brain-drain may result in poor performance of the Korean SMFCs. As such, we pay attention to the role of organizational commitment to an organization as a solution for enhancing individual-level employees' loyalty toward their organization. Research design, data, and methodology - Our research question is to what extent corporate entrepreneurship (i.e., innovative organizational culture, organizational autonomy, and administrative innovation) affects an individual-level attitude toward the organization and, in turn, employee creativity and satisfaction in the Korean SMFCs context. We collected data from employees in SMFCs for three months. A total of 126 valid questionnaires were collected, and analyzed the data using partial least squares path modeling. Results - The reliable and valid measurement model feed into testing the structural model. Our findings suggest that innovative organizational culture and organizational autonomy positively affect employee commitment. Particularly, organizational autonomy has a greater effect than innovative culture on employee commitment. However, the relationship between administrative innovation and employee commitment is not significant. We also find that employee commitment positively affects both employee creativity and satisfaction. Conclusions - Our contribution to the existing franchising business and management literature is twofold. First, the conceptual model includes three antecedents in the organizational entrepreneurship dimension to organizational commitment. Second, we conceptualize organizational commitment as employee commitment, and validate its impact on employee creativity and job satisfaction at an individual performance level. Overall, this article suggests that it is critically important for the Korean SMFCs to develop corporate entrepreneurship in order to facilitate employees' positive attitudes toward their organizations.

• 경영과정보연구
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• 제38권2호
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• pp.105-118
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• 2019

기업이 수립한 전략이 효율적으로 실행되기 위해서는 적절한 조직문화가 뒷받침되어야 한다. 이는 전략실행에 적합한 조직문화를 갖추고 있을 경우 기업성과가 더욱 높아질 수 있음을 의미한다. 따라서 본 연구에서는 경쟁전략과 조직문화간의 적합성이 균형성과표 관점별 성과에 미치는 영향에 대해 분석해 보고자 한다. 경쟁전략을 원가우위전략과 제품차별화전략, 조직문화를 위계 합리문화, 합의 개발문화로 대별하고, KOSPI 상장 제조기업을 대상으로 설문조사를 통해 수집된 122부의 설문자료를 바탕으로 경쟁전략과 조직문화간의 적합성이 균형성과표 관점별 성과에 미치는 영향에 대해 실증 분석한 결과를 요약하면 다음과 같다. 첫째, 원가우위전략을 추진하는 기업의 경우 위계 합리문화의 적합성이 높은 것으로 나타났다. 구체적으로 원가우위전략과 위계 합리문화의 적합성이 높을수록 학습과 성장 관점 성과를 제외한 나머지 균형성과 표 관점별 성과가 더욱 높은 것으로 나타났다. 둘째, 제품차별화전략을 추진하는 기업의 경우 합의 개발문화의 적합성이 높은 것으로 나타났다. 구체적으로 제품차별화전략과 합의 개발문화의 적합성이 높을수록 모든 균형성과표 관점별 성과에 긍정적인 영향을 미치는 것으로 분석되었다. 본 연구는 기업이 수립한 전략의 성공적 추진을 위해서는 조직구성원의 신념 및 행동에 변화를 야기할 수 있는 조직문화를 전략에 적합하게 형성하는 것이 중요하다는 것을 실증적으로 규명해 보았다는데 연구의 의의를 찾을 수 있겠다.

• 유통과학연구
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• 제19권12호
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• pp.57-69
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• 2021

Purpose: This study aims to measure whether the business performance of Padang restaurants in North Jakarta is primarily affected by service distribution strategy and other factors, specifically the local-based organizational culture and entrepreneurial orientation. Research design, data and methodology: This quantitative research has used Structural Model-Partial Least Square (PLS-SEM) with SMART PLS 3.0 as the analytical tool. The study's sample focus is the owner or person in charge of the Padang restaurant business in North Jakarta. Data has been collected using a questionnaire instrument with a Likert scale scale ('1-strongly disagree' to '5-strongly agree'). A total of 86 samples with a random technique were obtained from three areas in North Jakarta: Kelapa Gading, Pademangan, and Penjaringan. Results: Interestingly, this research finds that service distribution strategy does not affect business performance, either directly or indirectly. Business performance in this study is affected by entrepreneurial orientation. In additional results, the local organizational culture significantly affects the entrepreneurial orientation, but does not affect the business performance in terms of management process. Conclusions: This study provides practical implications for restaurant businesses regarding the use of local cultural concepts to consider strategies for survival in today's challenging times while continuing operations during limitations.

• 산경연구논집
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• 제11권6호
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• pp.29-39
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• 2020

Purpose: The purpose of this study is, in the situation where rapid response to the rapidly changing environment is required due to the development of the fourth industrial revolution such as artificial intelligence, virtual reality, and the internet of things, robotics, big data, additive manufacturing, bio-health, sharing economy and in the organizational culture aspiring toward the innovation of a major company, small business and a public institution, to analyze what influence a job-engagement and stress make, and what influence individual's self-efficacy as a moderator mediator makes, and to offer basic data for improving job-engagement and lowering job-stress. Research design, data, and methodology: For doing this, the literature and the empirical studies were combined. Deriving innovation-oriented organizational culture as factors affecting the job engagement and job stress through the literature, and have established hypotheses to verify them. We have collected data of 281 from ex,ecutives and staff-members working in areas including major company, small business and officials (the central government, a local public service, the prosecution, the police, and school). And these data were analyzed by SPSS 23 version. Results: Based on these data, the results of analysis were as follows; First, the innovation-oriented organizational culture which was recognized by organizational members had effect on job-stress. Second, the innovation-oriented organizational culture which was recognized by organizational members influenced job-stress. Third, in the relationship between the innovation-oriented organizational culture and job-engagement, self-efficacy did not influenced job-engagement. Finally, in the relationship between the innovation-oriented organizational culture and job-stress, self-efficacy influenced job-stress. Conclusions: Innovation-oriented organizational culture places importance on the organization's adaptability and flexibility in the external environment, so companies need to establish an innovation-oriented organizational culture favorable to achieving survival and successful innovation, and to develop and disseminate programs of positive and continuous organizations to improve task enthusiasm, reduce task stress, and enhance organizational performance. In the future, it will be necessary to verify the effectiveness of various organizational culture types through comparative analysis with companies that actively maintain an innovation-oriented organizational culture (Google, Kakao, etc.) and companies that prefer hierarchy-oriented organizational culture, relationship-oriented organizational culture, and market-oriented organizational culture.

• 연구윤리
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• 제5권2호
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• pp.1-6
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• 2024

Purpose: PBM is emerging as a major management system for securing corporate productivity and enhancing competitiveness, and various studies are being conducted. The purpose of this study is to analyze research trends published in KCI-listed journals and papers since 1999 to understand the current status of research and provide basic data for more extensive research and development of performance management in the future. Research design, data and methodology: A detailed examination of research trends was conducted through the analysis of abstracts from 154 research papers on PBM. To facilitate a comprehensive analysis of these trends, LDA topic modelling was employed. Results: First, it should be noted that research on PBM is not limited to the area of HRM. Instead, PBM research is expanding to encompass comprehensive personnel systems. Second, the results of topic modeling analysis show that although the initial focus of research was on human resource management, there is now a growing interest in fairness and organizational culture in the entire organization. Conclusions: PBM is becoming a dominant paradigm as it shifts from HR systems to organizational fairness and culture. This suggests that future research should consider both quantitative and qualitative aspects of PBM to improve corporate performance while prioritizing organizational fairness and culture.