• Information Systems Review
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• v.26 no.1
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• pp.269-288
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• 2024

The main objective of this study is to empirically explore how the organizational culture influences financial performance of companies. To achieve this, 58 companies included in the KOSPI 200 were selected from an online job platform in South Korea, JobPlanet. In order to understand the organizational culture of these companies, data was collected and analyzed from 81,067 reviews written by current and former members of these companies on JobPlanet over a period of 9 years from 2014 to 2022. To define the organizational culture of each company based on the review data, this study utilized well-known text analysis techniques, namely Word2Vec and FastText analysis methods. By modifying, supplementing, and extending the keywords associated with the five organizational culture values (Innovation, Integrity, Quality, Respect, and Teamwork) defined by Guiso et al. (2015), this study created a new Culture Dictionary. By using this dictionary, this study explored which cultural values-related keywords appear most often in the review data of each company, revealing the relative strength of specific cultural values within companies. Going a step further, the study also investigated which cultural values statistically impact financial performance. The results indicated that the organizational culture focusing on innovation and creativity (Innovation) and on customers and the market (Quality) positively influenced Tobin's Q, an indicator of a company's future value and growth. For the indicator of profitability, ROA, only the organizational culture emphasizing customers and the market (Quality) showed statistically significant impact. This study distinguishes itself from traditional surveys and case analysis-based research on organizational culture by analyzing large-scale text data to explore organizational culture.

• Asia Marketing Journal
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• v.10 no.2
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• pp.31-69
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• 2008

The purpose of this study is to identify the organizational characteristics that enhance CRM performances of a company. Based on a review of diverse definitions of CRM performance, this study examines the relationships among CRM performance measures and organizational characteristics. A questionnaire survey of 123 CRM managers of Korean companies was conducted to test the proposed research model, and a series of structural equation modeling identified the strong effects of organizational characteristics on CRM performance. It was found that top management commitment to CRM and a firm's strategic readiness lead to high levels of CRM investment, which, in turn, enhance directly task-related performance and indirectly customer-related performance. This study also confirmed that customer orientation is significantly related to task-related CRM performance and that the variables of CRM commitment and organizational culture may enhance customerrelated performance indirectly through their effects on the task-related performance. However, organizational members' resistance to change was found to have no effects on CRM performance. Overall our research broadly supports the role of organizational characteristics revealed in the CRM literature.

• Journal of Korean Society for Quality Management
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• v.41 no.3
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• pp.355-369
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• 2013

Purpose: This study is about Lean-NPD (New Product Development). Lean-NPD is Pulip Line's New Product Development type. This study introduced Lean-NPD Definition, Case Study, and Research Model of Lean-NPD. Empirical results of this survey will be provide suggestions to workers. Methods: Researcher developed research model about Lean-NPD activities. And researched Lean-NPD. This study analyzed model fitness and path significant with SEM(Structural Equation Model). Results: Fitness of the research model was satisfactory level. Leadership capabilities and production operations were significantly influence marketing capabilities(t> ${\pm}1.96$). Organizational culture significantly affected marketing capabilities(t> ${\pm}1.96$). R&D capabilities and marketing competencies had significant influence on business performance(t> ${\pm}1.96$). Marketing capabilities had significant influence on quantitative management performance(t> ${\pm}1.96$). Outstanding leadership appear to directly affect Qualitative Performance(t> ${\pm}1.96$). Conclusion: Under the excellent leadership and management environment definite organic Lean-NPD organizational culture significantly affects the operation can be seen. Lean-NPD of operational activities to provide value to customers, customer-oriented marketing activities can be seen that more important than anything. Lean NPD based on customer needs is key factor of growth.

• Journal of Industrial Convergence
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• v.22 no.6
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• pp.73-80
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• 2024

In this study, the impact of entrepreneurial orientation subfactors on organizational performance in the health and social welfare services industry was examined. Accordingly, responses from 272 organizations in this industry that participated in the corporate section of the 2022 Entrepreneurship Panel Survey conducted by the Korea Entrepreneurship Foundation were used. A regression analysis was performed on the data using the SPSS 25.0 program. According to the analysis, the entrepreneurial orientation subfactors of autonomy, proactiveness, innovativeness, and competitive pursuit had positive impacts on organizational performance. Risk-taking, on the other hand, had no effect on organizational performance. Based on these findings, building an entrepreneurial-oriented organizational culture and strengthening compensation to promote an entrepreneurial orientation are recommended.

• 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 Korean Academy of Nursing
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• v.52 no.5
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• pp.511-521
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• 2022

Purpose: This study aimed to examine the moderating effect of organizational justice on the relationship between self-efficacy and nursing performance among clinical nurses. Methods: In January 2021, a cross-sectional survey was conducted with 224 clinical nurses recruited from a university-affiliated hospital in Suwon, South Korea. Participants completed online-based, self-report structured questionnaires. Collected data were analyzed using multiple regression and a simple model of PROCESS macro with a 95% bias-corrected bootstrap confidence interval. Results: Self-efficacy and organizational justice were found to be significant predictors of nursing performance. These two predictors explained the additional 34.8% variance of nursing performance in the hierarchical regression model, after adjusting the other covariates. In addition, organizational justice moderated the relationship between self-efficacy and nursing performance among the clinical nurses. In particular, at low self-efficacy level, participants with high organizational justice had higher nursing performance compared to those with low organizational justice. Conclusion: Enhancing organizational justice can be used as an organizational strategy for improving the organizational culture in terms of distribution, procedure, and interaction. Ultimately, these efforts will contribute to the improvement of nursing performance through a synergistic effect on organizational justice beyond nurses' individual competency and self-efficacy.

• Knowledge Management Research
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• v.7 no.2
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• pp.35-52
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• 2006

Increasing competitive pressure, the constantly accelerating transformation of the economy, and a stronger focus on value creation have initiated the search for sustainable sources of competitive advantage in organizations. In this context, the concept of treating organizational knowledge as a valuable strategic resource has become quite popular recently. Knowledge has become the most critical component in the struggle for sustained competitive advantage and knowledge management (KM) has also been described for its possible role in creating sustainable competitive advantage. In order to examine the contingency between KM resources, KM strategies, and KM performance of organizations, a contingency model of KM, which is based on resource-based theory as well as knowledge-based theory, is developed from the information systems and strategic management literature in order to assess the following questions: (i) What KM resources affect the organization's KM strategies? (ii) Is there a relationship between KM strategies and organizational performance enhanced by KM? A detailed exploratory analysis of survey responses from 79 Korean companies provides the following significant findings: (i) This study found support for the proposed contingency model of KM; (ii) The organization's KM strategies are determined by social resources and its capabilities; (iii) An organization with a culture-based KM strategy is more likely to enhance organizational KM performance than an organization with a technology-based KM strategy.

• Journal of Digital Convergence
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• v.10 no.11
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• pp.165-174
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• 2012

This study analyzes the effects of group characteristics of smart work users on intention for smart work activation(i.e., time flexibility, space flexibility, resource flexibility and ICT infrastructure). Also, this study analyzes the effects of different types of smart work depending on occupational groups, firm size and gender in local manufacturing companies. The results show that ICT infrastructure had the most significance in the early stage of smart work. On the contrary to the previous studies which focused more on time flexibility and space flexibility, this study exemplified that the resource flexibility demonstrated relatively higher significance than time flexibility and space flexibility. The results suggest the possibility of successful smart work by recognizing the change in organizational culture, specifically in face to face evaluation and vertical organizational culture to performance-based and horizontal organizational culture.

• International Journal of Internet, Broadcasting and Communication
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• v.14 no.3
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• pp.40-50
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• 2022

The purpose of this study is to prove the global OTT, Netflix's organizational resilience (OR). For this, we review previous literatures regarding Netflix's OR and the theoretical logic of the OR. Then, we investigate Netflix's organizational culture (OC), corporate structure and business strategies based on the five levers of the OR. As a result, the first lever, the coordination makes Netflix to get rid of the inner wall by creating Netflix terms like 'sunshining,' and 'postmortem,' which makes their employees extraordinarily candid with each other. The second lever, the cooperation provides employees with understanding customers by sharing company and service information openly and broadly through transparent board system, billboard advertising, etc. The third lever, the clout allows Netflix to encourage independent decision-making by their employees. Netflix customers are under scrutiny and served 24/7 via live chat or phone by supporting a high-performance workplace. The fourth lever, the capabilities are related to Netflix's keeping highly effective people and it establishes a culture of highly motivated employees. The "dream team" policy is run by what is known as the "keeper test." The last lever, the connections make Netflix to forge external strategic partnership to stay agile. There is no rule for partnering with key content producers by allowing creative freedom to them.

• Journal of the Korea Safety Management & Science
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• v.7 no.3
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• pp.1-15
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• 2005

Recently in Korean Society, risk and safety has become a central discourse in not only the social and natural science but also political decision making. The efficient organizational management contributes to controlling the risk factors in the workplace. For the management is influenced and improved by the organizational culture, the alternatives more than simply improving the work environment or enforcing the education of safety on each workers are required. This study was the status of safety culture in organizational members(managers and workers, and specialist) including the attitude on the safety atmosphere and risk perception, and experiences, knowledges, motivation etc. For this part, the method of questionnaire and statistical analysis are mobilized. The degree of safety commitment of organization members appears relatively high (3.97 in five scale estimation), but there are variations in this results according to socio-demographic characteristics. At the same time, managers and professionals actively participation in the program related to safety than workers in production/sales. The higher income level and career is the more attention to the safety is. Based on this survey, we make an rough suggestion of several tasks to the policy -makers: improvement of communication on the risk and safety is required and in particular, the workers in the relatively low level in production/sales. The education system about safety which is, with one-side, provided by government or managers turns out to be inefficient. Rather, small group performance of the organizational members which they participate in the communication with interaction in the various discourse are able to provoke the safety mood in workplace.