• Journal of Korean Society of Industrial and Systems Engineering
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• v.13 no.22
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• pp.99-111
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• 1990

The first national QC Circle Convention sponsored by Industry Advancement Administration in 1975 was the beginning of employees group activity from a national point view. Subsequently some events such as the first nationwide Factory Seamaul activity small Group Convention, which was supervised by the ministry of Trading and Industry and Factory Seamanulundong promotion Center, paved the way for proliferation of the group activity through all kinds of manufacturing. Although since November 1982 these two conventions has been united, many problem have been disclosed that are against the basic principle more or less. Worker's small group activity is, essentially, a trouble shooting oriented voluntary small group within their working place to improve the surroundings creatively. In practice, however, many groups are so typical and so impetuous of the material effect that it is worried to be inclined to outform rather than contents. Effective small group activities are presumed to he successful only with labor management cooperation on the basis of human-oriented management philosophy. The small group activities are also prevalent in service sector. More derivative methods have been developed and more members are willingly participating in training programs. The small group which is basically a horizontal organization unit, promotes communication within the whole organization. In consideration of the social circumstances and traditions, the flexible model of the small group activities suitable to the corporate environment, will contribute to industrial development.

• Journal of Korean Society for Quality Management
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• v.19 no.1
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• pp.115-128
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• 1991

In korea, since November 1982 these two small group actvity convension (QC circle convension and Factory Saemaul activity small group convension) has been united, many problem have been disclosed that are against the basic principle more or less. Worker's small group activity is essentially, a trouble shooting oriented voluntary small group within their working place to improve the surroundings creatively. In practice. however, many group are so typical and so impetuous of the material effect that it is worried to be inclined to outform rather than contents. Effective small group activities are presumed to be successful only with labor management cooperation on the basis of human-orient management philosophy. The small group activities are also prevalent in service sector. More derivative methods have been developed and more members are willingly participating in training programs. The small group which is basically a horizontal organization unit, promptes communication within the whole organization. In consideration of the social circumstances and traditions, the flexible model of the small group activities suitable to the corporate environment, will contribute industrial development.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.12 no.3
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• pp.163-176
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• 2017

The fourth industrial revolution and creative economy are in the center of today's economic environments. In this context, venture companies make great efforts in achieving innovative capability for sustainable growth. Especially, in order to create the innovative capability or innovation performance, they are very much interested in obtaining such characteristics of organizational ambidexterity as exploration and exploitation. Thus, this study aims to study the organizational contextual ambidexterity as a key factor to create SMEs' performance and to conduct an empirical research with the data collected from domestic SMEs in order to find the antecedent and consequence of this ambidexterity. In so doing, we selected as an antecedent of contextual ambidexterity quality management practice, which is an innovative method of enterprise innovation and enterprise level, innovation performance (radical and incremental Innovation performance) as a consequence and ran a series of regression analyses. As a result, quality management practices such as quality circle activities have had positive effect on organizational ambidexterity, that is, exploration and exploration, and contextual ambidexterity has affected positively on innovation performance. It is also found that the contextual ambidexterity plays a full mediating role in the relationship between quality management practices and innovation performance. The results of this study suggest that contextual ambidexterity is essential to achieving organizational innovation performance and quality management activities such as quality circle should be preceded in order to stimulate or stimulate contextual ambidexterity.