• Journal of Digital Convergence
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• v.16 no.9
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• pp.99-106
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• 2018

The purpose of this study is to verify the effect of organizational culture on job satisfaction and to explore the moderating effect of locus of control. The study examined adhocracy culture among organizational cultures and divided into internals and externals for moderating effect of locus of control. The data analysis was used to SAS Ver 9.4 and PLS Ver 3.0. The test was conducted by 283 employees working at large, small-medium company and public enterprise in Mongolia. The results indicate that the positive adhocracy culture and job satisfaction were statistically supported. And this study found that internals moderating roles in the relationship between adhocracy culture and job satisfaction. Based on the findings of this study, the study presented managerial implications and suggestions for future studies.

• The Journal of Industrial Distribution & Business
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• v.8 no.5
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• pp.65-75
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• 2017

Purpose - The purpose of this study is to verify a role of organizational culture as antecedents to influence psychological empowerment of organizational members, focusing on service workers of casino companies. Therefore, this study sought to examine the question of each clan, adhocracy, market, and hierarchy culture that the workers perceive to influence their psychological empowerment. Thus, the current study examined the relationship between organizational culture and the psychological empowerment by empirical analysis. Research design, data, and methodology - This study chose four domestic casino companies that are run only for foreigners. Using an offline survey, it analyzed the questionnaire data of the 249 surveys collected from employees working in the sales and service sectors. Independent variables were four types of organizational culture: clan, adhocracy, market, and hierarchy. Dependent variables were four subcategories of psychological empowerment: meaning, competence, self-determination, and impact. As research methods, the study applied descriptive statistics, factor analysis, reliability analysis, correlation analysis, and multiple regression analysis, using SPSS 21.0 statistical program. Results - Among the organizational culture types, the clan and adhocracy cultures, which emphasize flexibility and autonomy, were relatively more important for the psychological empowerment of workers than the hierarchy and market cultures. Clan culture was the most important factor in terms of meaning and competence, and adhocracy culture was the most important factor in self-determination and impact. However, the hierarchy and market cultures that pursue control and stability were also cultural types that positively affected psychological empowerment of the workers. Hierarchy culture showed positive effects on meaning, competence, and impact except self-determination, and market culture had positive effect only on competency. Conclusions - The study found that organizational culture is an important predictor of psychological empowerment of the employees in casino companies and that important organizational culture types may be different for each sub-factor of psychological empowerment. It suggests that casino companies have to try to recognize and secure diverse organizational culture in order to activate psychological empowerment of their employees because they can provide quality service for customers. Therefore, it is necessary to create a harmonious and balanced culture between promoting flexible and autonomous organizational atmosphere, and stably controlling and operating the organization.

• Journal of Digital Convergence
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• v.18 no.6
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• pp.133-141
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• 2020

Currently, companies are focusing on how they make their members have change-oriented organizational citizen behavior in the era of fierce competition due to the 4th industrial revolution. Therefore, this study verified how the flexible culture of adhocracy-clan plays a role in positive psychological capital and change-oriented organizational citizen behavior. A survey was conducted for employees in companies located in Daejeon-si, Sejong-si, Chungcheongnam-do, and Chungcheongbuk-do, and 394 valid questionnaires were used for analysis. The concrete analysis results are obtained from the study as follows. First, among the flexible cultures of adhocracy-clan, the innovation culture was found to have a significant effect on change-oriented organizational citizenship behavior while relationship culture was found to not directly affect change-oriented organizational citizenship behavior. Second, the flexible cultures of adhocracy-clan, the innovation culture was found to have a significant effect on the positive psychological capital. Third, the positive psychological capital was found to have a significant effect on the change-oriented organizational citizenship behavior. Fourth, the positive psychological capital was found to play a mediating role in the relation between the recognition of flexible cultures of adhocracy-clan and the change-oriented organizational citizenship behavior. Therefore, it can be said to find out the fact that the change-oriented organizational citizen behavior can appear under the fierce competition as nowadays only when the organization should establish the organization culture of innovation-relation or the members are in the positive psychological state. We expect that the future study on the type of subculture and new organizational citizen behavior will be made in the manner of classifying the unit of organizational culture into a headquarter or team for measurement.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.8
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• pp.135-144
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• 2022

Organizational culture has been recognized as a determinant of corporate Effectiveness. Cultural components could affect corporate Effectiveness to different extents. However, it seems that none of the previous studies have evaluated and compared these influential extents of cultural components. The current research applies analytic hierarchy processes to assess and rate the significance extents that, cultural components play in resulting in corporate Effectiveness. Then, the current work utilizes regression analyses to re-evaluate the significance extents for the robustness of analytic hierarchy processes. The findings indicate that clan culture is the most vital component in explaining corporate Effectiveness. In contrast, adhocracy culture is the least important component in affecting corporate Effectiveness. Market culture is a cultural component that is ranked the second in determining corporate Effectiveness, and next is hierarchy culture which is the third. The findings are in support of the positive influences of clan, market, and adhocracy cultures on corporate Effectiveness; whereas it found the negative impact of hierarchy culture on corporate Effectiveness.

• International Commerce and Information Review
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• v.18 no.3
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• pp.307-327
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• 2016

This study was conducted to investigate the role of the type of strategies on the relationship organizational culture, strategics activities and the export performance of manufacturing SMEs. This study analyzed the moderated effects of type of strategies between the organizational culture, strategic activities and the export performance of SMEs. This study suggested 20 questions latent variables based on existing research. Organizational culture were divided into adhocracy culture and market culture and strategy types were divided into prospectors and defenders. The sample SMEs be analyzed were 200 firms. The 7 hypotheses including moderated effects were analyzed by using LISREL as structural equation modeling. In the result of empirical analysis, the adhocracy culture indicates a positive effect on customer relationship building activities but product quality assurance activities was not significant. Market culture showed a positive impact on both customer relationship building and quality assurance activities. This study conducted multi-group analysis for the purpose of the moderated effects of type of strategies. Multi-group analysis results showed that there are difference effects between the relationship of adhocracy culture, customer relationship building activities and product quality assurance activities. In addition, the group choice adhocracy culture based on the prospectors strategy had a greater impact than the market culture group on the relationship building activities and export performance.

• Culinary science and hospitality research
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• v.14 no.4
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• pp.292-305
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• 2008

This study examines the relationships among the leadership of hotel managers, organizational culture, and business performance with an empirical analysis. The results of analyzing various factors are as follows. Leadership can be divided into 'democratic leadership' and 'authority leadership'. Organizational culture can also be divided into 'adhocracy culture', 'clan culture', 'hierarchy culture', and 'market culture' while business performance into 'nonfinancial performance' and 'financial performance'. After that, canonical correlation analyses between leadership and organizational culture, organizational culture and business performance, and leadership and business performance were conducted.

• Journal of the Korea Safety Management & Science
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• v.22 no.4
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• pp.27-34
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• 2020

This investigation was carried out in Liaoning, Shandong, and Shaanxi where classified most of their geological organizations into profit organizations, which means they must implement enterprise-oriented reform immediately. The valid 311 questionnaires were collected and used to verify the serial mediating model by AMOS 23.0. Results verified the crucial mediating effects of structural and psychological empowerment between external-focused organizational culture and openness for change. Adhocracy culture positively affects employees' openness for change through three indirect paths, including one mediator and two mediators. Market culture impacts individuals' openness for change through two indirect paths, one is through structural empowerment and another one is through two mediators. The findings provide managers in geological organizations with an empowering management practice model which could promote geological industry reform effectively.

• East Asian Journal of Business Economics (EAJBE)
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• v.12 no.2
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• pp.43-50
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• 2024

Purpose: The present study investigates if the type of organizational culture influences the level of job-related stress. This study is significant because creating the need to explore the concept to become more informed on the best practices to promote and foster a positive culture that prioritizes workers, it could result in a healthier workforce, improved organizational performance, and success. Research design, data and methodology: Examining previous studies by other researchers was the primary research tool for this study. The organized approach of gathering data and assessing related work was vital in developing a fundamental basis for advancing knowledge on this concept while enhancing theory development and drawing more informed conclusion. Results: These four types, including the clan, adhocracy, hierarchical, and market cultures, contribute significantly in revealing four associations between the two variables, including (i) supportive culture and reduced stress, (ii) high pressure and increased stress, (iii)autonomous culture and variable stress levels, and (iv) open culture and low-stress levels. Conclusions: The literature affirms a multifaceted link between employee workplace stress and organizational culture type. The findings show that these cultures are crucial in influencing the level of stress among employees. All four types were hypothesized to have a significant relationship with job stress.

• Journal of Korea Technology Innovation Society
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• v.20 no.3
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• pp.684-708
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• 2017

This paper investigates the effects of transformational leadership and transactional leadership on the creativity of members in R&D organizations. We also analyze the leadership mechanism and the influence of effective environment by using team climate as a mediator and using adhocracy and hierarchy organizational culture as moderator. Data were collected through surveys of Korean Public Research Institutes conducting mainly basic science and applied sciences. 327 valid samples were tested using a structural equation model (SEM). Empirical results confirm that transactional leadership exhibits stronger direct effect on the creativity than transformational leadership. However, in indirect effects mediated by creative team climate, transformational leadership is found to be stronger than transactional leadership. It may reflect the characteristics of R&D organization. Also, through the verification of the moderating effect of the organizational culture, the adhocracy organizational culture appears to improve the creativity and the hierarchical organizational culture appears to inhibit the creativity. It is confirmed that the influence of organizational culture is statistically significant in R&D organizations with strong autonomy and independence. It is suggested that the leadership on the creativity of the members in the R&D organization may be indirect in the context of the team and the organization as well as the direct effects according to the type.

• Proceedings of the Korean Society of Computer Information Conference
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• 2022.01a
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• pp.53-54
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• 2022

본 논문에서는 메타버스 네트워크에서 작업을 하고, 성과를 이루려고 하는 조직이 어떠한 조직문화를 가지고 있는지 기존의 오프라인의 소통 위주의 조직과 비교하여 변화된 조직문화 성향을 알아보고자 한다. 앞으로 뉴노멀 시대에 시간과 공간의 제약에서 벗어나 글로벌 적인 환경에서 점차 메타버스를 이용한 작업은 확장되어 질것이며 기존과 다른 새로운 조직 프로세스에서 구성원들의 작업효율과 최대치의 결과 값을 얻기 위하여 이와 같은 연구를 통해 유의미를 찾고 보다 발전적인 조직문화에 보탬이 되고자 한다.