• Korean Security Journal
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• no.10
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• pp.79-102
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• 2005

This study aims to present implications to the basic directions according to organization's own objectives, roles, physiology and changes, etc for private security being activated. The change in organization can lead to foster the foundation for coping with sharp social environmental changes. The fundamental factors leading organizational changes should include intentional, planned and future-oriented activities. This is because organizational changes can be achieved by organizational learning. Besides, organizational learning is indeed important in terms of improvement in business methods and security services, but it should be also much more examined than in any other organization, since business particularity lies in getting in most sensitive contact with customers on the spot. Therefore, this study aims to propose the developmental directions of organizational learning by positively exploring the basic learning directions according to the influences of organizational learning, focusing the organizational efficientization strategies coping with environmental changes on the organizational learning.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2000.10a
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• pp.197-200
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• 2000

The objective of this research is to identify perceived organizational performance changes resulting from customer-supplier partnership and their joint action. In addition, the perceived organizational performance change in this research is compared with objectively measured organizational performance improvement to see if there is any difference between them.

• Knowledge Management Research
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• v.22 no.1
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• pp.85-103
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• 2021

While there is a rapid transition to smart work due to COVID-19, not many studies have measured the changes in organizational culture after firm-wide institutionalization of smart work. Through a questionnaire and a series of stakeholder interviews, this study examined how and to what extent employees' perception of organizational culture changed after the introduction of smart work in a large leisure service company H in South Korea. The working culture of the organization is measured as the changes in the organizational members' perception on seven dimensions: strategic innovativeness, organizational flexibility, fair human resource management, rational decision making processes, organizational vitality, trustful collaboration, proactive leadership. The results demonstrated that, after the introduction of smart work, the organizational members' perception on strategic innovativeness, organizational flexibility, organizational vitality, trustful collaboration have declined significantly while the changes in fair human resource management, rational decision making processes, and proactive leadership are insignificant. Though found to be insignificant, follow up interviews revealed that participants think that the role of management leadership is very critical for the smart work systems to be institutionalized successfully. While the smart work may have different effects depending upon industry or organizational characteristics, this study present a case for changes in organizational culture after institutionalizing smart work. Implications are discussed with further research issues at the end.

• The Korean Journal of Health Service Management
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• v.12 no.1
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• pp.35-46
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• 2018

Objectives : The purpose of this study was to present basic data on organizational changes in a Korean medicine hospital by performing organizational diagnosis and examining the job satisfaction and organizational commitment of the hospital. Methods : The subjects were a total of 218 employees in four Korean medicine hospitals, and data were collected from 1st to 25th September 2015. Using SPSS 21.0, frequency analysis, technical statistical analysis, t-test, ANOVA, Pearson's correlation analysis, and multiple regression analysis were performed. Results : The Korean medicine hospital tended to value relationships, the rewards for and attitudes towards change were low. The number of participants in this study with higher organizational diagnosis scores was high for job satisfaction and organizational commitment, and there was a strong positive correlation. It was seen that rewards, relationship, helpful mechanisms, and leadership among organizational diagnosis areas had an effect on job satisfaction, and helpful mechanisms, purposes, and leadership had an effect on organizational commitment. Conclusions : These findings will be useful because policies, research, and education are needed to facilitate organizational changes in Korean medicine hospitals.

• Korea Journal of Hospital Management
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• v.15 no.2
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• pp.61-83
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• 2010

The purpose of this study is to analyze the effects of the introduction of 'business performance evaluation program' on the changes in organizational culture and employee commitment. The data for this study were collected three times, in 2006, 2008, and 2009 from the employees at a public hospital in Korea. The main findings of this study are as follows. 1. Organizational culture has gradually changed as the 'business performance evaluation program' was introduced and implemented. Regarding the changes in the different type of culture, we can see that group culture, developmental culture and rational culture has been stronger and, on the other hand, the introduction of 'the program' did not have as much impact on the hierarchical culture as on the other types of culture. 2. The group culture has have more impact on the organizational commitment than other types of culture. In case of the hierarchical culture, however, statistically significant relationships could not be found between the organizational commitment and the introduction of business performance evaluation program.

• International Journal of Advanced Culture Technology
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• v.10 no.3
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• pp.93-103
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• 2022

The purpose of this study is to empirically analyze the mediating effect of innovation activities on the effect of organizational culture perceived by organizational members on organizational effectiveness. The main results are as follows. First, Hypothesis 1, organizational culture, was adopted as it showed a positive influence on innovation activities. Second, since organizational culture showed statistically significant effect on organizational effectiveness, Hypothesis 2 was adopted. Third, the innovation activity, which is hypothesis 3, was analyzed to have a positive influence on organizational effectiveness. Therefore, hypothesis 3 was accepted. Fourth, the innovation activity, hypothesis 4, showed a mediating effect between organizational culture and organizational effectiveness. As shown in the results of this study, it is indicated that organizations should improve organizational effectiveness for growth and development through the advancement of the sustainability management system in the rapidly changing business environment. To this end, it was necessary to systematically build and activate an organizational culture and innovation activities suitable for the characteristics of the organization. In other words, organizational effectiveness can be improved when constructing and implementing advanced innovation activities based on measures to revitalize organizational culture according to changes in the business environment.

• Journal of Korean Academy of Nursing Administration
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• v.20 no.5
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• pp.469-480
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• 2014

Purpose: This study was conducted to explore clinical nurses' experience of positive organizational culture in order to provide data for effective strategies of acquisition and retention of competent nurses. Methods: In this qualitative study, interviews with four focus groups of four to six nurses, 19 in total, were held. Compositional factors in groups included clinical experience, age, work place, and position. Interviews proceeded until data were saturated. Results: Fifteen sub-themes, categorized into six themes, emerged. Positive organizational culture themes included "Helping nurses to be organization members", "Allowing nurses to communicate with one another", "Helping nurses take an initiative to lead organization", "Having competent leader take charge of organization", "Enabling nurses to achieve organizational changes", and "Leading nurses to accomplish organizational performance." Conclusion: Results indicate that positive organizational culture is related to increases in occupational satisfaction and decreases in turnover through supportive organizational culture which makes it possible to reinvest expenses required for training new members to promoting quality growth in the organization and the prestige of professional nurses. In order to improve occupational satisfaction and sustained growth in nurses, it is necessary to provide nurses with positive work environments and require members to make active efforts leading to strategic changes.

• The Journal of Industrial Distribution & Business
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• v.14 no.3
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• pp.27-43
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• 2023

Purpose: Changes in the employment environment in the era of the 4th Industrial Revolution are influencing various factors by the emergence of new jobs and the change in perception of job stability due to globalization of information technology and industry This study attempted to present implications by verifying the structural relationship of beauty workers' sustainable organizational commitment and the method necessary for conflict management in the industrial field due to the recent changes in the employment environment of the beauty industry in the 4th Industrial Revolution. Research design, data and methodology: This study sampled 604 beauty industry employees Frequency analysis, validity and reliability analysis, factor analysis, and path analysis were performed using SPSS WIN23.0. Results: It was found that the change in the employment environment caused by the 4th industrial revolution had a significant negative (-) effect on the job satisfaction and organizational commitment of beauty industry workers. Conclusion: This study is that changes in the employment environment negatively affect job satisfaction and organizational commitment of beauty workers. We hope to contribute to the development and growth of the beauty industry by providing basic data for the beauty tech service industry in the 4th industrial era.

• Asia pacific journal of information systems
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• v.32 no.3
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• pp.461-476
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• 2022

AI is recognized to be a key technology for digital transformation (DT) and the value of AI is considered to determine the future of the company. However, in reality, although managers acknowledge the future value of AI and have plans to introduce it, most are not sure what to expect from AI or how to apply it to their business. This study compares two company cases to demonstrate how an organization has successfully achieved AI led organizational change while another failed. Specifically, by taking institutionalist's view, this study examines how the legitimacy enables and constrains AI led organizational changes in organization's practices, processes, and infrastructure. The results of this study indicate that for the success of AI led organizational changes, the legitimacy plays an important role by reducing the challenges from stakeholders and increasing the institutional momentum to move through the phases of the change.

• Journal of the Korean Operations Research and Management Science Society
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• v.28 no.2
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• pp.35-59
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• 2003

Generally high-tech ventures have few resources with which to withstand unpredictable environmental jolts. Therefore environmental changes may have severe effects on the performance of high-tech ventures. Unfortunately previous empirical studies for predicting the performance of ventures hardly deal with such dynamic changes of performance. We try to examine the performance changes of ventures through a longitudinal study before and after severe environmental changes, namely IMF Bailout Memorandum. For the empirical study, we classified venture firms into four types based on entrepreneur's assessment of their performance changes and investigated how these four types differ in characteristics of entrepreneurs, environment, strategy, and organizational features. We found that differentiation strategies, fit between strategy and environmental changes, entrepreneur's trust and activities such as networking and knowledge accumulation about customers, and decentralized organizational structure were important to the performance changes of high-tech ventures.