• The Journal of Korean Medicine
• /
• v.35 no.1
• /
• pp.145-156
• /
• 2014

Objectives: Korean medicine hospitals, since they first emerged in the early 1970s, have rapidly become a new member of the hospital population. As it was a new organizational frame for traditional medicine, we tried to analyze the changes of Korean medicine hospitals coping with institutional environment and their relative positioning in the whole health care sector. Methods: On the basis of Scott and his colleagues' identification of the three components of institutional environments, changes in organizational logics, actors, and governance of Korean medicine hospitals during the period from 1971 to 2010 were analyzed. Results: First, Similar to previous literature on institutional eras of Korean health sector, three distinct periods were characterized: the foundation of Korean medicine hospitals to consolidate the legal status(1971~1986), a rapid increase of entrepreneurial hospitals through cultural-cognitive legitimacy(1987~2001), and the reinforcement of specialization and competition(2002~present). Conclusions: Results suggested that: (1) changes in institutional environments hada heavy impact on structural and behavioral changes among Korean medicine hospitals, but the pace was slower than that of western medicine hospitals. (2) In structure, Korean medicine hospitals have positioned themselves as unofficial long-term care hospitals, focusing on chronic diseases(e.g. cerebrovascular disease). Our study demonstrated that organizational theories can provide useful framework for the analysis of Korean medicine and related policies. Indeed, one of the most important implications of this study is that understanding changes in institutional environments is important to understand the process of how members of the health care sector live, grow, change, decline and survive.

• Journal of the Korean Society for Railway
• /
• v.10 no.4
• /
• pp.451-456
• /
• 2007

Organizational abilities which assure human resource of excellent quality in enterprise and organization, manages human resource effectively and systematically will be depended on the performance and successful or not of enterprise. The organization which readies to accept changes will survive, the organization makes full use of changes to opportunity and strategy will be a winner. Now when the environment of enterprise is uncertain and environment of management changes, organization should manage HRM in strategic point of view to maintain persistent competition superiority. We investigated how outsourcing affected on organizational performance perception according to inducting BSC from the employees of metro. As a result of the investigation, outsourcing is perceived importantly in study, growth, internal process point of view, but didn't perceived in finance and customer. We guessed that outsourcing would be perceived importantly in financial point of view as a cost reduction. In 5 years from the beginning of metro, it seemed to be perceived importantly, as organizations grow older, perceptions of outsourcing are perceived low because of stabilization of organization and labor's resistance. It is why that the more outsourcing is performed, the more reduction of organization and decrease of employees is expected as much as cost reduction.

• Journal of Korea Society of Digital Industry and Information Management
• /
• v.17 no.1
• /
• pp.57-73
• /
• 2021

The purpose of this study is to analyze the diffusion period and productivity of smartwork in an organization. Firms are increasingly interested in smartwork for non contact work and working from home because of the corona 19. The smartwork is a new technology that changes face-to-face work in an organization. It helps the work of individuals and organizations regardless of time and place. The theoretical background describes the complexity, system thinking, diffusion theory, smart work, organizational resistance, and productivity. This study analyzes the diffusion period and productivity of smart work through business simulation techniques. A simulation study progresses four stages. There are problem definition, hypothesis establishment and causal loop diagram, model construction and verification, and policy evaluation. The simulation models contain an individual's resistance variables organizational investment and leadership variables related to the operation of smartwork. The organizational investment variables include organizational culture, legal system, implement systems and technology investment. The individual resistance variables include cognitive, attitude, structure and technological resistance. The leadership includes leadership interest variables and performance linkage variables. The simulation executed the changes of a people number adopting smart work and the organizational productivity monthly. As a result of the simulation, many organization members have accepted the smart work innovation after 20 months. The organizational productivity through smart work showed very high value after 16 months. In scenario analysis, the individuals' awareness and attitude resistance showed very important variables to productivity and a personal change of smart work adoption. Meanwhile, The organizational investment showed that the high driving-force increased not productivity and the low driving-force showed decreased low productivity. Also, leadership variables showed a powerful driver for changing smart work productivity. The implication of the study has suggested extending complexity, diffusion theory and organization resistance theory based on simulation methods.

• Journal of Digital Convergence
• /
• v.17 no.6
• /
• pp.177-184
• /
• 2019

The environment of modern corporate management is undergoing many changes due to the horizontal organizational structure and the spread of team system. The importance of collective leadership that all members can pursue together beyond the existing personal leadership is increasing day by day. This study was conducted to analyze the effects of shared leadership on psychological empowerment, organizational justice and organizational commitment using PLS, a structural equation tool. The analysis highlighted the following. First, shared leadership exerted positive effects on psychological empowerment and organizational justice. Second, psychological empowerment exerted positive effects on organizational justice and organizational commitment and lastly, organizational justice exerted positive effects on organizational commitment. The causality between shared leadership, psychological empowerment, organizational justice and organizational commitment. This study demonstrated the important relationship between shared leadership and psychological empowerment and organizational justice, which will serve as a guideline for further organizational commitment.

• Journal of the Korean Dietetic Association
• /
• v.14 no.3
• /
• pp.243-258
• /
• 2008

This study was conducted to gather basic data on the tasks and roles of nutrition teachers by analyzing the changes inwork importance, performance frequency, and organizational environment after dietitians were transposed to nutrition teachers. E-mail surveys were sent to 100 newly assigned nutrition teachers who previously served as dietitians in Gyeonggi province. A total of 72 teachers responded to the survey. The respondents were asked the importance and frequency of 9 work-related duties performed as a dietitian and nutrition teacher, respectively. They were also surveyed regarding their satisfaction perceptions for 5 organizational changes. The majority of respondents were 36 to 40 years old (48.6%) and had 10$\sim$20 years of work experience (58.3%). Significant differences were found for work importance after changing to the role of nutrition teacher (p<0.001). In addition, work performance frequency differences were found for the categories of nutrition education, nutrition counseling, and dietary guidance. These results were attributable to the differences in work importance and performance frequency by now being a nutrition teacher rather than a dietitian. The respondents had increased satisfaction levels after changing from dietitian to nutrition teacher (p<0.001) in terms of 'pride for change in work', 'satisfaction level for pay', and 'satisfaction level for change in the organizational environment'. In order for nutrition teachers to have effective work performance, 'personal capabilities' and 'school manager support' should be coordinated. Overall, the results of this study suggest that effective training programs should be developed for nutrition teachers they can effectively complete newly assigned work tasks.

• Journal of Korea Society of Digital Industry and Information Management
• /
• v.16 no.4
• /
• pp.95-110
• /
• 2020

The purpose of this study is to empirically examine organizational change for a technological application of the fourth industrial revolution. The theoretical background of this study utilized organizational change management, the fourth industrial revolution, technological innovation, and voluntary acceptance. This research method used structural equations, cluster analysis, and analysis of variance. According to the results of the study, the organizational implement system, organizational leadership, and organizational operating system provided a positive effect on the voluntary technology acceptance of organization members. The voluntary technology acceptance provided a positive effect on the effectiveness of individual task innovation. However, organizational institutionalization among the independent variables did not affect voluntary acceptance. All independent variables except the organizational institutionalization had a partial mediating effect in the mediating effect verification. Meanwhile, The three groups by the cluster analysis were classified as new technology apathy, preference, and anxiety groups, and differences appeared among groups in the importance of organizational change variables. The organizational implement system in the technology apathy group and the organizational operating system in the technology anxiety group have a positive effect on voluntary technology acceptance. The technology preference group shows that a positive effect on organizational leadership and a negative effect on organizational institutionalization for voluntary technology acceptance. This study analyzed the technology application of the fourth industrial revolution in the organization based on the theory of organizational change. There has been reexamined the organizational change theory based on the new technology acceptance by the change of external environment in the fourth industrial revolution and the importance of technology innovation. As a practical implication, firms that are interested in a new technology of the fourth industrial revolution should prioritize preparing an implementation system when designing organizational changes.

• 한국산학경영학회:학술대회논문집
• /
• 2005.11a
• /
• pp.73-94
• /
• 2005

This paper investigates the performance consequence of strategic changes when firms move closer to or further away from other firms in the industry. The study suggests a theoretical framework and hypotheses on the effect of strategic convergence and divergence on performance, and tests hypotheses with firm-level longitudinal data on the U.S. food processing industry during the period of 1985-2000. The study shows that strategic divergence is negatively related to performance, and that organizational size and firm-specific uncertainty significantly influence the effect of strategic convergence and divergence on financial performance. Particularly, high uncertainty seems to be conducive to financial performance improvement for organizations undergoing significant strategic changes converging toward other competitors. On the other hand, big organizational size seems to be beneficial for finns implementing strategic changesdiverging from other competitors.

• Proceedings of the Korean Operations and Management Science Society Conference
• /
• 2003.05a
• /
• pp.1142-1149
• /
• 2003

Various organizational factors effect successful implementation of IT enabled business transformation. Among them, the most critical success factor is deemed to overcoming change management problem. Lots of studies have been made on Implementation methodologies and business process formalizations to encourage organizational members to accept new business process changes. However, the logic or process redesign still depends on qualitative problem solving techniques mostly depending on basically human intuition such as brainstorming. cause-and-effect analysis. and so on. In this paper, we focused on developing analytic framework to design to-be business process structure. which can complement qualitative problem solving procedures. With effective use of IT as an enabler, we provide algorithmic framework applicable to designing various business process changes such as process automation, business process resequencing, and more radical process integration. The framework follows dynamic programming approach in the literature, which is based on the decision making paradigm of organizations to abstract business processes as quantitative decision models. As such, our research ran fill the gap of limited development of theory based analytic methodologies for business process design, by providing objective rationale to reach the consensus among the organizational members including senior management.

• Management Science and Financial Engineering
• /
• v.9 no.2
• /
• pp.21-45
• /
• 2003

Various organizational factors effect successful implementation of IT enabled business transformation. Among them, the most critical success factor is deemed to overcoming change management problem. Lots of studies have been made on implementation methodologies and business process formalizations to encourage organizational members to accept new business process changes. However, the logic of process redesign still depends on qualitative problem solving techniques mostly depending on basically human intuition such as brainstorming, cause-and-effect analysis, and so on. In this paper, we develop algorithmic procedure applicable to designing various business process changes such as process automation, business process resequencing, and more radical process integration. The framework is employed from dynamic programming approach in the literature, which is based on the decision making paradigm of organizations to abstract business processes as quantitative decision models. As such, our research can fill the gap of limited development of theory based analytic methodologies for business process design, by providing objective rationale to reach the consensus among the organizational members including senior management.

• Proceedings of the Korea Contents Association Conference
• /
• 2006.05a
• /
• pp.103-108
• /
• 2006

The purpose of this paper is to study of improve the organizational performance and survival with the changes of the circumstances or in pursuit of improving the organizational effectiveness through the learning organization, the organizational culture was inspected with the condition precedent of the learning organization. The result of this empirical study is summarized as followings. First, The learning organization has a positive effect on the organizational effectiveness. The knowledge and experience accumulated by the learning organization improve the official satisfaction. Second, in the organizational culture of the learning organization, developmental and rational culture has positive effect on the learning organization, but hierarchical and group culture has no effect on the learning organization. Therefore, To establish the learning organization through the organizational learning, all managers realize the importance of developmental and rational culture because the organizational effectiveness is significant when the organization change is new.