• International conference on construction engineering and project management
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• 2005.10a
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• pp.1013-1016
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• 2005

Accounts of the development of a successful construction project often stress the importance of team relationship, project environment and senior management commitment. Numbers of studies carried out in the past decades indicate there needs to be a change of culture and attitude in the construction industry. In order for a turn around in the industry, relational contracting approaches have become more popular in recent years. However, not all relational contracting projects were successful. This paper details the fundamental principles of relational contracting. It further reports findings of a research currently taking place in Australia, how effective is relational contracting in practice. The problem addressed in this research is the implementation of relational contracting: • Throughout a range of projects • With a focus on client body staff The context within which the research was undertaken is: • Empowerment, regional development and promotion of a sustainable industry • The participating organisations have experience of partnering and alliancing • Success has been proven on large projects but performance is variable • Need has been identified to examine skill sets needed for successful partnering/alliancing The practical rationale behind this research is that: • Partnering and alliancing require a change of mind set - a culture change • The Client side must change along with contracting side • A fit is required between organisation structure and organisation culture Research Rationale: The rationale behind this project has been to conduct research within participating organisations, analyse, rationalise and generalise results and then move on to produce generic deliverables and "participating organisation specific" deliverables. This paper sets out the work so far, the links between the various elements and a plan for turning the research output into industry deliverables.

• Journal of Internet of Things and Convergence
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• v.6 no.4
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• pp.73-79
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• 2020

In order to verify the effectiveness of the tea culture treatment program to mitigate the relative aggressiveness, the research will target 10 women aged 70 or older who use the P City-based Senior Citizens' Day Care Center to apply the tea culture treatment program to alleviate the relative aggressiveness of the elderly and examine its effects. As a result of the analysis, the score of reactive relational aggressiveness and leading relational aggression is 0.21 lower than the pre-exam average, indicating that the leading relational aggression of the elderly who participated in the tea culture therapy program is reduced than before the program. Based on these analysis results, practical suggestions were made for alleviating aggression among senior citizens using the Center for the Elderly.

• The Research Journal of the Costume Culture
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• v.15 no.1 s.66
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• pp.58-67
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• 2007

The popularity of communities on the Internet has captured the attention of marketing professionals and more consumers are involved in online activities of fashion brands. The primary purpose of this research was to explain the process of how online interactivity influence members' relational market behavior. Subjects of this study were male and female members of online communities of fashion brands. Online survey data were obtained from 416 respondents. Empirical findings of this study were suggestive of two types of interaction in fashion online communities: community-customer interaction and customer-customer interaction. Fashion online community customers' relational market behavior (word of mouth and repurchase intention) was significantly influenced by both types of interactivity. The influence of interactivity on relational behavior was stronger for word of mouth intention than for repurchase intention. This study highlights the importance of interactivity in cyberspace as well as relational market behavior and contributes to e-relationship marketing strategies of fashion brands.

• Journal of the Korean Geographical Society
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• v.51 no.6
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• pp.819-836
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• 2016

The development paradigm based on modernization theory and economic growth since the WWII reached an impasse in the 1980s. As an alternative, the new perspective on development as a whole social development beyond economic growth has emerged, and culture as an important method for as well as a approach to development has been emphasized. Post-development theories destruct the European development concept and suggest alternative developments emphasizing culture restoration, endogenous growth, diversity, and neopopulist developments movement emphasize community, gender, ownership, and participation. International Organizations such as UNESCO have also examined and developed the relations between culture and development. Although different from that of the past development paradigm, acknowledging other cultures, however, this elaborated concept of culture has some limitations and need to be reconceptualized through applying the geographical concept of 'relational place.' The concept of relational place can help recognize internal diversity within culture and community and link them to a broader economic and political contexts.

• International Journal of Internet, Broadcasting and Communication
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• v.13 no.1
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• pp.123-133
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• 2021

We study confirmed the factors influencing the organizational culture(collective culture, development culture, rational culture, hierarchical culture) perceived by members of the organization and the manager's authentic leadership(self-awareness, balanced information processing, relational transparency, internalized moral perspective) on job crafting. In addition, the relationship between organizational culture and authentic leadership was empirically analyzed. In order to verify the hypothesis of the research model, the survey results of 269 parts were verified as follows using the statistical program of SPSS 24.0. First, the organizational cultures perceived by members of the organization, development culture and rational culture, showed positive (+) influence on job crafting. In other words, Hypothesis 1 established by the research model was partially adopted. Second, the group culture, development culture, and rational culture of organizational culture were statistically significant in the relationship between the hypothesis 2 organizational culture and authentic leadership. In other words, Hypothesis 2 was partially adopted. Third, the three hypotheses of authentic leadership (self-awareness, balanced information processing, relational transparency, and an internalized moral perspective) all showed positive (+) effects on job crafting. As a result of this study, it was possible to confirm the importance of the organizational culture that improves the job-crafting of the members of the organization and the strategic activation plan for authentic leadership. Therefore, the necessity of strategic human resource development for the development and application of programs to revitalize organizational culture and improve the manager's authentic leadership has emerged.

• Asia Marketing Journal
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• v.18 no.1
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• pp.75-97
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• 2016

Globalization and the emergence of new markets has placed increased emphasis on cross-cultural sales and marketing research. Despite considerable advances in the personal selling literature, little is known about the cross-cultural transferability of key constructs. Given the degree to which well-accepted relational sales behaviors such as ASB and customer oriented selling reflect Western values such as individualism and low uncertainty avoidance, the relative efficacy of such practices in alternative cultural context is less clear. Using a Korean sample, our results confirm the beneficial direct effects of these relational selling practices upon performance. However, we also find strong workgroup interdependence diminishes the effects of ASB and that performance fully mediates the relationship between both sales behaviors and job satisfaction. In contrast to prior results, we find female salespeople and those newer to their position demonstrate stronger ASB.

• The Journal of the Korea Contents Association
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• v.19 no.9
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• pp.388-401
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• 2019

This study analyzes the mediation or moderation effect of the characteristics of perceived organizational support (POS) and relational culture on the ambidextrous organizational performance such as exploration and exploitation. This study empirically verified using the human capital corporate panel 548 data provided by Korea research institute for vocational education & training. The empirical results of the present study are as follows. First, it is shown that formal learning and informal learning provided to the members have a positive effect on ambidextrous organizational performance. In addition, POS showed that full and partial mediation effects of the formal learning and informal learning on ambidextrous organizational performance. Finally, relational culture have an important influence on positively moderating the relationship between informal learning and exploitative performance.

• Korean Journal of Culture and Social Issue
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• v.13 no.3
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• pp.23-63
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• 2007

The purpose of this study is to develop and verify the Relational Self Scale(RSS). Based on the theoretical assumptions which relational self is multi-dimensional and constructed in social contexts, 10 categories with 102 items were yielded. In the process of content analysis, item analysis, exploratory factor analysis and correlation analysis by administering 102 items to korean adults, 31 items with 7 factors are extracted. The 7 factors are consisted of 'avoidance of relation', 'consciousness of others', 'agency', 'instrumental relation', 'empathy-care', 'perceived support from relation' and 'over-dependency to relation'. Next, Confirmatory factor analysis was conducted with 649 korean adults aged from 20's to 60's. The results of confirmatory factor analysis showed the RSS as a valid scale. The 7 factors of the RSS fitted well with men and women. The internal consistency of the RSS was proved to be acceptable. The latent mean analysis indicated that the relational self was not significantly different between men and women at 7 factors. Correlation analysis showed that the construct of relational self was significantly related to relational self-construal, self-esteem and attachment to parent and intimacy person. This study has implication in that relational self is defined and assessed as multi-dimensional construct, and that by administering RSS it is possible to evaluate distinctive korean people's relational self.

• Journal of Contemporary Eastern Asia
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• v.17 no.1
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• pp.94-111
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• 2018

This study examines Korea's international development volunteer program as a citizen diplomacy initiative. Informed by a cultural perspective of transmission and relational models of public diplomacy, I examine the ways in which volunteer training incorporates cultural-learning into its program. The study finds that volunteer training is largely based on an instrumentalist approach to culture that places emphasis on learning the "explicit" side of culture, such as Korean traditional dance, art, and food as a strategy to promote the country's national image. In contrast, much less covered in the training program is a relational approach to culture-learning that is guided by a reflexive understanding of the "implicit" side of culture, or the values and beliefs that guide the worldviews and behavior of both volunteers and host constituents. Whereas the value of the volunteer program as a citizen diplomacy initiative is in its potential to build relationships based on two-way engagement, its conception of culture is mostly guided by that of the transmission model of public diplomacy. Based on the findings, this study calls for an integrated approach to culture-learning in volunteer training program to move the citizen diplomacy initiative forward.

• Journal of vocational education research
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• v.30 no.4
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• pp.113-127
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• 2011

The study investigates the type of organizational culture, using the organizational culture assessment instrument(OCAI) developed by Cameron and Quinn based on the competing value model(CVM), and analyzed the gap between current and desirable organizational culture empirically. The analytic results show that while the organizational members prefer the relational organizational culture as a dominant organizational culture on the current level. Also they prefer the relational organizational culture as a desirable organizational culture on the future level. In addition, the diagnosis of organizational culture by the type of status reveals that while the public educational personnel and staff recognized the relational organizational culture as a strong culture, the local public service employee identified the hierarchical culture as a dominant culture on the current level. Those findings suggest the following implications. First, the sustainable management of organizational culture requires the suitable strategic tools. That is to say, they need to introduce and carry out practical strategies to sustain change and control for each type of organizational culture. Second, despite the fact that the balance among four types of organizational culture is needed the strategy to reinforce the dominant culture, considering the types of status and affiliation.