• Asia pacific journal of information systems
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• v.20 no.4
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• pp.53-79
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• 2010

The study was originated from recognition that project participants' satisfaction should be Improved to raise project performance and to make progress of a successful project since the above dissatisfaction was operated as a danger factor of the project. The study selected one large-scale sample project and attempted measuring characteristics of the project, participants' satisfaction and project performance with the whole project participants. The study analyzed correlations between individual level (team members) and group level (development team), and examined what effect a sub project manager under complicated hierarchical organization of the large-scale project, namely PL (project leader)'s leadership style had on each individual project participant's satisfaction and what effect project uncertainty in organization/technology environment had on project participants' satisfaction and project performance. The study verified that development team (group) had an effect on team member (individual)-level project participants' satisfaction by disclosing that there was a significant dispersion among groups within project participants' satisfaction by each individual. It is analyzed that it is necessary to make improvement through approach by each pertinent team to raise individual-level project participants' satisfaction. The study also verified PL's ideal leadership under strict methodology and hierarchical control of the large-scale project. Based on the verification of the hypotheses, the results of the analysis were produced as follows. First, the development team affects the satisfaction level that an individual has when he/she participates in a project. This suggests that the satisfaction with project participation should be improved at the team level. In addition, the project management style and leadership orientation of the manager of a sub project who is mostly affected by the team proved to have a direct influence on the satisfaction with project participation and project performances. Second, both the performance-oriented leadership and the relationship-oriented leadership of the PL of the development team were verified to have a significant effect on the satisfaction of the team members associated with project participation. In other words, when the team members recognize that the PL of the development team shows both the performance-oriented leadership and the relationship-oriented leadership, their satisfaction with project participation increases accordingly. Third, it was verified that the uncertainty of the organizational environment significantly affects the satisfaction level when the PL of the development team exerts a relationship-oriented and performance-oriented leadership. The higher the uncertainty of the organizational environment is, the more the satisfaction with project participation decreases whereas the relationship-oriented leadership has a more positive effect on the satisfaction than the performance-oriented leadership style. Fourth, when the PL of the development team exerts the relationship-related and performance-related leadership, the uncertainty of the technological environment has a significant influence on the satisfaction level. The higher the uncertainty of the technological environment is, the more the satisfaction with project participation decreases whereas the performance-oriented leadership has a more positive effect on the satisfaction than the relationship-oriented leadership style. The result of the research on the uncertainty of the project environment suggests that when the development team leader exerts a relationship-oriented and performance-oriented leadership style, the uncertainty of the organizational environment has a significant effect on the satisfaction with project participation; the higher the uncertainty of the organizational environment, the more the satisfaction level decreases, and the relationship-oriented leadership style affects the satisfaction level more positively than the performance-oriented leadership style. In addition, when the development team leader displays a relationship-oriented and performance-oriented leadership style, the uncertainty of the technological environment has a significant effect on the satisfaction with project participation; the higher the uncertainty of the technological environment. the more the satisfaction level decreases. The performance-oriented leadership style as well affects the satisfaction level more positively than the relationship-oriented leadership style. Based on the above results, the research provides the following implications when handling multiple concurrent projects. First, the satisfaction with the participation in the multiple concurrent projects needs to be enhanced at the team (group) level. Second. the manager of the project team, particularly the middle managers should have both a performance-oriented and relationship (task and human)-oriented attitude and exert a consolidated leadership in order to improve the satisfaction of team members with project participation and their performances. Third, as the uncertainty factor of the technological and organizational environment among the characteristics factors of the project has room for methodological improvement depending on one's effort even though there are some complications, we need to continuously prevent and control the risks resulting from the uncertainties of the technological and organizational environment of the project in order to enhance the satisfaction of project participation and project performances. Fourth, the performance (task)-oriented leadership is required when there is uncertainty in a technological environment while the relationship (human)-oriented leadership is required when there is uncertainty in an organizational environment. This research has the following limitations. First, this research intended to select one large-sized sample project and measure the project characteristics, the satisfaction of all the participants associated with project participation, and their performances. Therefore, it is inappropriate to generalize and apply the result of this result onto other numerous projects. Second, as this case study entailed a survey to measure the characteristics factors and performance of the project, since the result value was based on the perception of project team members, the data may have insufficient objectivity. Third, though this research targeted on all the project participants, some development teams did not provide sufficient data and questionnaires were collected from some specific development teams among the 23 development teams, causing a significant deviation in the response rate among the development teams. Therefore, we need to continuously conduct the follow-up researches making comparisons among the multiple projects, and centering on the characteristics factors of the project and its satisfaction level.

• 한국벤처창업학회:학술대회논문집
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• 2006.04a
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• pp.167-201
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• 2006

Korean corporations are transforming their vertical operational structure to a team-based structure to compete in the rapidly changing environment and for improved performance. However, a high percentage of the respondents in KBS said that despite the appearance of the present team structure, the organization operates much like a vertically-structured organization. This result can be attributed to the lack of study and implementation toward the goal of empowerment, the key variable for the success of the team-based structure. This study aims to provide policy suggestions on how to implement the process of empowerment, by investigating the conditions that hinder the process and the attitude of the KBS employees. For the cross-sectional study, this thesis examined the domestic and international references, conducted a survey of KBS employees, personal interviews and made direct observations. Approximately 1,200 copies of the Questionnaire were distributed and 474 were completed and returned. The analysis used SPSS 12.0 software to process the data collected from 460 respondents. For the longitudinal-study, six categories that were common to this study and "The Report of the Findings of KBS Employees' View of the Team Structure" were selected. The comparative study analyzed the changes in a ten-month period. The survey findings showed a decrease of 24.2%p in the number of responses expressing negative views of the team structure and a decrease of 1.29%p in the number of positive responses. The findings indicated a positive transformation illustrating employees' improved understanding and approval of the team structure. However, KBS must address the issue on an ongoing basis. It has been proven that the employee empowerment increases the productivity of the individual and the group. In order to boost the level of empowerment, the management must exercise new, innovative leadership and build trust between the managers and the employees first. Additional workload as a result of shirking at work places was prevalent throughout all divisions and ranks, according to the survey data. This outcome leads to the conclusion that the workload is not evenly distributed or shared. And the data also showed the employees do not trust the assessment and rewards system. More attention and consideration must be paid to the team size and job allocation in order to address this matter; the present assessment and rewards system need to be complemented. The type of leadership varies depending on the characteristics of the organization's structure and employees' disposition. KBS must develop and reform its own management, leadership style to suit the characteristics of individual teams. Finally, for a soft-landing of KBS team structure, in-house training and education are necessary.

• Journal of Digital Convergence
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• v.13 no.4
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• pp.147-161
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• 2015

The purpose of study was to test the effects of CEO' transformational leadership and learning organization on innovative behavior in the Knowledge-based Service Organization showing the characteristics of convergence service and the moderating role of learning organization between transformational leadership and innovative behavior. For this study, the data were collected from 348 Knowledge-based Service industrial employees in metropolitan area by using structured questionnaires. Collected data were analyzed by hierarchical regression technique. The results showed that both of CEO' transformational leadership and seven learning organization building factors had a positive effect on employees' innovative behavior. And also found out the only four out of the seven learning organization building factors, namely 'Create continuous learning opportunities', 'Promote inquiry and dialogue', 'Encourage collaboration and team learning', 'Provide strategic leadership for learning' had the moderate roles between CEO's transformational leadership and employees' innovative behavior. The theoretical and practical implications of the findings were discussed and the directions for future research were presented.

• Journal of the Korean Medical Association
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• v.61 no.11
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• pp.687-698
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• 2018

Inappropriate antibiotic use significantly contributes to antibiotic resistance, resulting in reduced antibiotic efficacy and an increased burden of disease. The objective of this study was to investigate the characteristics of prescribers whose antibiotics use was high and to explore factors affecting the use of antibiotics by medical institutions. This study analyzed the National Health Insurance claims data from 2015. Antibiotic prescription data were analyzed in terms of the number of defined daily doses per 1,000 patients per day, according to the World Health Organization anatomical-therapeutic-chemical classification and methodologies for measuring the defined daily dose. We investigated the characteristics of prescribers and medical institutions with high antibiotic use. Multivariate regression analyses were performed on the basis of characteristics of the medical institution (number of patients, type of medical institution [hospital or clinic], age of the physician, etc.). The number of patients and number of beds were found to be significant factors affecting antibiotic use in hospitals, and the number of patients, region, and medical department were significant factors affecting antibiotic use at the level of medical institutions. These findings are expected to help policy-makers to better target future interventions to promote prudent antibiotic prescription.

• Journal of Korean Academy of Nursing Administration
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• v.15 no.4
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• pp.581-592
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• 2009

Purpose: This study was designed to describe the nurses' knowledge and attitude about incidence reporting according to nursing organizational culture and organizational characteristics. Methods: The subjects of this study were 783 clinical nurses who were in A university hospital in Gyeonggi-Do. The data were collected from May, 20, 2009 to June, 2, 2009. The collected data were analyzed through descriptive methods, Pearson correlation coefficient, multiple regression in SPSS win(12.0). Results: Nurses' knowledge and attitude about incidence reporting were positively correlated with innovation oriented culture, relation oriented culture, and culture of patient safety. And among characteristics of nursing organization, communication, decision making, centralization were positively correlated with nurses' knowledge and attitude about incidence reporting. But the most correlated factor with nurses' knowledge and attitude about incidence reporting was culture of patient safety. Conclusions: The findings of this study suggest that to encourage reporting incidence, there must be a organizational approach, such as creating a culture of patient safety, active participating decision making, and communication.

• Asia pacific journal of information systems
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• v.20 no.4
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• pp.101-123
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• 2010

Recently, firms are operating a number of teams to accomplish organizational performance. Especially, ad hoc teams like proposal preparation team are quite different from permanent teams like R&D team in the sense of how the team forms network structure and deals with organizational learning culture and knowledge management participation efforts. Moreover, depending on the team characteristics, individual creativity will differ from each other, which will lead to organizational performance eventually. Previous studies in the field of creativity are lacking in this issue. So main objectives of this study are organized as follows. First, the issue of how to improve individual creativity and organizational performance will be analyzed empirically. This issue will be performed depending on team characteristics such as ad hoc team and permanent team. Antecedents adopted for this research objective are cultural and knowledge factors such as organizational learning culture, and knowledge management participation. Second, the network structure such as degree centrality, and structural hole is used to analyze its influence on individual creativity and organizational performance. SI (System Integration) companies are facing severely tough requirements from clients to submit very creative proposals. Also, R&D teams are widely accepted as relatively creative teams because their responsibilities are focused on suggesting innovative techniques to make their companies remain competitive in the market. SI teams are usually ad hoc, while R&D teams are permanent on an average. By taking advantage of these characteristics of the two kinds of teams, we will prove the validity of the proposed research questions. To obtain the survey data, we accessed 7 SI teams (74 members), and 6 R&D teams (63 members), collecting 137 valid questionnaires. PLS technique was applied to analyze the survey data. Results are as follows. First, in case of SI teams, organizational learning culture affects individual creativity significantly. Meanwhile, knowledge management participation has a significant influence on Individual creativity for the permanent teams. Second, degree centrality Influences individual creativity significantly in case of SI teams. This is comparable with the fact that structural hole has a significant impact on individual creativity for the R&D teams. Practical implications can be summarized as follows: First, network structure of ad hoc team should be designed differently from one of permanent team. Ad hoc team is supposed to show a high creativity in a rather short period, implying that network density among team members should be improved, and those members with high degree centrality should be encouraged to show their Individual creativity and take a leading role by allowing them to get heavily engaged in knowledge sharing and diffusion. In contrast, permanent team should be designed to take advantage of structural hole instead of focusing on network density. Since structural hole can be utilized very effectively in the permanent team, strong arbitrators' merits in the permanent team will increase and therefore helps increase both network efficiency and effectiveness too. In this way, individual creativity in the permanent team is likely to lead to organizational creativity in a seamless way. Second, way of Increasing individual creativity should be sought from the perspective of organizational culture and knowledge management. Organization is supposed to provide a cultural atmosphere in which Innovative idea suggestions and active discussion among team members are encouraged. In this way, trust builds up among team members, facilitating the formation of organizational learning culture. Third, in the ad hoc team, organizational looming culture should be built such a way that individual creativity can grow up fast in a rather short period. Since time is tight, reasonable compensation policy, leader's Initiatives, and learning culture formation should be done In a short period so that mutual trust is built among members quickly, and necessary knowledge and information can be learnt rapidly. Fourth, in the permanent team, it should be kept in mind that the degree of participation in knowledge management determines level of Individual creativity. Therefore, the team ought to facilitate knowledge circulation process such as knowledge creation, storage, sharing, utilization, and learning among team members, which will lead to team performance. In this way, firms must control knowledge networks in permanent team and ad hoc team in a way mentioned above so that individual creativity as well as team performance can be maximized.

• Proceedings of the IEEK Conference
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• 2002.07c
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• pp.1944-1947
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• 2002

The importance of security in WLAN(Wireless LAN) service is very critical, so IEEE organization has made the IEEE 802.1x standard. The IEEE 802.1x standard uses the EAP as authentication protocol which requires AAA(Authentication, authorization, and Accounting) server for authentication & accounting. for the reliable and scalable AAA service, the Diameter protocol has more advanced characteristics than existing radius protocol. So the Diameter protocol can be used for WLAN service provider who has large scale WLAN system and a large number of subscriber. This paper proposes the design of Diameter AAA server for the authentication and accounting of WLAN system which is adopting IEEE 802.1x standard.

• Journal of the Korean Society of Clothing and Textiles
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• v.41 no.2
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• pp.378-391
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• 2017

The application of Big Data has been introduced to the Korean fashion industry; however, the literature has not yet investigated how well high technologies are being perceived and adopted by the practitioners of fashion companies. Recognizing the lack of research, the current research explores how big data analysis has been adopted by fashion practitioners based on the Technology Acceptance Model (TAM) that considers the effect of organizational characteristics (i.e., innovation, slack, and IS infra maturity). First, all TAM relationships were accepted as significant; however, the effect of perceived ease of use on the attitude toward big data was greater than perceived usefulness. Regarding organizational characteristics, while organization innovation had positive impacts on perceived usefulness as well as perceived ease of use, organization slack did not show significant and positive influence on perceived ease of use only. On the other hand, IS infra maturity had a negative effect on perceived usefulness while it did not have any significant impact on perceived ease of use. Finally, the level of perceived usefulness is decreasing as the IS infra of the fashion organization becomes more mature. With the results, the study suggested that fashion industry needs more education on the usage of big data analysis systems and development in related analysis tools.

• Journal of the Korea Society of Computer and Information
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• v.16 no.11
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• pp.219-232
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• 2011

The purpose of this study is to give implications for cooperative network building for general corporate IT staffs as well as operational improvement of the IT organization which is a specialized unit in general company though analysis of characteristics of communication networks of the IT organization. 39 IT employees of company "A" were surveyed and interviewed, and the data collected were analyzed in a network analysis method. The analysis shows that a variety of networks were built across employees - e.g. strong/weak ties or centralized/decentralized structure - by each communication area. IT competency network was found weak ties. Career-rela ted network showed centralized and hierarchical characteristics. At the center of each network was positioned manager of each team. To address improvement of the findings, I presented the followings: more active networking over IT competency, enhancement of work centralization and collection of research data as to communication network of IT organization.

• International Journal of Advanced Culture Technology
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• v.10 no.4
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• pp.181-189
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• 2022

The purpose of this study is to verify study models and examine a causal relationship among authenticity, job satisfaction, organizational commitment, quality of life and job achievement for amateur business team player. In order to achieve the purpose, this study conducted structural equation model analysis for study models consisting of extraneous variables after examining the authenticity(organization, leader) that amateur business players perceive and endogenous variables including job satisfaction, organizational commitment, quality of life, and job performance. The object of questionnaires in this study selected sports business team players nationwide as a population and 348 players were chosen as final effective samples by applying a convenient sampling method for offline and online questionnaires. The research tool for this study is a questionnaire. The two dimensions of authenticity were used by developing a scale. For all endogenous variables, the scales used in previous studies were modified and used according to the purpose of the study. This study analyzed the collected data, applying SPSS Win ver. 23.0 and AMOS 20.0 programs in order to analyze the characteristics of the study objects, describe questionnaires, and verify selected study hypothesis, individual hypothesis was verified after identifying the reliability and validity of measurement model, and the fitness verification of study models. In the results, all of the 8 hypothesis were adopted and the reciprocal relationship among each factors in the study model were observed.