• Journal of Industrial Convergence
• /
• v.13 no.3
• /
• pp.41-56
• /
• 2015

People have relatively continuous and stable characteristic and it can help understand personal attitude and behavior. As individual has individual personality and society has culture, in case of organization, there is organization culture that means unique cultural characteristic. And as if we need to know culture of that society to understand individual, we need to know organization culture of that organization to understand any organization. The reason why organization culture is acknowledged as modern theory of business management is-modern company has proposed management innovation, organization activation, company transformation, and company reprogramming as management strategy to cope actively with various and quickly changing environment that modern company face-that organization culture and management innovation, that is, the concept of new business management is highlighted for means and tools to solve such problems. Seeing contemporary situation, although organization culture of small company is being improved by management innovation, cause and effect that organization culture affect technique innovation still insufficient. The meaning of this research is, through a good example of organization culture, providing reason that efficient organization culture affect technique innovation of small company(medium and small company) and making people understand why this effect occur. Through this, I want to provide strategy and policy implication of company.

• International Journal of Advanced Culture Technology
• /
• v.10 no.1
• /
• pp.131-137
• /
• 2022

The importance of corporate culture for its development has always been a classic research. Through excellent corporate culture, we can analyze the secrets of company success and provide important reference significance for other company brands. Since the outbreak of COVID-19, Traditional Chinese Medicine (TCM) has greatly increased its international recognition with its excellent efficacy, which has brought development opportunities to the TCM industry. The object of this research is the Beijing Tongrentang Group Co., Ltd. Tongrentang is a representative of Chinese time-honored brands in TCM industry. It has a development history of more than 350 years. It carries the traditional Chinese culture and Chinese medicine culture. The corporate culture of Tongrentang was thus extended and developed into 'Benevolence & love', 'Honesty & trustworthiness' and 'Quality first'. We can see that a good corporate culture is particularly important. This paper studies the unique Corporate culture of Tongrentang, and the reasons of company success. Hoping to help the company through this paper, so as to improve the company in the future. And put forward a certain practical significance and value.

• Culinary science and hospitality research
• /
• v.10 no.3
• /
• pp.83-96
• /
• 2004

According to construction of global administration environment, all over the world was ended up in infinite competition period. Because eating out company also competes with another company, it must enjoy competitive power high position to secure high position continuously, classified by formation constituent's individuation and two aspects of organic special quality by the factor. Individuation classified by formation constituent's business ability, personal relations, age factors of Information Technology, and organic special quality classifies by factor of formation culture and result that analyze eating out company's business condition competitive power reinforcement effect factor is same as following. First, was construed by company culture, personal relations, business ability period of ten days with family Restaurant, and Information Technology showed that do not influence. Competitive power reinforcement effect factor with special restaurant was construed by company culture, personal relations, business ability period of ten days, and fast food company culture and Information Technology factor with hotel restaurant company culture by competitive power reinforcement effect factor construe.

• International Journal of Advanced Culture Technology
• /
• v.9 no.3
• /
• pp.160-166
• /
• 2021

Due to rapid environmental-change pharmaceutical industry, sales strategy for sales survival of pharmaceutical company is necessary. In accordance with the rapid development of medicine and advancement of efforts to secure the market, competition among pharmaceutical companies make an effort to achieve their goals. However, due to various negative influence of inside and outside, this field is getting a difficult occupation. Even when securing and training new employees with quite a bit of expense and time, the rate of surviving employees over 1 year is decreasing. For this, the researcher suggested major research result through actual investigation by utilizing survey technique, and a plan to enhance pharmaceutical company salespersons' core competence and raise sales achievement. As the research result, company culture strongly influences salespersons' sales ability. We defined the formation of organizational culture, which influences communication culture where smooth communication is made in the company, also, definite and exact evaluation in promoting work, and trust formation between upper and lower organization, is important, which should be reflected in the company field.

• Journal of the Korea Safety Management & Science
• /
• v.17 no.3
• /
• pp.173-183
• /
• 2015

The study conducted questionnaire analysis on 607 host company employee and 404 subcontractor employee in order to examine the difference in the safety culture cognition of host company and subcontractor. As a result, host company had higher recognition in all safety culture factors compare to that of subcontractor, and there were bigger gap of cognition in the 'cognition in safety status and culture', 'accident and near-miss', 'immediate superior's concentration degree in safety and health' than that of other cognition factors. Furthermore, team leaders showed the highest cognition in both host company and subcontractor, and employees with above 20 year career had the highest cognition in both host company and subcontractor. There is high relationship between host company and subcontractor in the correlations in safety culture cognition factors. Through this study, we identified the difference in the safety culture cognition factor of host company and subcontractor.

• International Commerce and Information Review
• /
• v.8 no.2
• /
• pp.229-247
• /
• 2006

The company culture is becoming usual term in business management field. That organization culture of these phenomenon becomes resource of company competitive power indeed, it is basing to logic for important leading person for elevation with systemicity. also, great many scholars do research to subject that is change management of company administration and there are not much example that companies succeed in change actually despite had announced treatise etc. This research tries to synthesize several research subjects by single model regarding confrontation(culture collision) phenomenon between culture that can happen in company through literature research and example analysis basically. Specially, try to classify and divide this by specific developing and arrange in each type with using much this culture analysis in negotiation analytics. Through this problem and suggestion point by this confrontation way in this culture negotiation side and culture risk management side of administration make try to.

• Journal of Information Technology Applications and Management
• /
• v.25 no.3
• /
• pp.55-66
• /
• 2018

Early smart-work of company K was a technology-led way of applying ICT such as smart phones and mobile devices to business. After company K perceived the limitations of ICT-driven smart work, it propelled the work-smart, doing a work smart toward the way that human beings become central and a creative organizational culture is engendered. Company K propelled work-smart strategy in eight categories: simplification of data requirements, establishment efficient meeting culture, streamlining reporting and approval process, simplified document creation, overtime decrease, spreading flexible work system, settlement of healing leave, creating work-smart place. Company K set up an organizational culture secretariat dedicated to work-smart promotion and selected task priorities in consideration of urgency and effectiveness. Owing to such efforts, the company K's work-smart index rose sharply to 72 points this year from 56 points in the previous year. At the organizational culture survey, employees responded that organizational culture improved in all area. For a better future, company K analyzed its work-smart outcomes and planned progressively to improve its work-smart efforts based on employees opinions. This case study will serve as a guideline, for companies to make efforts to going forward to today work-smart beyond yesterday smart-work.

• Industry Promotion Research
• /
• v.5 no.3
• /
• pp.81-88
• /
• 2020

This study aims to emphasize the importance of organizational culture through case studies on the activation of Atomy corporate culture, which is a key factor in corporate sustain-ability. A company is a purely Korean network marketing company that is advantageous to consumers, and further enhances the sustainable growth system by realizing the value of A company that realizes customer's success beyond customers' with better quality and more reasonable prices. In particular, A company has the following three characteristics of organizational culture to realize its founding philosophy, motto, management goals and management policy. First, it is a culture of Observing Principles. Second, it is a culture of glowing together. Third, it is a sharing culture. In addition, A company established and practiced, a unique thinking and organizational culture characteristic of work, to realize growth and development of a top-notch company beyond a global Korean network marketing company. On the other hand, A company is realizing the re-establishment and implementation of the human resource management system that strategically reflects the value of industry according to the changes and characteristics of the times. In other words, the most important factor for revitalizing the organizational culture is the aspect of changes in the personnel system. We are further improving our sustain-ability management system through system innovation to provide continuous value to our partners, members, and consumers along with a strategic HR system differentiated from existing network marketing companies.

• Safety and Health at Work
• /
• v.5 no.2
• /
• pp.60-65
• /
• 2014

Background: To elucidate the relationship between safety culture maturity and safety performance of a particular company. Methods: To identify the factors that contribute to a safety culture, a survey questionnaire was created based mainly on the studies of $Fern{\acute{a}}ndez-Mu{\tilde{n}}iz$ et al. The survey was randomly distributed to 1000 employees of two oil companies and realized a rate of valid answer of 51%. Minitab 16 software was used and diverse tests, including the descriptive statistical analysis, factor analysis, reliability analysis, mean analysis, and correlation, were used for the analysis of data. Ten factors were extracted using the analysis of factor to represent safety culture and safety performance. Results: The results of this study showed that the managers' commitment, training, incentives, communication, and employee involvement are the priority domains on which it is necessary to stress the effort of improvement, where they had all the descriptive average values lower than 3.0 at the level of Company B. Furthermore, the results also showed that the safety culture influences the safety performance of the company. Therefore, Company A with a good safety culture (the descriptive average values more than 4.0), is more successful than Company B in terms of accident rates. Conclusion: The comparison between the two petrochemical plants of the group Sonatrach confirms these results in which Company A, the managers of which are English and Norwegian, distinguishes itself by the maturity of their safety culture has significantly higher evaluations than the company B, who is constituted of Algerian staff, in terms of safety management practices and safety performance.

• Journal of the Korean Society of Clothing and Textiles
• /
• v.32 no.4
• /
• pp.542-552
• /
• 2008

The purposes of this study were to investigate the effects of organizational culture of textile companies on innovation capacity and business performance and to confirm the moderating effect of company size on these relationships. Survey data collected from 147 practitioners in the textile companies were analyzed by descriptive statistics, t-tests, and multiple causal modeling using AMOS 6.0. In the model test result, all the hypothesized paths were significant in spite of low goodness of fit. Also, although difference was found in company innovativeness, no difference was indicated in innovation capacity and business performance according to company size. In addition, the smaller companies, the stronger effect of company innovativeness on innovation capacity that affected business performance. On the contrary, the larger companies, the stronger effect of participative decision making on innovation capacity that did not affect business performance. Study results may provide useful implications for practitioners who are interested in developing organizational culture appropriate for company size.