• Korea Journal of Hospital Management
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• v.16 no.2
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• pp.53-77
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• 2011

This study is focused on analyzing whether strategic human resource management practices influence organizational effectiveness such as organizational citizenship behavior and customer orientation. In addition, it also aims to analyze the mediating effect of perceived organizational support between strategic human resource management practices and organizational citizenship behavior and customer orientation. The samples are from five Veterans Hospital and of 344 questionnaires collected, 311 were used in the final analysis. SPSS(18.0) and AMOS(16.0) were employed to describe data and test hypotheses. The findings are as follows: First of all, it is found that education and training and hiring management have positive effects on perceived organizational support while only education and training has a positive effect on organizational citizenship behavior. Secondly, results reveal that career management and hiring management influences customer orientation while only perceived organizational support does organizational citizenship behavior and customer orientation affects organizational citizenship behavior. Thirdly, it is also found that perceived organizational support mediates the relationship between career management and organizational citizenship behavior and that between hiring management and organizational citizenship behavior. In other words, perceived organizational support is a full mediator between career management and organizational citizenship behavior and between hiring management and organizational citizenship behavior because there is no direct effect of career management and hiring management on organizational citizenship. However, results show that any perceived organizational support doesn't mediate the relationship between all strategic human resource management practices and customer orientation.

• International Journal of Contents
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• v.5 no.1
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• pp.56-61
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• 2009

The main purpose of this study is to examine the effect of ethical management on job performance. For the study, CEO's will, ethical management system and external ethical activity are selected as subordinate variables of ethical management. Therefore, the concrete purpose of this study are four issues: (1) to examine the effects of CEO's will on organizational trust,. (2) to examine the effect of ethical management system on organizational trust, (3) to examine the effects of external ethical activity on organizational trust, (4) to examine the effects of organizational trust on organizational performance. The sample for this empirical study is collected from 334 employees of 5 different companies executing ethical management. The results of analysis are as follows. First, there is a positive effect of CEO's will on organizational trust. Second, there is no effect of ethical management system on organizational trust. Third, there is a positive effect of external ethical activity on organizational trust. Last, there is a positive effect of organizational trust on organizational performance. Based on the results of this study, we suggested implications for business strategies and effective alternatives for ethical management.

• Korea Journal of Hospital Management
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• v.20 no.1
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• pp.1-12
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• 2015

This study aims to examine the effect of a change of leadership on internal environment and organization effectiveness and suggest measures on effective organizational management by analyzing a change of leadership before and after 2nd generation management. There was analysis of a difference of leadership type, organizational structure, organizational culture, management resources, job satisfaction, and organizational commitment between the period of the founders and the period of 2nd generation successors by collecting data from employees of 6 hospitals in Seoul. Also there was analysis of the effect of a change of leadership on internal environment and organizational effectiveness. According to the analysis, it was demonstrated that the factor affecting job satisfaction during the period of the founder was complexity of organizational structure, and there were no factors affecting organizational commitment. In contrast, during the period of the 2nd generation successors, it was revealed that transformational leadership, centralism of organizational structure, and human resources of management resources affect job satisfaction, and transformational leadership, complexity of organizational structure, hierarchical culture of organizational culture, and human resources of management resources affect organizational commitment. Further, after the succession from the founders to 2nd generation successors, as transformational leadership increased, job satisfaction rose, and as developmental culture was reinforced and human resources increased, organizational commitment was heightened. Furthermore, as transformational leadership increased and developmental culture was reinforced, organizational commitment was heightened. Namely, as transformational leadership was reinforced resulting from the succession to 2nd generation, employees' job satisfaction and organizational commitment increased, with circumstances aiming for the actual change.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.10
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• pp.97-104
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• 2022

The purpose of the existing work is to inspect the impact of knowledge management on organizational performance. Business experts now appreciate how important knowledge management is for organizational performance. Earlier studies have investigated the research model with causal linkages, however, only a few of them have considered sample-selecting bias problems when analyzing the model of knowledge management on organizational performance. The number of 312 executives related to knowledge management from 312 enterprises that have been approved with quality management systems offered suitable responses for analyses. The data was employed to investigate the effect of knowledge management on organizational performance, considering sample-selecting bias. The empirical outcomes indicate that sample-selecting bias exists in the causal impact of knowledge management on organizational performance. The empirical findings are helpful to scholars of knowledge management as well as business executives by giving an insight into the casual effect of knowledge management on organizational performance with the intervention of sample-selecting bias. The acceptance of knowledge management should be tailored to improve competitive advantages that will lead to better organizational performance.

• International journal of advanced smart convergence
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• v.8 no.4
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• pp.93-103
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• 2019

We examined the mediating effect of the consistency of the values of organizational members on the relationship between the values of IT enterprise executives and organizational performance. Hypotheses 1, 2, and 3, which were set up to achieve the purpose of this study, were verified as follows. First, Hypothesis 1 proposed that the values of management will have a positive effect on organizational performance. Second, Hypothesis 2 proposed that the values of management are likely to have a positive effect on the consistency of the values of organizational members. Third, Hypothesis 3 proposed that the consistency of the values of organizational members will have a positive (+) influence on organizational performance. We found that the consistency of the values of organizational members has a positive (+) influence on organizational performance. Hypothesis 3 was adopted. Fourth, the consistency of the values of the organizational members proved that the organizations with high consistency of values performed well by mediating the values and organizational performance of management. In other words, according to the values of the management, we can improve an organization's sustainability management system by increasing the value of organizational performance and the values of organizational members. Therefore, we must establish plans that can be shared systematically and strategically about the values of management. In addition, the consistency of the values of organizational members has a direct or indirect influence on improving organizational performance. Therefore, we need to systematically derive and improve various factors that can increase the consistency of the values of organizational members in terms of strategic human resource management, such as organizational vision, core values, talent awards, selection process, and motivation. Therefore, the greatest significance of this study is in its theoretical and practical implications for increasing the sustainability management system by using the influence of the executives' can do to further improve the organizational performance.

• Knowledge Management Research
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• v.7 no.2
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• pp.69-96
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• 2006

The purpose of this study is to find success factors of knowledge management in Korean firms, confirm them empirically, and verify their relative importance in terms of company size and industry type. The major studies on the knowledge management were deliberately selected and interpretively analyzed to find the success factors of Korean firms. As a result of the analysis, five success factors(top management's will, evaluation reward, organizational culture, knowledge management system, organizational structure) have been found. The empirical researches to make certain whether the above five factors derived are actually true or not have been separately performed by using questionnaire method. Based on the data collected, it is found that all five factors are significant. The degree of relative importance among the success factors of knowledge management in Korean firms has been found as: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v)organizational structure. In company size, large firm's degree of relative importance among the success factors are: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v) organizational structure. And medium-small firm's degree of relative importance among the success factors of knowledge management in Korean firms has been found as: (i)top management's will, (ii)organizational culture, (iii) evaluation-reward, (iv)knowledge management system, (v)organizational structure. Finally, in type of industry, manufactural firm's degree of relative importance among the success factors of knowledge management in Korean firms has been found as: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v)organizational structure. And non-manufactural firm's degree of relative importance among the success factors of knowledge management in Korean firms are: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v)organizational structure.

• International Journal of Advanced Culture Technology
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• v.7 no.4
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• pp.76-85
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• 2019

This study examined the mediating effect of management's values on organizational performance and between them. Hypotheses 1, 2, 3, and 4 which were set up to achieve the purpose of this study, were verified as follows. First, Hypothesis 1 proposed that the values of management will have a positive effect on organizational performance. Second, Hypothesis 2 proposed that the values of management are likely to have a positive effect on the consistency of the values of organizational members. Third, Hypothesis 3 proposed that the consistency of the values of organizational members will have a positive (+) influence on organizational performance. We found that the consistency of the values of organizational members has a positive (+) influence on organizational performance. Hypothesis 3 was adopted. Fourth, hypothesis 4, the value consistency of the members of the organization, had a mediating effect between the organization performance on value management. The results of this study were all adopted research hypotheses. Therefore, management's values have a significant impact on the theoretical and practical aspects by showing the relationship between organizational members' value consistency and organizational performance. In the future, the necessity of further research on management's values and member's value consistency through various fields for organizational performance has emerged.

• Journal of the Korea Society of Computer and Information
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• v.23 no.11
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• pp.219-228
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• 2018

This study conducted to identify the impact of organizational factors on the characteristics of category management system, market orientation and collaboration orientation, in domestic retail industry, and also to identify the relationship between organizational factors and category management system's characteristics varies depending on the business type, retailer and supplier. To accomplish these research purposes, the study performed statistical analyses using a total of 94 samples. The results of the study can be summarized as follows. First, the organizational factors that affect market orientation of the category management system were found to be information technology infrastructure and organizational management system, and the organizational factors that affect collaborative orientation of the category management system were found to be partnerships and organizational management systems. Second, the relationship between market orientation and collaborative orientation of the category management system does not differ by the business type.

• International Journal of Advanced Culture Technology
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• v.7 no.2
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• pp.93-102
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• 2019

This study is to examine the effects of business management competency, organizational management competency, relationship formation competency, marketing competency, and entrepreneurship, which are perceived by organizational members of social enterprise, on organizational performance, economic performance and social performance. The results of this study are as follows. First, the business management competency of the executives influencing the economic performance, which is the organization performance of the hypothetical social enterprise, was adopted. In other words, the organizational management competency (H1-1), the relationship formation competency (H1-2), the marketing competency (H1-3), and the entrepreneurship (H1-4), which are executive business management competency, have a positive effect on the organizational performance of the social enterprise respectively. Second, Hypothesis 2 indicates that the business management competency of social enterprise executives has a positive effect on organizational performance, social performance, and Hypothesis 2 has been adopted. In other words, the business management competency of the management on the social performance of the social enterprise is in the order of relationship forming competency (H2-2), marketing competency (H2-3), organizationalmanagement competency (H2-1), entrepreneurship (H2-4) Showed high influence. The higher the relationship formation competency, marketing competency, organizational competency, and entrepreneurship, which are the business management competency of the social enterprise management, the economic social performance of the social enterprise is more improved.

• Health Policy and Management
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• v.26 no.3
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• pp.155-171
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• 2016

Background: In this study, state-owned medical institutes, industrial accident hospitals, veteran hospitals, and private medical clinics including 16 university medical institutes in the Seoul metropolitan area were selected to examine the causality of ethical management, positive psychological capital, and organizational effectiveness. Methods: The study analyzed 1,056 valid questionnaires to which a total of 1,325 nurses, medical technicians, doctors, and administrative staff in 34 healthcare organizations answered over two months from June to August 2015. The study also utilized a 'structural equation model,' and a 'hierarchical linear model' to conduct the analysis. Results: It was first found that ethical leadership, ethical management systems, and organizational ethics values, which are the three factors of ethical management, had significant influence on organizational commitment, and behavior. These are the three factors of employee organizational effectiveness. Second, ethical management, ethical leadership, ethical management systems, and organizational ethics values had significant influence on positive psychological capital. Third, positive psychological capital had significant influence on organizational commitment, turnover intention, and organizational citizenship behavior. Positive psychological capital presented an indirect effect on the relationship between the ethical management and organizational effectiveness of employees. The effect of positive psychological capital consisting of self-efficacy, hope, resilience, and optimism was confirmed in the healthcare organizations. Fourth, in relations among ethical management variables, ethical leadership showed a significant impact on ethical management systems, which had significant impacts on organizational ethics values, which had significant impacts on ethical leadership.