조직혁신이 조직변화에 미치는 영향

송경수 대한경영정보학회 2004 경영과 정보연구 Vol.14 No.-

The purpose of this study is to find and explain the relationships of organizational innovation and organizational change. In order to purse this purpose, an investigation and in-depth analysis of organizational innovation and organizational change, an inevitable ingredient of the organizational dynamics that influence organizational innovativeness, was undertaken. The concept of innovation should be used as the positive concept. Innovativeness is the quasi-concept of innovation when organizational innovation can be meant as the deliberated and planned change, the reference to the difference between organizational innovation and organizational change operates as the same meaning. Organizational change is preconditioned for the structural adjustment, the management system, the adaptive subsystem, so that we will adopt more new ideas to the change of disturbant environment.

최고경영자의 인구통계적 특성, 조직특성과 전략유형의 관련성

송경수,정동섭 대한경영정보학회 1998 경영과 정보연구 Vol.2 No.-

According to the structural contingency theories, organizational structures are determined by such a contingency variables as organizational environment, technology, size, power and strategy. Therefore, many scholor believed that organizational effectiveness will be maximized in the condition of the fit between organizational structure and its contingency variables. But contingency theories have limitations in explaining of the manager's discretion by way of environmental determinism. In 1972, Child introduced strategic choice theory, and this perspective spurred significant, systematic studies of the influence of the managerial voluntary will on the organizational performance. Especially, the question of whether tap managers have an impact on business performance has been addressed by the strategic leadership theory that demonstrates strong associations between the characteristics of top managers, strategic orientation. Therefore, this study has investigated a theoretical literature and an empirical survey that explains the impact of top manger characteristics and organizational characteristics about strategic orientation. In order tn do that, this study develops a research model on the subjects, designed manager's characteristics, strategic typology. Managerial characteristics could be operationalized in terms of demographic measures. In this study, strategic orientation was classified using the Miles & Snow typology. This research model provides hypotheses. Hypotheses H1: The demographic characteristics of the tap manager will differ according to the types of strategic types. H2: The organizational characteristics of the firm will differ according to the types of strategic types. To test these hypotheses, this study conducted questionaire surveys on 108 firms in the Korea national wide. This study has utilized ANOVA, Chi-square analysis, cluster analysis, discriminant analysis for testing the hypotheses. The major findings of this study are summarized as follows. First, this study builds on the central tenent of cotingency theory in provide a comprehensive explanation of the process by which top manager's influence. Second, Manager's characteristics(demographics) are different from each other according to 4 strategic types(Prospector, Defender, Analyzer, Reactor). Third, Organizational characteristics are different from each other according to 4 strategic types. In conclusion, the major contributions of this study are to examine the development of a more comprehensive theoretical framework in the strategic leadership theory and to analyze their contingent relationships among managerial characteristics, organizational characteristics and strategic types in the context of Korea's industry.

組織 職務滿足 및 職務成果와의 關係

宋庚秀 지산간호보건전문대학 1994 지산간호보건전문대학논문집 Vol.12 No.-

韓國小賣業의 現況과 課題 : 綜合小賣業을 中心으로

송경수,이시호 지산간호보건전문대학 1994 지산간호보건전문대학논문집 Vol.12 No.-

조직혁신의 기능적 관련성에 관한 연구

송경수 한국인적자원관리학회 2005 인적자원관리연구 Vol.12 No.1

조직구성원의 개인특성과 조직시민행동간의 관계에 관한 실증연구

송경수 대한경영정보학회 1997 경영과 정보연구 Vol.1 No.-

Behaviors of organizational members can be classified as two types. One is behavior required to perform formally given job. The other is a various kind of behavior taken voluntarily but not required directly and formally to perform job. The former can be called as in-job behavior while the latter can be called as extra-job behavior. Many organizational scientists so far, have focused on investigating in-job behavior. Yet, from a decade, organizational researchers have recognized that in-job behavior alone can not explain sufficiently job performance or organizational effectiveness Thus. they have paid attention to extra-job behavior, which is generally called as organizational citizenship behavior. Existing studies of organizational citizenship behavior have three types : First type is studying the concept and components of organizational citizenship behavior. Second tope is studying the determinants of organizational citizen-ship behavior and relationships with it. And third type is studying relatioships between organizational citizenship behavior and job performance. This study, therefore, have purposes as follows : Firstly, this study designs a comprehensive model in the below figure and generates inclusive hypotheses about relationships among antecedents, intermediate factors, and the components of organizational citizenship behavior. Secondly, this study investigating empirically such relationships and draws a picture of mediation roles of the intermediate variables. To design the model and generate the hypotheses, this study conducted a comprehensive literature survey on organizational citizenship behavior. To test the hypotheses, this study collected data from 847 employees at 12 large genral hospitals in Pusan area through a questionnaire survey and conducted the three step mediated regression analysis using the SAS-PC Package.

개인혁신과 조직혁신의 이슈에 관한 연구

송경수,김혜정 대한경영정보학회 2005 경영과 정보연구 Vol.16 No.-

The inner and outer environment surrounding companies becomes more insecure and unpredictable due to sudden changes. Because the change of environment surrounding companies can deeply affect the existence of companies, continuous innovation of organization is required to develope management ability. Also, to conquer insecure present and future of companies effectively, organizations of companies have voluntarily coped with insecurities and intense competitions through endless organization innovation. Externally, globalization, openness, and relaxed regulation intensify competitions; consumers' requests get varied; consciousness of members of organizations have changed. Due to those factors, companies are placed in a situation that they should practice endless inner innovation. Internally, competitive power has weakened due to decline in productivity and inefficiency of indirect parts of company has increased. From those factors, managers increasingly request inner innovation and pursue organization innovation for the purpose of effective usage of extra resources and being prepared for the future. The managers who operate organization innovation think that systematized approach to organization innovation is the most practical, and actually operate the thought. However, the negative side of the thought is not neglectable. To minimize inner and outer resistance and to operate organization innovation successfully, some innovation strategies that properly reflect several issues related to organization innovation should be prepared. Another words, organization innovation should be operated differently by cases that if it focuses on personal perspective or on organization's. For many cases of our country, several techniques of organization innovation have been adopted in a short time and operated without making its original use. Therefore, this study looks into major Issues that should be considered for more successful operation of organization innovation, from both personal aspect and organizational aspect. When considering such aspects and operate organization innovation, there is more possibility to succeed on organization innovation. Now, Korean companies have overcame trial period and reborn as global companies. Take warnings by the ordeal under IMF administration, this is time to secure international competitive power by using developed innovation techniques and transform to superior company. Managers need to recognize that to try successful organization innovation is the shortcut to reborn as competitive company, and should take a continuous and profound search for decisive factors to succeed on organization innovation. To operate successful organization innovation, first, at the step of planning organization. innovation, the company should understand the company's capability, position in market and relationship with competitors. Then, the company should establish a distinguished innovation strategy which is of the whole company's aspect, so that the company can freely choose various technique of organization innovation that suits for the company's capability and needs, and unfold the organization innovation movement. Establishing strategy in the aspect of the total company is very important because it offers clear focus of the purpose of adopt, priority and distribution of resources. Second, at the step of operating organization innovation, the company should define concrete purpose and method to evaluate the results that are expected to obtain by adopting organization innovation in advance. While pushing forward, the company should set proper time of examination(milestone) and inspect if expected results are shown. Third, at the step of afterward management of operating organization innovation, the company requires a thorough afterwards verification if targeted results are obtained and of confirmation of successful or failure factors. Also, the company should cultivate specialists in the company who can accumulate and continuously spread the know-how learned during organization innovation promotion, so the know-how don't remain only in certain departments or to a few people in charge. The company should also give effort to maintain the accumulated innovation techniques to be continued.

한국 신발산업의 對 EU시장 진출을 위한 전략적 마케팅 방안에 관한 연구

송경수,김용호 대한경영정보학회 2005 경영과 정보연구 Vol.17 No.-

Although shoes industry in Korea is superior in global competition in terms of material, parts, and developmental ability, it has declined due to the lack of design in consideration of OEM production and marketing ability. Shoes industry in Korea has aimed at making inroad to North American market centered with the United States, but it has not focused on Europe market that much. However, as Europe transformed into EU, which is a large economic community, European market is being considered as a great potential for Korean shoes industry, which we can never neglect of. So far, there have been researches of marketing strategic methods to make inroad to the United States and South-East Asian markets, but there has been almost no marketing approach to European shoes market. Therefore, in this study I prepare strategic marketing plans for Korean shoes enterprises to make inroads to European markets, so that they can enter the market successfully, and this is the purpose of this study. In case that Korean shoes industry makes inroads to European market, there are important terms to examine. The strategic terms for consideration to examine are as follows. First, shoes companies such as Nike and Adidas are aware of India. Turkey, and Rumania as new footholds for production, as they have accounted continuous wage claim and labor dispute. Especially Turkey and Rumania are expected to have much competitive strength in price, as they are expected countries for joining EU. Second, we need to shift our understanding of the importance of design for European shoes market. We should pay close attention to the fact that the role of leading companies is to design. Third, Germany, England, and Italy have global-level of specialize institutions and organizations for shoes education and have been succeeded in knowledge industrialization. Fourth, we should consider that the concepts for shoes are changing from innovation in production to in products. Fifth, we should develop specialized concept centered in individualized categories. Sixth, we should open up new markets actively by connecting large shopping centers and multi-shops. Seventh, we should look for the opportunities to expand market through the utilization of BIFOS. Lastly, we should expand our support for opening up markets and participating fairs in foreign countries.

조정사건을 통해 살펴본 주요쟁점사항과 해결방안에 대한 연구 : 부산지방노동위원회의 사례를 중심으로

송경수,김용호 대한경영정보학회 2011 경영과 정보연구 Vol.30 No.4

조정위원으로 활동하고 있는 동안 조정현장에서 경험했던 내용을 중심으로 지 역노사관계의 원만한 관계 정립을 위해 조정제도의 시사점을 모색하고, 조정사례 를 분석하여 노사관계에서 핵심적인 이슈가 무엇인지를 찾아 사전에 쟁의사건을 최소화할 수 있는 방안을 탐색하는 데 의의가 있다. 특히 쟁의의 쟁점을 사안별로 분석하여 이를 최소화함으로써 쟁의 발생을 사전에 차단하고 이를 통해 원만한 노 사관계를 정립하고자 하는 목적도 함께 가지고 있다. 특히 노동쟁의 조정에 관한 구체적인 내용을 이해하기 위해서는 지방노동위원회 의 구성과 역할에 대해 먼저 이해를 해야 할 필요성이 있어 이와 관련된 내용도 구체적으로 알아보고 사례분석을 통해 조정에 관한 일반적 이해를 구하고자 한다. 또한 지금까지 노동위원회에 조정 의뢰한 핵심이슈들을 중심으로 노동위원회의 위상제고와 핵심이슈 분석을 통한 합리적 노사관계 정립을 위한 대안적 연구를 진 행한 연구들은 거의 없다. 따라서 핵심쟁점별로 분석된 내용을 토대로 단체교섭이 나 임금 교섭시 노사가 취해야 할 접근방식에 대한 사전교육이나 숙지를 통한 협 상력을 높일 수 있는 기법을 제고시키는 이론적 근거를 마련할 수 있을 것이다.

사회적기업가의 윤리적 리더십, 윤리적 풍토, 조직시민행동, LMX에 관한 인구통계적 차이분석

송경수,이나영,안종연,김용호 대한경영정보학회 2015 경영과 정보연구 Vol.34 No.5

본 연구의 목적은 사회적기업가의 인구통계학적 특성이 윤리적 리더십, 윤리적 풍토, 조직시민행동, 그리고 LMX에 미치는 영향을 탐색적으로 실증․분석함으로써 사회적기업의 지속가능경영을 위한 인적자원관리에 관한 시사점을 제시하는 데 있다. 이러한 연구 목적을 위해 국내 인증 사회적기업의 대표자 및 관리자 652명을 대상으로 실증연구를 실시하였다. 인구통계학적 특성은 성별, 종교, 이전 직장으로 구분하였다. 인구통계학적 특성에 따른 각 변수들에 관한 실증분석 결과, 첫째, 성별에 따른 윤리적 리더십의 차이가설은 부분채택 되었다. 윤리적 리더십의하위변수 중 공헌성과 정직성은 성별에 따라 다를 것이라는 가설은 채택되었으나, 분배적 공정성, 절차적공정성, 투명성은 성별에 따른 차이가 나타나지 않았다. 성별에 따른 윤리적 풍토는 하위변수 중 공리주의만 차이를 보였다. 성별에 따른 조직시민행동, LMX에 차이를 보일 것이라는 가설은 모두 기각되었다. 둘째, 종교에 따른 윤리적 리더십의 차이 가설은 부분채택 되었다. 윤리적 리더십의 하위변수 중 정직성이 종교에 따라 차이가 있을 것이라는 가설은 채택되었으며, 윤리적 풍토는 하위변수 중 공리주의만 차이를 보였다. 종교에 따른 조직시민행동은 효과성에 대하여 차이가 있는 것으로 나타났으며, 종교에 따른LMX에는 유의한 차이가 있는 것으로 나타났다. 셋째, 이전 직장에 따른 윤리적 리더십과 윤리적 풍토, 조직시민행동, LMX에 대한 차이가설은 기각되었다본 연구는 윤리적 리더십과 윤리적 풍토, 조직시민행동과 LMX의 중요성을 인식하고, 이들 변수들이 인구통계학적 변수에 따른 차이가 있음을 확인하였으며, 특히 성별과 종교 등의 개인적 특성에 따른 고려를통하여 사회적기업의 인적자원관리와 조직 관리의 발전적 방안을 도출하였다. 끝으로 본 연구의 한계와 제언을 제시하였다. This study is to testify whether according to the variables of population statistics there emerge differences in the ethical leadership, ethical climate, organizational citizenship behavior and LMX by Social Entrepreneurs. For this we have performed survey 652 social entrepreneurs at authorized Social Enterprises. The results of analysis are as follows. First, it was analyzed that the sub-factors of the ethical leadership, such as contribution and integrity by Social entrepreneurs have revealed significant difference according to gender. Also the sub-factor of ethical climate, such as utilitarianism has revealed significant difference by gender, too. The analysis result signifies no significance in OCB, LMX. Second, there were significant difference in the sub-factor of ethical leadership such as integrity, the sub-factor of ethical climate such as, utilitarianism, the sub-factor of OCB such as effectiveness, and LMX by religious. Third, the analysis result signifies no significance in ex-work place, whether they worked at Social enterprise or not. Finally, as the result of our analysis whether there are any differences according to gender, religious, and ex-work place of the Social entrepreneurs in the ethical leadership, ethical climate, OCB, and LMX by Social entrepreneurs, it was revealed that there are some significant. This study emphasizes the importance of ethical leadership, ethical climate, OCB and LMX. It reveled these variables have differences by demographic characteristics of Social entrepreneurs. In conclusion, this study suggests that the consideration of the variables of population statistics according to the various variables about Social enterprise.