The Effect of Innovation-oriented Organizational Culture on Job Engagement and Job Stress: Focusing on Moderating Effect of Selfefficacy

Yoon-Ju BAEK,Yun-A LIM,Jae-Chang LEE 한국유통과학회 2020 The Journal of Industrial Distribution & Business( Vol.11 No.6

Purpose: The purpose of this study is, in the situation where rapid response to the rapidly changing environment is required due to the development of the fourth industrial revolution such as artificial intelligence, virtual reality, and the internet of things, robotics, big data, additive manufacturing, bio-health, sharing economy and in the organizational culture aspiring toward the innovation of a major company, small business and a public institution, to analyze what influence a job-engagement and stress make, and what influence individual‟s self-efficacy as a moderator mediator makes, and to offer basic data for improving job-engagement and lowering job-stress. Research design, data, and methodology: For doing this, the literature and the empirical studies were combined. Deriving innovationoriented organizational culture as factors affecting the job engagement and job stress through the literature, and have established hypotheses to verify them. We have collected data of 281 from ex,ecutives and staff-members working in areas including major company, small business and officials (the central government, a local public service, the prosecution, the police, and school). And these data were analyzed by SPSS 23 version. Results: Based on these data, the results of analysis were as follows; First, the innovationoriented organizational culture which was recognized by organizational members had effect on job-stress. Second, the innovationoriented organizational culture which was recognized by organizational members influenced job-stress. Third, in the relationship between the innovation-oriented organizational culture and job-engagement, self-efficacy did not influenced job-engagement. Finally, in the relationship between the innovation-oriented organizational culture and job-stress, self-efficacy influenced job-stress. Conclusions: Innovation-oriented organizational culture places importance on the organization's adaptability and flexibility in the external environment, so companies need to establish an innovation-oriented organizational culture favorable to achieving survival and successful innovation, and to develop and disseminate programs of positive and continuous organizations to improve task enthusiasm, reduce task stress, and enhance organizational performance. In the future, it will be necessary to verify the effectiveness of various organizational culture types through comparative analysis with companies that actively maintain an innovation-oriented organizational culture (Google, Kakao, etc.) and companies that prefer hierarchy-oriented organizational culture, relationship-oriented organizational culture, and market-oriented organizational culture.

The Historical and Philosophical Understandings of Organizational Culture

유기웅,조태준 한국유통과학회 2013 유통과학연구 Vol.11 No.11

Purpose This study sought to discuss definitions of organizational culture taking into consideration different views, and the historical and philosophical elements of organizational culture. Research Design, Data, and Methodology This paper is a relatively conceptual study that has attempted to define organizational culture, a topic that has been debated among scholars and practitioners. Various studies in the literature related to organizational culture have been reviewed in an effort to reduce the complexities and ambiguities in definitions of organizational culture. Results This study summarized and synthesized different –studies related to organizational culture, and identified the main streams for defining organizational culture as being from the historical and philosophical elements of organizational culture. Conclusions The concept of organizational culture continues to be an important factor affecting organizational effectiveness and initiating organizational development. However, the definition of organizational culture has not been well-established. In this sense, this paper seems to be significant and meaningful as it attempts to define organizational culture from different perspectives.

공공봉사동기와 조직문화의 적합성이 조직몰입에 미치는 영향

임재영,문국경,조혜진 한국조직학회 2019 한국조직학회보 Vol.16 No.2

Organizational commitment is considered a critical element for running a successful organization. And many studies have examined public service motivation as an important predictor of organizational commitment. As an antecedent of organizational commitment, public service motivation has been considered to make positive influences on a wide array of individual- and organizational-level variables. This study focuses on examining the relationship between public service motivation and organizational commitment, using the 2017 Public Employees Viewpoints Survey developed by the Korea Institute of Public Administration. More importantly, the study examines whether organizational culture moderates the relationship between public service motivation and organizational commitment. For organizational culture, the study relies on the competing values model of Quinn & Kimberly(1984); the model classifies organizational culture into the four types: clan culture, adhocracy culture, hierarchy culture, and market culture. The results show that adhocracy culture strengthens the relationship between public service motivation and organizational commitment, whereas market culture weakens the relationship between the two. The results imply that, in public sector settings, innovation-oriented adhocracy culture is more suited for fostering public service motivation’s influence on organizational commitment than productivity-oriented market culture. Finally the study offers three main suggestions to strengthen adhocracy culture in the organization: reshaping organizational characteristics such as formalization and centralization, cultivating transformational leaders, and empowering employees through training programs and by giving them much more discretion.

조직문화 유형별 특성과 경쟁가치모형에 대한 연구

전순영 한국교통대학교 2019 한국교통대학교 논문집 Vol.54 No.-

Most corporate have their own special culture in terms of effectiveness. It is difficult to clearly identify and define the organizational culture. However, organizational members recognize their culture of the organization to which they belong. They call it organizational culture. It defined to a system of shared meaning held by members that distinguisheds the organization from other organizations. In other words, an organization's culture is a system that collectively refers to the shared values and meanings of its members, and can be understood as distinguishing one organization from another. Top managements’ action set the general climate, including what is acceptable behavior and what is not. The way employees are socialized will depend both on the degree of success achieved in matching new employees’ values to those of the organization in the selection process and on top management’s preference for socialization methods. This study aims to analyze the organizational culture type using the competitive value model. Because the competitive value model classifies the types according to the perception and reaction speed of environmental changes, and pays attention to the perception of reality within the organization. In addition, the competitive value model is useful for analyzing organizational culture types according to the characteristics of different organizational forms. To suggest a new interpretation of the organizational culture is an approach to measuring new organizational culture values using the competitive value model. Therefore, this study balanced the effective organizational innovation, stability, elasticity and flexibility, organizational control, and management efficiency of the organization, including competitive organizational relationship culture, hierarchical organizational culture, innovative organizational culture, and rational organizational culture.

The Historical and Philosophical Understandings of Organizational Culture

Ki Ung Ryu,Tae Jun Cho 한국유통과학회 2013 유통과학연구 Vol.11 No.11

Purpose - This study sought to discuss definitions of organizational culture taking into consideration different views, and the historical and philosophical elements of organizational culture. Research Design, Data, and Methodology - This paper is a relatively conceptual study that has attempted to define organizational culture, a topic that has been debated among scholars and practitioners. Various studies in the literature related to organizational culture have been reviewed in an effort to reduce the complexities and ambiguities in definitions of organizational culture. Results -This study summarized and synthesized different studies related to organizational culture, and identified the main streams for defining organizational culture as being from the historical and philosophical elements of organizational culture. Conclusions -The concept of organizational culture continues to be an important factor affecting organizational effectiveness and initiating organizational development. However, the definition of organizational culture has not been well-established. In this sense, this paper seems to be significant and meaningful as it attempts to define organizational culture from different perspectives.

조직문화 유형이 조직유효성에 미치는 영향

김강식 ( Kang-sik Kim ) 한국질서경제학회 2010 질서경제저널 Vol.13 No.1

Organizational culture and organizational effectiveness have gained the attention of both practitioners and academics in recent years. Critical commentaries have questioned which type of organizational culture has implications for employee attitude and behaviour, and ultimately organizational performance. This paper addresses the question “which type of organizational culture impact on employee attitude and behavior?.” The study is based on a korean airline company and draws on quantitative and qualitative data. The findings suggested that the development culture and the hierarchy culture substantiated by organizational involvement and job satisfaction. The qualitative data helped explain this trend and have highlighted two contextual issues. The organizational culture with as open system type, human relation type, reasonable goal type and internal process type have been shown to give positive and meaningful influence on organizational involvement and job satisfaction. First, as a result of demographic characteristics, the awareness of development culture was different in each age group; the age group of over 50 most preferred the development culture. The awareness of development also differed in the length of service, and result shows that the employees who worked more than 21 years have the highest preference. As a result of the analysis for the organizational effectiveness, difference of awareness for the job satisfaction was shown and employees who worked 16 to 20 years have highest preference. Second, as the result of correlation analysis of organization culture and organization effectiveness, the development culture and group culture are in strong interrelationship. The result also shows that the organizational culture and organizational commitment are in weak interrelationship. A usual interrelationship is shown between development culture and job satisfaction, and between organizational commitment and job satisfaction. Third, according to the result of the regression analysis, both organizational commitment and job satisfaction have influence in development culture and hierarchical culture. For that reason, bigger the awareness of development culture and hierarchical culture are, higher the organizational commitment and job satisfaction rise. Through looking at the result of analysis above, organizational types of X airline maintenance prefers is the development culture. Therefore, the development of organizational culture is necessary. Also, it appears that the maintenance organization has low recognition for rational culture, so the efforts to improve such are needed. Lastly, if this study is used properly for cultural development of airline maintenance organization, it will greatly improve the effectiveness of the maintenance organization.

The Maintenance of Organizational Healthiness through Regular Organizational Culture Diagnosis: Focusing on Korea Forest Service

주효진,장봉진,명성준,주동범 한국정부학회 2017 한국행정논집 Vol.29 No.4

This study conducts organizational diagnosis and analyzes changes in organizational culture of the head office of Korea Forest Service in the span of 2-year, from 2006 to 2012. Through the diagnosis this study looks for strategies for maintaining the organizational healthiness of KFS, which are centered on managing organizational culture sustainably. Comparative analysis of the first, second, third, and fourth diagnosis results on organizational culture of the public officials of KFS shows that market culture was strongest at the current level of the first diagnosis. On the other hand, adhocracy culture was the least perceived type. In the second, third, and fourth diagnoses, market culture is the strongest and adhocracy culture was the least perceived culture. high-ranked officials perceived clan culture as the strongest culture at the current level during the Roh Moo-Hyun Government and market culture during the Lee Myung-Bak Government. Except the third diagnosis in 2010, they perceived adhocracy culture as the weakest. Comparative analysis on lower position officials’ diagnosis on organizational culture shows that they perceived market culture as the strongest culture at the current level and adhocracy culture was weakest culture. As for future desirable culture, they hoped for clan culture to be the strongest culture and market culture to be the weakest culture. The measures to manage organizational culture based on the results of regular diagnosis and analysis on organizational culture with two years in cycle from 2006 to 2012 targeting the public officials of KFS are presented as follows: First, The consistent organizational cultural strength has an aspect bringing stability to the organization and merits that clear communication on policy and overall business becomes easier, and agreement or sympathy formation in decision making becomes easier, due to cultural homogeneity. Those merits are implied to work positively in KFS. Second, strength of gap between desirable future culture and current culture could be confirmed, and thus it was understood that measures to cope with such a phenomenon are needed. Third, organization’s head to recognize the need for simultaneously shaping sympathy of all the public officials regarding a direction for organizations to develop through organizational culture. Lastly, this study employs time-series analysis to study the change of organizational culture and confirms the continuous effort for organizational development.

The Maintenance of Organizational Healthiness through Regular Organizational Culture Diagnosis

Ju, Hyo-Jin(주효진),Jang, Bong-Jin(장봉진),Myung, Sung-Jun(명성준),Ju, Dong-Beom(주동범) 한국정부학회 2017 한국행정논집 Vol.29 No.4

본 연구에서는 산림청을 대상으로 2006년부터 2012년까지 2년을 주기로 정기적으로 조직문화에 어떠한 변화가 일어났는지를 조직문화진단을 통해 실증적으로 분석하였다. 진단을 통해 조직의 건강성을 지속적으로 유지하면서 조직발전이 이루어지기 위해 필요한 전략들을 조직문화에 대한 변화관리전략을 중심으로 모색하였다. 분석결과를 살펴보면 1차 진단에서는 현재 수준의 조직문화 유형에서 시장지향문화가 가장 강한 것으로 나타났고, 상대적으로 혁신지향문화가 가장 약한 문화유형으로 인식하고 있는 것으로 나타났다. 그리고 2차 진단, 3차 진단, 4차 진단 모두 시장지향문화가 가장 강한 것으로 나타났고, 혁신지향문화가 가장 약한 문화유형으로 인식하고 있는 것으로 나타났다. 직급별로 살펴보면 상위직 직원들의 조직문화에 대한 진단을 비교분석해 보면, 상위직의 경우 노무현 정부의 현재수준에서는 관계지향문화를 이명박 정부 때에는 시장지향문화를 가장 강한 조직문화유형으로 인식하고 있었고, 2010년의 3차 진단을 제외하고는 혁신지향문화를 가장 약한 조직문화유형으로 인식하고 있는 것으로 분석되었다. 또한 미래의 바람직한 조직문화유형에 대해서는 관계지향문화가 현재수준과 같이 가장 강한 조직문화유형이 되기를 희망하고 있었고, 가장 약한 조직문화유형은 위계지향문화가 되기를 원하고 있는 것으로 분석되었다. 직의 경우 현재수준에서는 시장지향문화를 가장 강한 조직문화유형으로 인식하고 있었고, 혁신지향문화를 가장 약한 조직문화유형으로 인식하고 있는 것으로 분석되었다. 또한 미래의 바람직한 조직문화유형에 대해서는 관계지향문화가 가장 강한 조직문화유형이 되기를 희망하고 있었고, 가장 약한 조직문화유형은 시장지향문화가 되기를 원하고 있는 것으로 분석되었다. 조직문화에 대한 진단과 분석을 통해 나타난 결과를 바탕으로 하여 조직문화 관리방안을 제시해 보면 다음과 같다. 첫째, 일관성 있는 조직문화의 강도는 조직에 안정감을 가져다준다는 측면과 문화적 동일성으로 인해 정책 및 사업전반에 대한 명확한 의사전달과 의사결정에서의 합의 또는 공감대 형성이 용이하다는 장점이 산림청에서는 아주 긍정적으로 작용하고 있다는 것을 시사해 주고 있다. 둘째, 바람직한 미래문화와 현재문화 사이에 존재하는 차이(gap)의 강도에 대해 확인할 수 있었으며, 이에 대한 처방이 필요하다는 것을 알 수 있다. 셋째, 조직문화를 통해 조직이 발전하고자 하는 방향에 대해서 직원들 모두의 공감대를 형성하는 작업들도 병행될 필요가 있다는 것을 조직의 기관장이 인식하는 것이 필요하다. 마지막으로 조직의 지속적인 발전과정을 확인하기 위해서는 현재시점에서의 조직문화에 대한 연구보다는 여러 해에 걸친 시계열적 관점에서의 조직문화에 대한 연구가 더욱 활성화될 필요가 있다. This study conducts organizational diagnosis and analyzes changes in organizational culture of the head office of Korea Forest Service in the span of 2-year, from 2006 to 2012. Through the diagnosis this study looks for strategies for maintaining the organizational healthiness of KFS, which are centered on managing organizational culture sustainably. Comparative analysis of the first, second, third, and fourth diagnosis results on organizational culture of the public officials of KFS shows that market culture was strongest at the current level of the first diagnosis. On the other hand, adhocracy culture was the least perceived type. In the second, third, and fourth diagnoses, market culture is the strongest and adhocracy culture was the least perceived culture. high-ranked officials perceived clan culture as the strongest culture at the current level during the Roh Moo-Hyun Government and market culture during the Lee Myung-Bak Government. Except the third diagnosis in 2010, they perceived adhocracy culture as the weakest. Comparative analysis on lower position officials’ diagnosis on organizational culture shows that they perceived market culture as the strongest culture at the current level and adhocracy culture was weakest culture. As for future desirable culture, they hoped for clan culture to be the strongest culture and market culture to be the weakest culture. The measures to manage organizational culture based on the results of regular diagnosis and analysis on organizational culture with two years in cycle from 2006 to 2012 targeting the public officials of KFS are presented as follows: First, The consistent organizational cultural strength has an aspect bringing stability to the organization and merits that clear communication on policy and overall business becomes easier, and agreement or sympathy formation in decision making becomes easier, due to cultural homogeneity. Those merits are implied to work positively in KFS. Second, strength of gap between desirable future culture and current culture could be confirmed, and thus it was understood that measures to cope with such a phenomenon are needed. Third, organization’s head to recognize the need for simultaneously shaping sympathy of all the public officials regarding a direction for organizations to develop through organizational culture. Lastly, this study employs time-series analysis to study the change of organizational culture and confirms the continuous effort for organizational development.

종합병원에서 조직문화와 조직유효성과의 관계

조희숙,조우현,전기홍,문옥륜,이선희,Jo, Heui-Sug,Cho, Woo-Hyun,Chun, Ki-Hong,Moon, Ok-Ryun,Lee, Sun-Hee 대한예방의학회 1999 예방의학회지 Vol.32 No.3

Objectives: Organizational culture has beer important in field of organizational behavior research for the past decade. Although there has been a growing interest in the organizational culture and organizational effectiveness, there is few research in health care field. This study was carried out to investigate the relationship of organizational culture and organizational effectiveness at general hospital. Methods: Data was collected by self-administrated questionares. Organizational cultures were measured by using Likert scale. A general hospital in Kyunggi-Do was selected and survey was conducted to 675 workers. Data was analyzed with computer package, PC-SPSS. Results: There were four types of organizational culture in this hospital consensual culture, developmental culture, hierarchical culture, rational culture. Many workers recognized their culture as rational culture and developmental culture. This finding showed that the hospital had both human related and task related climate. There were some differences in recognition of sub-organizational culture by occupational group, but perceived organizational culture was in accordance with sub-organizational culture in general. Multiple regression analysis and multiple logistic regression analysis were conducted to find the relationship of organizational culture and organizational effectiveness. As a result, developmental culture showed a strong relationship with organizational commitment and job-satisfaction. Conclusions: These results showed that types of organizational culture were significantly related to organizational effectiveness and understanding the existing culture is essential to develope their organizational effectiveness.

기업문화와 조직혁신과의 관계에 관한 연구

김종민,권혁기 동의공업대학 1998 論文集 Vol.24 No.1

The purpose of this study is to examine the relationship between corporate culture and organizational transformation, using the literature on the topic, In the nineteen-eighties, the amount of research on organization and management by the cultural approach has increased, and interest in organizational culture or corporate culture has been growing. This study reviewed previous research of organizational transformation theories and organizational culture theories developed mainly in the U.S.A. Corporate culture has been classified by different types of researchers, In corporate culture, Quinn & Mcgrath have been classified by developmental culture, group culture, rational culture and hierarchical culture. The types of organizational change have been classified by different terms and definitions. According to whether the change originates with a decision by the system or not, planned change unplaned change are distinguished. Planned change originates with a deliberate, purposeful, and explicit decision to engage in a program of change. Unplanned change involves spontaneous or evolutionary change and fortuitous or accidental change. On the basis of the change content, first-order change and second-order change are distinguished. First-order change consists of those minor improvements and adjustments that do not change the system's core, and occur only as the system naturally grows and develops. Second-order change is the change in the organization's core. Here the organization's core is reffered to the organizational core processes, mission and purpose, culture and paradigm. Basically second-order change is a paradigmatic change. First-order change is synonymous with organizational development, and second-order change is synonymous with organization. On the grounds of a literature survey, This study examined the relationship between corporate culture and organizational transformation. The result of this are as follows : First, according to the previous researchers' analyses, developmental culture type is the best for facilitating the organizational transformation. Second. group and rational culture types positively affect the organizational transformation. Third, hierarchical culture types negatively affect the organizational transformation.