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.

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.

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.

기독병원과 일반병원의 조직문화 특성에 따른 조직성과 분석

김운신,남은우 한국병원경영학회 1999 병원경영학회지 Vol.4 No.2

Our study attempt is to see organizational performance according to the differences between types of hospital cultures. To determine theoretical relationship between the organizational culture and the performance, we select two hospitals in Pusan which are different in the purposes and shapes of establishment. We surveyed their members on a questionnaire based on the type of the organizational culture of the two institutions, analyzed, and review its organizational effectiveness. For the survey with questionnaires, which had been preliminary studied to raise its validity, question forms were distributed to 528 persons in April, 1999 based on the self-responses and recollected within 48 hours. The recollection rate was high (89.96%) and the quantity of questionnaires used for our final analysis was 430(81.44%). The Cronbach Coefficient Alpha of the questionnaires was 0.742. Regarding statistical techniques for analysis of the written materials, dispersion analysis(ANOVA) was adapted to test the organizational effectiveness of the two hospitals having the different organizational cultures, and Pearson Correlation was applied to determine correlations was among all variables. T-test was performed to test organizational effectiveness based on the differences in the extent of sharing the culture, organizational committment and work satisfaction between the two health institutions. From our analysis, we obtain the following conclusions. First, concerning with organizational culture of the two hospital, one of which is a christian hospital and the other is a private foundation hospital, the former is conservative and human-oriented but the latter focuses in renovation and accomplishment. Second, the private establishment has a relatively higher organizational effectiveness that the religious hospital as a result of analyzing the extent of sharing culture, organizational committment and work satisfaction. Third, it has been found that the correlations between the extent of the sharing culture and the organizational committment, the extent and work satisfaction, and the committment and the satisfaction are respectively positive influencing organizational effectiveness, especially work satisfaction. Fourth, cultural factors by which the christian hospital is affected more positively including human relations among its members, belief, its idea of establishment, tradition, work responsibility, power, and wage. On the other hand, factors such as director's leadership, personnel management, wage, hospital regulations and department managers' management ability have been seen as negative influences in order. And fifth, for the private foundation hospital human relations among its members, wages, work responsibility, director's leadership and department managers' management ability were positive in their sequence while wages, personnel management, hospital regulations, welfare and department managers' management ability were considered as negative influences in order. As these results of this study, the higher extent of sharing organizational culture, the more increasing in both organization committment and work satisfaction, the higher the effectiveness. Although it was somewhat difficult to generalize the results whose subjects were the two hospitals only, it was obvious that organizational culture was an important influential factor of organizational effectiveness. It is questionable that the extent of sharing organizational culture, organizational committment and work satisfaction as variables affecting the effectiveness have their validity, but this study has its significance in that it provided an approaching to evaluate the organizational culture of individual hospitals making allowances for such variables related to the general activities in its hospital. We hope the results of the study could be useful for the managerial strategies of the institutions.

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.

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.

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.

조직문화와 셀프리더십이 조직유효성에 미치는 영향

김은정,이종건 한국기업경영학회 2010 기업경영연구 Vol.17 No.1

Organizational culture can be used to guide employees toward desirable behaviors as well as to develop high performers (Lau and Ngo, 1996; O’Reilly, 1989; Sherwood, 1988). Some researchers asserted that organizational culture can provide a source of sustained competitive advantage for firms, particularly when it is seen as a firm-level resource that is valuable, rare, and difficult to imitate (Barney, 1986; Fiol, 1991). Self-leadership perspective is proposed that emphasizes purposeful leadership of self toward personal standards and natural reward that hold greater intrinsic motivation value (Manz, 1986). Self-leadership involves the influence people exert over themselves to achieve the self-motivation and self-direction needed to behave in desirable ways. The use of self-leadership strategies facilitates a perception of control and responsibility which positively affects performance outcomes. For this reason, organizational culture and self-leadership behaviors were examined in this study as an important influence on organizational effectiveness. The purpose of this study was to examine the effects of organizational culture and self-leadership on organizational effectiveness. Organizational culture was classified into four factors: developmental culture, group culture, hierarchical culture, and rational culture. Self-leadership consisted of five factors: self-expectation/rehearsal, constructive thought, self-criticism, self-goal setting, and self-reward. Organizational effectiveness included job satisfaction and organizational commitment. We proposed the following hypotheses. Hypothesis1:Organizational culture will be positively related to employees’ job satisfaction. Hypothesis2:Organizational culture will be positively related to employees’ organizational commitment. Hypothesis3:Self-leadership will be positively related to employees’ job satisfaction. Hypothesis4:Self-leadership will be positively related to employees’ organizational commitment. Data were obtained from 294 respondents of manufacturing, communication, construction, and finance firms. Responses were obtained on a 7-point Likert scale ranging from extremely good (1) to extremely poor (7). Fifty percent of the sample was male and 46.3 percent were married. To test hypotheses of this study, we conducted hierarchical regression analysis. Results indicated that organizational culture had significant effects on organizational effectiveness. Developmental culture and group culture were positively related to both job satisfaction and organizational commitment. Hierarchical culture also had a positive effect on job satisfaction, whereas rational culture had a negative effect. Results also indicated that self-leadership had significant effects on organizational effectiveness. Self-expectation/rehearsal and self-goal setting were positively related to both job satisfaction and organizational commitment. Constructive thought had a positive effect on job satisfaction, but self-criticism had a positive effect on organizational commitment. We list two implications for studying the relationship between organizational culture and self-leadership and organizational effectiveness. First, CEO should consider developmental culture, group culture, and hierarchical culture simultaneously that influence organizational effectiveness. Second, CEO should make efforts to enforce self-leadership because self-expectation/rehearsal, self-goal setting, self- criticism have positive effects on organizational effectiveness. It is more effective for the employers to make employees to be potential self-leaders in achieving organizational performance. Despite contributions of the present study, some limitations must be noted. The first pertains to generalizability. Our results are based on data obtained from employees of manufacturing, communication, construction, and finance firms, findings may be limited to other institutional environments. The second limitation involves meth... 본 연구는 조직문화와 셀프리더십이 조직유효성에 미치는 영향을 분석하였다. 이를 위하여 제조업, 통신업, 건설업, 금융업에 종사하는 300명의 종업원을 대상으로 연구자료를 수집하였다. 조직문화 유형은 개발문화, 집단문화, 위계문화, 합리문화로 구분되었고, 셀프리더십은 자기기대/리허설, 건설적 사고, 자기비판, 자기목표 설정, 자기보상으로 구분되었으며, 조직유효성은 직무만족과 조직몰입을 포함하였다. 분석결과는 다음과 같다. 먼저, 조직문화 유형 가운데 개발문화와 집단문화는 직무만족과 조직몰입 둘 다를 높이는 것으로 나타났으며, 위계문화는 조직몰입을 높이는 반면 합리문화는 조직몰입을 낮추는 것으로 나타났다. 다음으로, 셀프리더십 유형 가운데 자지기대/리허설과 자기목표 설정은 직무만족과 조직몰입 둘 다를 높이는 것으로 나타났으며, 건설적 사고는 직무만족을 높이고 자기비판은 조직몰입을 높이는 것으로 나타났다. 마지막으로, 본 연구결과의 시사점을 논의하였다

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.

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.