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최만기,신창호 한국인적자원관리학회 2010 인적자원관리연구 Vol.17 No.1
Many previous studies of knowledge management have been based on the resource-based theory of the firm. Institutionalization, however, is necessary in order for knowledge management to be successful. In that sense, knowledge management needs to be studied from the viewpoint of institutionalization theory. In addition, R&D teams are major groups to create and share knowledge in corporations. There exists, nevertheless, very little research on the knowledge management and performance of R&D teams based on the institutionalization theory as well as the resource-based theory. Thus, based on Choe and Shin’s (2003) model, this study generated hypotheses about the effects of the resource and institutionalization characteristics on knowledge creation and sharing and the effects of these knowledge management activities on inside and outside team performance. To analyze the fitness of the model and to test the hypotheses, this study collected data from 281 R&D teams of 89 Korean companies through a questionnaire survey and conducted the covariance structure analysis and the path analysis utilizing the LISREL statistical program. As results, the model was fitted and all the hypotheses were accepted. In detail, resource and institutionalization characteristics significantly and positively affected knowledge creation and sharing activities which, in turn, had positive and significant impacts on both inside and outside team performance. Specifically, among the resource characteristics, task multifunction, information technology, and knowledge management strategy tend to strongly affect knowledge creation, while information technology tends to affect knowledge sharing. Among the institutionalization characteristics, the utilization of knowledge management system tends to contribute to knowledge creation significantly, whereas the establishment of knowledge management reward system with the utilization of knowledge management system tends to strongly affect knowledge sharing. Furthermore, such knowledge management activities as knowledge creation and sharing tend to increase the performance of outside as well as inside R&D teams.
崔晩基,卓李香 啓明大學校 행동과학연구소 1991 啓明行動科學 Vol.4 No.1
As people do, organizations face with crises in the process of growth and decline. If organizations manage the crises successfully, they will grow continuously. Yet; if they do ‘'not, they will disappear. According to the existing literature, 53 percent of newly born corporations tend to die in two years, and even 50-year old business organizations and public organizations represent only 2 percent and 4 percent of a11 organizations that were born in the same years. Thus, studying death and decline of organizations as well as studying birth and growth is meaningful and interesting. In addition, understanding how organizations manage successfully their crises is very necessary and important. However, there exist few systematic studies of organizational decline and death so far. Further, there exist very few empirical studies of managing organizational crises. Therefore, this study, first, aims at designing a model of organizations’'crisis management based on existing literature on organizational decline, change, and death. Second, this study aims at investigating empirically antecedents, symptoms, managerial strategies, and outcomes of organizational crisis through an in -depth case study. The empirical case study revealed the following phenomena about the management of organizational crisis: Because of change in both internal and external environments, H Corporation faced with organizational crisis. In earlier years, this corporation tended to try to overcome the crisis by pursuing a first -order change within the past managerial frame. In this stage, past successes were one of the major obstacles: managers tended to overcome the crisis by applying the style of management that was effective before con-fronting the crisis, although environments surrounding the corporation had been rapidly changed. Such trial, hence, resulted in the failure of overcoming the crisis. In later years, the corporation changed the past frame of management itself and pursued a second -order change. This change included change in top executives, major higher-level managers, organizational strategies, and so on. With these changes, lower-level members of the corporation organized committee to overcome the crisis and to get back to normal operations. This resulted in the recovery and rebirth of the corporation. This study designed a model of analyzing organizational crises. This model will provide a frame of reference for future studies of organizational crises. In addition, the research methodology in this study wilI let future researchers reconsider the way. of analyzing organizational crises, declines, and rebirth or death. The findings from this study, further, will offer various implications for practioners to manage effectively organizations that have already faced or will face with crises and declines.
Beyond qualitative perspectives and methods for organizational reserch
崔晩基 啓明大學校 행동과학연구소 1989 啓明行動科學 Vol.2 No.1
Various methodologies reflect researchers' diverse interests in the realities of organizations, the functions of research, and the topics of inquiry. This paper reviews major interests in qualitative research and identifies potential deficiencies underlying qualitative methodology. Then, as a complement to offset the deficiencies, critical perspectives and methods are proposed and discussed. The paper concludes by urging researchers to triangulate quantitative, qualitative, and critical methodology to understand fully and properly complex orgarnzations.