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    조직 및 하위문화의 가치공유도와 조직유효성과의 관계에 있어서 신뢰의 역할 = Trust as a mediator of the relationship between shared value of corporate-subculture and work outcomes

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    https://www.riss.kr/link?id=T10905842

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    다국어 초록 (Multilingual Abstract) kakao i 다국어 번역

    To achieve the vision & goals of an organization, it is important to adapt to the changing environment and to establish the concurred contribution consciousness. Not to mention, establishing a behavior style and organizational culture to successfully manage an organization.
    In order to change an organizational culture, first, it is necessary to recognize the cultural characteristics that an organization has. Because today's organization consists of various groups and there may be various subculture in the single organization.
    The subculture is an important element to influence the consciousness and behavior of each member, it influences an individuals results as well as those of the whole organization. Therefore, it is necessary to certify the existence of subculture and to recognize the forming elements of subculture for precise understanding of an organization. In this sense, subculture must be considered for organizational goal, organizational culture and trust.
    In this paper, Shared value of organizational culture-subculture and types of trust that influences organization (For example job satisfaction, organizational commitment, and OCB, turnover, pay satisfaction) will be examined.
    Also the degree of shared value of organizational-subculture, has on the relationship of trust and organizational efficiency. For empirical analysis, the target sample was from non-profit government-funded research organization, private company. The target data sample was from 241 members and diversity subcultures.
    The summary of the results are as follows:
    First, the high degree of shared value in organizational culture-subculture has significant influence on employee attitudes(job satisfaction, organizational commitment, and OCB, turnover, pay satisfaction).
    Second, to find out whether there is a relationship between of organizational culture-subculture and trust in according to dependent variables. It is certified by the empirical analysis that there is a clear difference between organizational culture-subculture and trust according to job satisfaction, organizational commitment, and OCB, turnover, pay satisfaction.
    Third, trust on organizational-supervisor has significant organizational effectiveness, it is shown that enhancing organizational culture-subculture.
    Fourth, to find out the shared value of organizational culture and subculture influence on organizational effectiveness. With the empirical analysis, it showed the shared value of an organization and subculture positively influenced organizational effectiveness.
    Fifth, to examine that degree of shared value has the control-effect among organizational culture, subculture, and organizational effectiveness.
    With this analysis, the control-effect of the degree of shared value appears to be large in relations to trust and organizational effectiveness.
    Therefore, the stronger degree of shared value is, the bigger organizational effectiveness is. To enhance organizational effectiveness, it is necessary to try to enhance the degree of shared value for organizational culture and efforts are needed by the organization.
    Key Words
    degree of shard value, organizational culture, subculture organizational, trust supervisor, trust organizational, effectiveness.
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    To achieve the vision & goals of an organization, it is important to adapt to the changing environment and to establish the concurred contribution consciousness. Not to mention, establishing a behavior style and organizational culture to successfully ...

    To achieve the vision & goals of an organization, it is important to adapt to the changing environment and to establish the concurred contribution consciousness. Not to mention, establishing a behavior style and organizational culture to successfully manage an organization.
    In order to change an organizational culture, first, it is necessary to recognize the cultural characteristics that an organization has. Because today's organization consists of various groups and there may be various subculture in the single organization.
    The subculture is an important element to influence the consciousness and behavior of each member, it influences an individuals results as well as those of the whole organization. Therefore, it is necessary to certify the existence of subculture and to recognize the forming elements of subculture for precise understanding of an organization. In this sense, subculture must be considered for organizational goal, organizational culture and trust.
    In this paper, Shared value of organizational culture-subculture and types of trust that influences organization (For example job satisfaction, organizational commitment, and OCB, turnover, pay satisfaction) will be examined.
    Also the degree of shared value of organizational-subculture, has on the relationship of trust and organizational efficiency. For empirical analysis, the target sample was from non-profit government-funded research organization, private company. The target data sample was from 241 members and diversity subcultures.
    The summary of the results are as follows:
    First, the high degree of shared value in organizational culture-subculture has significant influence on employee attitudes(job satisfaction, organizational commitment, and OCB, turnover, pay satisfaction).
    Second, to find out whether there is a relationship between of organizational culture-subculture and trust in according to dependent variables. It is certified by the empirical analysis that there is a clear difference between organizational culture-subculture and trust according to job satisfaction, organizational commitment, and OCB, turnover, pay satisfaction.
    Third, trust on organizational-supervisor has significant organizational effectiveness, it is shown that enhancing organizational culture-subculture.
    Fourth, to find out the shared value of organizational culture and subculture influence on organizational effectiveness. With the empirical analysis, it showed the shared value of an organization and subculture positively influenced organizational effectiveness.
    Fifth, to examine that degree of shared value has the control-effect among organizational culture, subculture, and organizational effectiveness.
    With this analysis, the control-effect of the degree of shared value appears to be large in relations to trust and organizational effectiveness.
    Therefore, the stronger degree of shared value is, the bigger organizational effectiveness is. To enhance organizational effectiveness, it is necessary to try to enhance the degree of shared value for organizational culture and efforts are needed by the organization.
    Key Words
    degree of shard value, organizational culture, subculture organizational, trust supervisor, trust organizational, effectiveness.

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    목차 (Table of Contents)

    • 제1장 서론 = 1
    • 제1절 연구목적 = 1
    • 제2절 연구방법 및 범위 = 3
    • 제2장 조직문화, 하위문화, 신뢰에 대한 이론적 고찰 = 7
    • 제1절 조직문화에 대한 이론적 고찰 = 7
    • 제1장 서론 = 1
    • 제1절 연구목적 = 1
    • 제2절 연구방법 및 범위 = 3
    • 제2장 조직문화, 하위문화, 신뢰에 대한 이론적 고찰 = 7
    • 제1절 조직문화에 대한 이론적 고찰 = 7
    • 1. 조직문화의 정의와 구성요소 = 7
    • 2. 하위문화의 개념과 위치 = 12
    • 3. 조직문화의 공유가치 = 21
    • 제2절 신뢰에 대한 이론적 고찰 = 24
    • 1. 신뢰의 필요성과 정의 = 24
    • 2. 신뢰의 유형 = 32
    • 3. 신뢰의 대상 = 36
    • 제3절 조직 및 하위문화 공유도, 신뢰와 조직성과와 관계 = 40
    • 1. 조직문화 및 하위문화의 공유도와 조직성과 = 40
    • 2. 조직문화 및 하위문화와 신뢰의 관계 = 43
    • 3. 신뢰와 조직성과 = 44
    • 4. 상사와 조직에 대한 신뢰의 조절역할 = 45
    • 제3장 연구 설계 = 48
    • 제1절 연구모형 = 48
    • 제2절 연구가설 = 49
    • 제3절 변수의 조작적 정의 = 55
    • 1. 조직문화와 하위문화의 공유도 = 55
    • 2. 조절변수-신뢰 = 56
    • 3. 조직성과변수 = 58
    • 제4절 표본 및 조사방법 = 61
    • 1. 표본 및 설문지구성 = 61
    • 2. 자료 처리 = 63
    • 제4장 연구결과분석 = 65
    • 제1절 타당성 및 신뢰성 분석 = 65
    • 1. 타당성분석 = 65
    • 2. 측정도구의 신뢰성 검증 = 72
    • 3. 변수의 기술 통계량과 상관관계 = 73
    • 제2절 가설검증 = 74
    • 1. 가설 1의 검증 = 74
    • 2. 가설 2의 검증 = 75
    • 3. 가설 3의 검증 = 77
    • 4. 가설 4의 검증 = 78
    • 5. 가설 5의 검증 = 81
    • 6. 가설 6의 검증 = 84
    • 7. 가설 7의 검증 = 87
    • 제3절 가설검증 결과의 요약 = 90
    • 제5장 결론 = 93
    • 제1절 연구결과의 요약 및 시사점 = 93
    • 1. 연구결과 요약 = 93
    • 2. 시사점과 의의 = 94
    • 제2절 연구의 한계와 향후과제 = 97
    • 참고문헌 = 98
    • 설문지 = 108
    • ABSTRACT = 115
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