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RISS 인기검색어
- 검색키워드
- 저자 : Joseph W. M. Kessels (검색결과 2 건)
- 무료
- 기관 내 무료
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The Development and Its Validation of Knowledge Productivity and Value Creation
강석진,Joseph, W. M. Kessels,이은수,조영삼 한국전문경영인학회 2014 專門經營人硏究 Vol.17 No.3
Knowledge productivity and value creation have changed and progressed significantly in our fast-changing knowledge economy during recent decades, presenting important challenges for managing businesses. Especially, knowledge productivity became the main factor for value creation, which is a priority objective of managing businesses. The purpose of this study is to develop and validate scales for the measurement of knowledge productivity and value creation. First, as a preliminary investigation, we conducted in-depth interviews with 39 executives and senior managers to develop the items for a questionnaire. Second, we conducted formal in-depth group interviews with 72 interviewees and collected completed questionnaires from 387 study participants. To test the convergent validity of the questionnaire items, we conducted an exploratory factor analysis using this sample. The results for the scale measuring knowledge productivity showed that 28 items could be categorized into two factors (KP1: improvement and innovation of products, services, and work processes, and KP2: sustainable development of the future growth engine). The results for the scale measuring value creation also indicated that all 28 items could be categorized into four factors (VC1: corporate reputation, image, and corporate social responsibility, VC2: employee satisfaction with work environment, VC3: employee satisfaction with financial benefits, and VC4: sustainability). The reliability of the measurement instruments, containing two factors related to knowledge productivity and four factors related to value creation, was acceptable. Results of a confirmatory factor analysis to verify the discriminant validity of the instrument items indicated that the two-factor model for knowledge productivity and the four-factor model for knowledge productivity fitted the data significantly better than other alternative models for both measures. Finally, as an additional test, the results of the correlation analysis for both knowledge productivity and value creation proved the validity of our study variables for measurement purposes. The results of these validation tests support the usefulness and practicality of these variables for future research.
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Measuring the CEO Leadership Style and the Organizational Culture
강석진,Joseph W. M. Kessels,이은수,조영삼 한국전문경영인학회 2014 專門經營人硏究 Vol.17 No.1
Leadership style and organizational culture have changed and progressed significantly under the fast changing knowledge economy during the recent decades, and these are important challenges for managing businesses. Therefore, it is required to redefine characteristics of CEO leadership style and organizational culture in these days. The purpose of this study is to develop and validate scales for the measurement of leadership style and organizational culture. First, as a preliminary investigation, we conducted in-depth interviews with 39 executives and senior managers to develop the items for questionnaires. Second, we conducted formal in-depth group interviews with 72 interviewees and collected completed questionnaires from 387 study participants. To test the convergent validity of the questionnaire items, we conducted an exploratory factor analysis using this sample. The results for the scale measuring leadership style showed that all 28 items were categorized into four factors (LS1: People-oriented, LS2: Visionary and entrepreneurial, LS3: High challenge-seeking and risk-taking, and LS4: Low challenge-seeking and high-control). The results for the scale measuring organizational culture also indicated that all 21 items were categorized into four factors (OC1: People-oriented, OC2: High challenge-seeking and innovative, OC3: Low challenge-seeking and status-quo, OC4: Bureaucratic and top-down). The reliability of the four factors for each leadership style and organizational culture measurement instruments was acceptable. Results of a confirmatory factor analysis conducted to verify the discriminant validity of the instrument items indicated that the four-factor model for leadership style and organizational culture fitted the data significantly better than the two-factor model as well as one-factor model for both measures. Finally, as an additional test, the results of the correlation analysis for both leadership style and organizational culture proved the measurement validity of our study variables. These results of validation tests support the usefulness and practicality of these variables for future research.
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