經營革新에 대한 組織構成員의 受容態度에 관한 硏究 : K公企業 濟州地域 職員을 中心으로 = (A) Study on the Accepting Attitude for Managemental Innovation : Focusing on Cheju

다국어 초록 (Multilingual Abstract)

Most of companies keep processing managemental innovation to survive and grow in the changeful managemental environment and global competition. Some of them process it successful while other don't.
One of the reasons is that they begin without complete understanding of the meaning of innovation. And they tend to process it by top-down system. That is, organizational members just follow the pre-decided plan with passive attitude.
The purpose of this study is to prove the present conditions of that how much organizational members accept the directions from the top, that affect them in accepting and how much.
To accomplish these purpose, on March 1999. 350 employees in k company were given questionnaires of which 317 were returned of which 299 were used for empirical analysis.
Frequency, Reliability, Factor Analysis, T-test, Oneway ANOVA, Correlation and multiple Regression by a statistical package. SPSS Win 6.0 were used to analyze each variable.
In the empirical research, following variables were used to prove hypotheses.
1. Demographic variables such as age, duration of work, locus of control and characteristics of organizational man and specialist.
2. Organizational characteristics such as job satisfaction, organizational commitment, leader's interest, training, participation and communication.
3. The degree of future expectation for innovation was used as an independent variable while accepting attitude for innovation was used for the dependent variable.
4. Sub-groups according to position, section and task were used to prove significant difference among them.
The study can be summarized as follows:
1. The degree of accepting attitude is very positive in 20s while it is getting negative in higher age of 30s.
2. The degree of accepting attitude very positive for the groups who work for less than 4 years and over 11 years, while group is negative.
3. The degree of accepting attitude by the groups who have introversion is higher than the groups who have extroversion. And the group who have characteristics of organizational man has higher degree of accepting attitude than those who have characteristics of specialist.
4. Job satisfaction and organizational commitment affect accepting attitude for innovation. The degree of affecting by organizational commitment is greater.
5. Interest of leaders such as direct boss and chief of the section affect organizational members in accepting attitude for innovation.
6. More training about managemental innovation is helpful to improve the accepting attitude.
7. More active communication among superior and inferior, coworkers and departments, more positive in accepting innovation.
8. Organizational members who have participated in innovational programs are more positive in accepting managemental innovation from the top.
9. The group who accept reward positively, accept present innovation program actively.
10. There is significant difference between the members with assignment to a position and those with no assignment to a position.
11. The member who have a chance to be a chief of the section are more positive in accepting innovation than those who don't.
12. The members in marketing section who close with customers are positive in accepting innovation than the member who work far from customers.
13. Among 10 independent variables, communication affect accepting attitude for innovation as the first rank followed by leaders' interest, training, and organizational commitment in order.
Limitation to this study is that the samples of data used in this empirical analysis were collected in a specific company in Cheju, so that the results of this study may have the limits of application for other industries or regions.

다국어 초록 (Multilingual Abstract)

Most of companies keep processing managemental innovation to survive and grow in the changeful managemental environment and global competition. Some of them process it successful while others don't.
One of the reasons is that they begin without complete understanding of the meaning of innovation. And they tend to process it by top-down system. That is, organizational members just follow the pre-decided plan with passive attitude.
The purpose of this study is to prove the present conditions of that how much organizational members accept the directions from the top. what affect them in accepting and how much.
To accomplish these purposes, on March 1999. 350 employees in K company were given questionnaires of which 317 were returned of which 299 were used for empirical analysis.
Frequency. Reliability, Factor Analysis. T-test. Oneway, ANOVA, Correlation and multiple Regression by a statistical package, SPSS Win 6.0 were used to analyze each variable.
In the empirical research, following variables were used to prove hypotheses.
1. Demographic variables such as age, duration of work, locus of control and characteristics of organizational man and specialist.
2. Organizational characteristics such as job satisfaction, organizational commitment, leader's interest, training, participation and communication.
3. The degree of future expectation for innovation was used as an independent variable while accepting attitude for innovation was used for the dependent variable.
4. Sub-groups according to position. section and task were used to prove significant difference among them.
The study can bo summarized as follows:
1. the degree of accepting attitude is very positive in 20s while it is golfing negative in higher age of 30s.
2. The degree of accepting attitude is very positive for the groups who work for loss than 4 years and over 11 years, while other group is negative.
3. The degree of accepting attitude by the groups who have introversion is higher than the groups who have extroversion. And the group who have characteristics of organizational man has higher degree of accepting attitude than those who have characteristics of specialist.
4. Job satisfaction and organizational commitment affect accepting attitude for innovation. The degree of affecting by organizational commitment is greater.
5. Interest of leaders such as direct boss and chief of the section affect organizational members in accepting attitude for innovation.
6. More training about managemental innovation is helpful to improve the accepting attitude.
7. More active communication among superior and inferior, coworkers and departments, more positive in accepting innovation.
8. Organizational members who have participated in innovational programs are more positive in accepting managemental innovation from the top.
9. The group who accept reward positively, accept present innovation program actively.
10. There is significant difference between the members with assignment to a position and those with no assignment to a position.
11. The members who have a chance to be a chief of the section are more positive in accepting innovation than those who don't.
12. The member's in marketing section who work close with customers are positive in accepting innovation than the member who work far from customers.
13. among 10 independent variables, communication affect accepting attitude for innovation as the first rank and followed by leaders' interest, training, and organizational commitment in order.
Limitation to this study is that the samples of data used in this empirical analysis were collected in a specific company in Cheju, so that the results of this study may have the limits of application for other industries or regions.

목차 (Table of Contents)

• 目次
• 第I章 序論 = 1
• 第1節 硏究의 目的 = 1
• 第2節 硏究의 方法과 構城 = 2
• 第II章 經英革新과 受容態度에 관한 理論的 考察 = 4
• 第1節 經英革新의 理論的 考察 = 4
• 第2節 受容態度의 理論的 考察 = 11
• 第III障 K公企業 經英革新에 대한 考察 = 31
• 第1節 經英革新의 必然性 = 31
• 第2節 經營革新의 具體的 內容 = 36
• 第IV章 硏究의 設計 = 48
• 第1節 硏究의 模型 = 48
• 第2節 變數의 操作的 定義 = 49
• 第3節 假設의 設定 = 52
• 第4節 調査方法 = 53
• 第V章 實證硏究 = 56
• 第1節 信賴性 및 妥當性 檢證 = 56
• 第2節 假設의 檢證 = 57
• 第VI章 結論 = 70
• 第1節 硏究結果의 要約 = 70
• 第2節 硏究結果의 示唆點 = 73
• 參考文獻 = 76
• Abstract = 80
• 경영혁신 연구를 위한 설문지 = 84