18 research outputs found
A Study on development of health care services for the demented elderly in Korea
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The Causal Relationship among Organizational Commitment and Organizational Socialization, Job Characteristics, Proactive Behavior of New Employee in Large Corporations
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The Relationships among Team Innovation Behavior, Cohesiveness, Transactive Memory System and Knowledge Sharing and Moderation Effects of Leader-Member Exchange and Positive Error Management Climateof Teams in Large Corporations
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κ΅μ‘κ³Ό,2019. 8. κΉμ§λͺ¨.This study was aimed at examining the moderating effects of team leader-member exchange and the positive error management climate on the relationships between team innovation behaviors, team cohesiveness, team transactive memory systems, and team knowledge sharing behaviors at large companies. The objectives to meet the research goal were set as follows: a) to examine the effects of team cohesiveness, team transactive memory systems, and team knowledge sharing behaviors on team innovation behaviors at large companies; b) to examine the mediating effects of team transactive memory systems and team knowledge sharing behaviors on the relationships between team cohesiveness and team innovation behaviors at large companies; c) to examine the moderating effects of team leader-member exchange on the relationships between team cohesiveness, team transactive memory systems, and team knowledge sharing behaviors and the moderating effects of the positive error management climate on the relationships between team knowledge sharing and team innovation behaviors at large companies.
The population of the study was functional teams at large companies. Nonetheless, it was difficult to estimate the exact number of the teams, as each company organizes and dissolves a team based on its intention and characteristics. Thus this study set the target population as the functional teams at the top 100 companies on the top 1,000 company list by sales in the MaeKyungs Yearbook for Companies, excluding SOEs. The survey data was collected between May 7 and 24, 2019, and was distributed to a total of 135 teams at 14 companies out of the top 100 companies. In all, 368 members of 123 teams responded to the survey. After the collected data was analyzed to check whether it can be converted into the team level data, the data of 287 members of 77 teams was used. The data was analyzed using technical statistics, regression analysis, and mediation and moderation analyses by Hayes Process Macro.
The study resulted as follows. First, team cohesiveness did not affect team innovation behaviors significantly (Ξ²=.076, p=.534), while team transactive memory systems (Ξ²=.302, p.05). Team cohesiveness indirectly affected team innovation behaviors by completely mediating team knowledge sharing behaviors (B=.431, p<.05), while team knowledge sharing behaviors had an indirect impact on team innovation behaviors via team transactive memory systems and team knowledge sharing behaviors (B=.243 p<.05). Third, team leader-member exchange perceived by team members at large companies moderated the paths between team cohesiveness and team knowledge sharing behaviors (B=.217, p<.05), and between team transactive memory systems and team knowledge sharing behaviors (B=.278, p<.05). The positive error management climate did not have moderating effects on the paths between team knowledge sharing behaviors and team innovation behaviors (B=.100, p=.505).
The study reached the following conclusions. First, team transactive memory systems and team knowledge sharing behaviors directly affected team innovation behaviors, while team cohesiveness did not. Accordingly, in order to promote team innovation behaviors, it is essential to create a climate where team members can recognize each others expertise and adapt it to works, and share and combine their knowledge, rather than increasing their team cohesiveness.
Second, team cohesiveness did not directly affect team innovation behaviors, but indirectly affected it via team transactive memory systems and team knowledge sharing behaviors. If a team wants to facilitate its innovation behaviors, it should put efforts into now only improving team cohesiveness but creating a team transactive memory system and facilitating team knowledge sharing behaviors.
Third, team leader-member exchange strengthened the relationships between team cohesiveness and team knowledge sharing behaviors, and between team transactive memory systems and team knowledge sharing behaviors. This means that good relationships between a team leader and members can strengthen the effects of team cohesiveness on team knowledge sharing behaviors. A team with a transactive memory system can prompt team knowledge sharing behaviors more efficiently, which means that team leader-member exchange strengthens the relationships between team transactive memory systems and team knowledge sharing behaviors. The team knowledge sharing behaviors with material effects on team innovation behaviors is affected by team cohesiveness and team transactive memory systems and maybe strengthened by leader-member relationships, which must be given in the process of designing a team or the implementation of a team. Meanwhile, the positive error management climate did not moderate the relationships between team knowledge sharing behaviors and team innovation behaviors.
The following recommendations were drawn from the conclusions hereof. First, training programs to improve the expertise of team members should be provided. Second, the programs to keep the positive relationships between a team leader and members need to be offered to intensify the relationships between team transactive memory systems and team knowledge sharing. Third, the knowledge sharing culture within an organization should be promoted. Fourth, it is needed to cross-validate the relationships between team cohesiveness, team transactive memory systems, team knowledge sharing behaviors, team innovation behaviors, team leader-member exchange, and the positive error management climate, by conducting research on various subjects. Fifth, relevant research needs to be carried out based on the practical performance of the teams innovation, rather than on perception.μ΄ μ°κ΅¬λ λκΈ°μ
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무μ μ μ©ν μ μλ λΆμκΈ°μ νμ ꡬμ±μλ€μ΄ μμ μ΄ λ³΄μ ν μ§μμ 곡μ νκ³ κ²°ν©ν μ μλ λΆμκΈ°λ₯Ό λ§λλ κ²μ΄ μ€μνλ€.
λμ§Έ, νμ μμ§μ±μ ν νμ νλμ μ§μ μ μΈ μν₯μ λ―ΈμΉμ§ μμμ§λ§, ν μ 보κ΅λ₯체μ μ ν μ§μ곡μ νλμ ν΅ν΄ ν νμ νλμ κ°μ μ μΌλ‘ μν₯μ λ―ΈμΉλ κ²μΌλ‘ νμΈλμλ€. λ°λΌμ νμ νμ νλμ κ³ μ·¨νκ³ μΆλ€λ©΄, νμ μμ§μ± λΏλ§ μλλΌ μ 보κ΅λ₯체μ λ₯Ό ꡬμΆνκΈ° μν λ
Έλ ₯κ³Ό μ§μ곡μ νλμ μ΄μ§νκΈ° μν λ
Έλ ₯λ ν¨κ» μνλμ΄μΌ νλ€.
μ
μ§Έ, νμ₯-νμμ κ΅νκ΄κ³λ ν μμ§μ±κ³Ό μ§μ곡μ νλμ κ΄κ³, ν μ 보κ΅λ₯체μ μ μ§μ곡μ νλμ κ΄κ³λ₯Ό κ°ννλ κ²μΌλ‘ λνλ¬λ€. μ΄λ ν ꡬμ±μ κ° μμ§ μμ€μ΄ μ§μ곡μ νλμ μν₯μ μ£Όλ λ° μμ΄ νμ₯κ³Ό νμμ κ΄κ³κ° μ’μΌλ©΄ μμ§μ±μ΄ μ§μ곡μ νλμ λν μν₯μ λ³΄λ€ κ°νν μ μμμ μλ―Ένλ€. λν νμ΄ μΈμ§μ μΌλ‘ μ 보κ΅λ₯체μ λ₯Ό κ°μΆκ³ μμΌλ©΄ μ§μ곡μ νλμ μ΄λ°νλ λ° μν₯μ μ£Όλ©°, μ΄ λλ νμ₯-νμμ κ΅νκ΄κ³κ° μ 보κ΅λ₯체μ μ μ§μ곡μ νλμ μν₯ κ΄κ³λ₯Ό λ³΄λ€ κ°νν μ μμμ μλ―Ένλ€. λ°λΌμ ν νμ νλμ κ°λ ₯ν μν₯μ λ―ΈμΉλ μ§μ곡μ νλμ μμ§μ±κ³Ό μ 보κ΅λ₯체μ μ μν₯μ λ°μΌλ©°, μ΄ κ΄κ³λ νμ₯-νμμ κ΄κ³μ μν΄ κ°νλ μ μμΌλ―λ‘, ν μ€κ³μ νμ μνμ μμ΄ νμ₯-νμμ κ΄κ³λ λ°λμ ν¨κ» κ³ λ €λμ΄μΌ νλ€. ννΈ, κΈμ μ μ€μ±
κ΄λ¦¬λ¬Ένλ ν μ§μ곡μ νλκ³Ό ν νμ νλμ κ΄κ³λ₯Ό μ‘°μ νμ§ λͺ»νμλ€.
μ΄ μ°κ΅¬μ κ²°λ‘ μ ν΅ν΄ μ μνλ μ μΈμ λ€μκ³Ό κ°λ€.
첫째, νμλ€μ μ λ¬Έμ±μ ν₯μμν¬ μ μλ κ΅μ‘μ΄ μ 곡λμ΄μΌ νλ€. λμ§Έ, ν μ 보κ΅λ₯체μ μ ν μ§μ곡μ νλμ κ΄κ³λ₯Ό κ°ννκΈ° μν΄ νμ₯μ΄ ν ꡬμ±μκ³Ό κΈμ μ μΈ κ΄κ³λ₯Ό μ μ§ν μ μλλ‘ νλ νλ‘κ·Έλ¨μ΄ μ 곡λ νμκ° μλ€. μ
μ§Έ, μ‘°μ§ λ΄ μ§μ곡μ λ¬Ένλ₯Ό νμ°νκ³ μ₯λ €ν νμκ° μλ€. λ·μ§Έ, λ€μν μ°κ΅¬λμμ λμμΌλ‘ μ°κ΅¬λ₯Ό μννμ¬ ν μμ§μ±, μ 보κ΅λ₯체μ , μ§μ곡μ νλ, νμ νλ, νμ₯-νμ κ΅νκ΄κ³, κΈμ μ μ€μ±
κ΄λ¦¬λ¬Ένμ κ΄κ³μ λν κ΅μ°¨ νλΉμ±μ κ²μ¦ν νμκ° μλ€. λ€μ―μ§Έ, μΈμμ΄ μλ μ€μ μ μΈ ν νμ μ±κ³Όμ κΈ°μ΄ν κ΄κ³ μ°κ΅¬λ₯Ό μνν νμκ° μλ€.I. μ λ‘ 1
1. μ°κ΅¬μ νμμ± 1
2. μ°κ΅¬μ λͺ©μ 5
3. μ°κ΅¬λ¬Έμ 5
4. μ©μ΄μ μ μ 6
5. μ°κ΅¬μ μ ν 8
II. μ΄λ‘ μ λ°°κ²½ 11
1. λκΈ°μ
νκ³Ό μ‘°μ§νμ΅ 11
2. ν νμ νλ 17
3. ν νμ νλ κ΄λ ¨ μ£Όμ λ³μΈ 33
4. ν νμ νλκ³Ό κ΄λ ¨ μ£Όμ λ³μΈ κ°μ κ΄κ³ 53
III. μ°κ΅¬λ°©λ² 69
1. μ°κ΅¬λͺ¨ν 69
2. μ°κ΅¬λμ 71
3. μ‘°μ¬λꡬ 73
4. μλ£μμ§ 89
5. μλ£λΆμ 92
IV. μ°κ΅¬ κ²°κ³Ό 101
1. μ°κ΅¬λ³μΈ μΌλ°ν΅κ³λ 101
2. ν νμ νλκ³Ό ν μμ§μ±, ν μ 보κ΅λ₯체μ λ° ν μ§μ곡μ νλμ μν₯ 105
3. μ 보κ΅λ₯체μ μ μ§μ곡μ νλμ 맀κ°ν¨κ³Ό 108
4. νμ₯-νμ κ΅νκ΄κ³μ κΈμ μ μ€μ±
κ΄λ¦¬λ¬Ένμ μ‘°μ ν¨κ³Ό 111
5. μ°κ΅¬ κ²°κ³Όμ λν λ
Όμ 117
V. μμ½, κ²°λ‘ λ° μ μΈ 127
1. μμ½ 127
2. κ²°λ‘ 130
3. μ μΈ 132
μ°Έκ³ λ¬Έν 135
λΆλ‘ 167Docto