Influence of Programming Education Utilizing Arduino on Creative Problem Solving Ability of High School Students

이 논문은 윤정구의 2017년도 석사 학위 논문을 수정・보완하여 재구성한 것임.The purpose of this study is to investigate the effects of the programming education using Arduino, which is utilized in producing the creative outputs, on the creative problem solving ability of high school students. In order to verify the effectiveness, we divided 56 students in the second grade of high school in Gyeonggi-do into experiment group(28 students) and control group(28 students) and conducted the ordinary text-based programming class to the control group and the programming class utilizing Arduino to the experiment group for 14 hours each. The results of the research showed that creative problem solving ability of experiment group was meaningfully improved compared to control group. Based on these results, it can be seen that high school students' programming education using Arduino has a positive effect on creative problem solving ability.본 연구에서는 최근 다양한 분야에서 창의적 산출물 제작에 이용되고 있는 아두이노를 활용한 프로그래밍 교육이 고등학생의 창의적 문제 해결력에 미치는 영향을 분석하여 효과를 검증하였다. 이를 위해 경기도에 소재한 일반계 고등학교 2학년 2개 학급 56명을 28명의 실험집단과 28명의 통제집단으로 구성한 후에 통제집단은 기존의 텍스트 기반 프로그래밍 언어를 활용한 프로그래밍 수업을, 실험집단은 아두이노를 활용한 프로그래밍 수업을 각각 14차시에 걸쳐 진행하였다. 연구 분석 결과 실험집단의 창의적 문제 해결력이 통제 집단에 비하여 유의미하게 향상되었다. 이 결과를 토대로 아두이노를 활용한 고등학생의 프로그래밍 교육이 창의적 문제해결력에 긍정적인 영향을 미친 것으로 볼 수 있다

The Formation of Group Ties in Open Interaction Groups

We examine how task jointness and group incentive structures bear on the nature and strength of the affective and cognitive ties that people forge to a group. The argument is that affective group ties have stronger effects on social order than cognitive group ties. There are two general hypotheses. First, joint tasks generate stronger cognitive and affective ties to groups, whereas group incentives generate cognitive but not necessarily affective ties to the group. Second, affective ties more effectively solve two fundamental problems of social order in groups: (1) sustaining membership (also known as stay behavior) and (2) generating the joint gains of further collaboration (cooperation). The theoretical logic is that joint tasks promote a sense of shared responsibility, and this leads members to attribute their individual emotions to the group as an object, whereas alignment of individual and group incentives does not produce such effects. The theory and hypotheses are tested experimentally in four-person open interaction groups, manipulating task jointness (high, low, none) and incentives (individual based vs. group based). The results generally support the hypotheses underlying the theoretical logic. Affective ties to groups are based primarily on levels of task jointness, and such tasks have stronger effects than incentives on the capacity of groups to retain membership and induce cooperation in social dilemmas

Social exchange and micro social order

This study uses an affect theory of social exchange (Lawler 2001) to investigate how and when network structures generate "micro social orders." Micro social order entails recurrent interactions, emotional reactions, perceptions of a group, and affective sentiments. The core theoretical argument is that micro orders, involving behavioral, cognitive, and affective dimensions, develop and are stronger to the degree that (1) actors engage in highly joint tasks or activities and (2) these tasks generate a sense of shared responsibility for the interaction outcomes. A laboratory experiment varies different forms of social exchange - negotiated, reciprocal, generalized, and productive - within a network structure, and offers strong support for the core expectation that productive forms of exchange generate the strongest micro order. Conversely, generalized exchange generates the weakest order, with negotiated and reciprocal forms in between. In general, productive exchange bolsters more exchange behavior, more positive feelings, perceptions of cohesion at the network level, and affective attachments to the network as a social unit. This research has broad implications for the conditions under which task activity promotes micro social orders that involve strong person-to-group ties (as opposed to person-to-person ties) and affective sentiments regarding the social unit

고탄소수 탄화수소계 연료의 화염 안정성에 관한 실험적 연구

학위논문(석사)--서울대학교 대학원 :기계공학과,1998.Maste

What makes employees zealous supporters of their firm's CSR initiative? The role of employees' perceptions of their firm's CSR authenticity

Purpose: This study examines the effects of a firm's corporate social responsibility (CSR) initiative on its employees' organizational attachment and intent to leave. We propose that employees' perceived authenticity of their firm's CSR activity mediates the effects of a firm's CSR initiative on employees' attachment to the firm and intent to leave. We also hypothesize that employees understand the authenticity of their firm's CSR initiative based on internal and external attribution mechanisms. We propose that internal attribution enhances authenticity, while external attribution reduces it. Methodology/approach: We surveyed a sample of 450 employees from 38 Korean companies that were included in the 2009 Dow Jones Sustainability Index Korea (DJSI Korea). To test the theoretical model, we employed a linear structural equation modeling which allows the causal estimation of theoretical constructs after taking into account their measurement errors. Findings: As predicted, internal attribution significantly increases employees' perceptions of their firm's CSR authenticity, whereas external attribution significantly reduces such perceptions. Employees' perceptions of authenticity, in turn, increase their affective attachment and decrease their intent to leave. In addition, the effects of the two attribution mechanisms on organizational attachment and intent to leave were mediated by employees' perceptions on authenticity. Research limitations/implications: Research on authenticity has been case studies or narrative ones. This is one of the first studies investigating the role of authentic management empirically. Practical implications: We demonstrate that a firm's CSR initiative is a double-edged sword. When employees perceive inauthenticity of their firm's CSR initiative, the CSR initiative could be detrimental to employees' attachment to the firm. This study calls attention to the importance of authentic management of CSR. Social implications: Informational transparency through social network services become the foundational reality to the contemporary management. To maintain competitive edge in this changing world, every stakeholder of a firm including managers, employees, customers, shareholders, government, and communities should collaborate and help each other live the principle of authenticity. Copyright © 2016 by Emerald Group Publishing Limited

Exchange and cohesion in dyads and triads: A test of Simmel's hypothesis

This paper uses social exchange theory to address a classic question posed by Simmel (1964) regarding dyads and triads. The question is whether exchanges in a triad will generate more cohesion at the group level than exchanges in an isolated dyad. The main hypotheses, integrating several ideas from Simmel and social exchange theories, are as follows. First, triads generate less variability of behavior than dyads; that is, there is more uniformity or convergence in triads. Second, in the context of repeated exchange, we predict higher levels of cohesion in triads than in dyads. Third, positive emotion or affect has a stronger impact on cohesion in dyads than in triads, whereas uncertainty reduction has a stronger impact on cohesion in triads. To test these hypotheses, an experiment compared isolated dyads to dyads nested in a triadic exchange network. Subjects engaged in exchanges across a series of distinct episodes, using standard experimental procedures from research on relational cohesion (Lawler and Yoon, 1996) and exchange networks (Molm and Cook, 1995; Willer, 1999). Consistent with the hypotheses, the results reveal more convergence of behavior and higher cohesion in triads than in dyads; moreover, uncertainty reduction is the primary basis for cohesion in the triad, whereas positive affect was the primary basis for cohesion in the dyad. These results are discussed in relation to Simmelian dyad-triad dynamics and the theory of relational cohesion. © 2013 Elsevier Inc

A theoretical model and new test of managerial legitimacy in work teams

This study examines endorsement and authorization as two social mechanisms that can induce perceptions of legitimacy for individuals who manage work teams. Endorsement is the support of a manager by one's own team members, whereas authorization is the support of a team manager stemming from a higher bureaucratic level. Applying these mechanisms to specific work teams we hypothesize that (1. a team member who observes that other team members endorse a manager and the upper management authorizes the manager will perceive that manager's acts to be more legitimate; (2. in the context of the team environment the effect of endorsement will be greater than that of authorization; and (3. perceived legitimacy will mediate the effects of endorsement and authorization on positive outcomes such as team members' efficacy and commitment. These hypotheses were tested using 320 respondents from 56 Korean work teams. The results provide overall support of these hypotheses. As predicted, endorsement and authorization are key mechanisms significantly enhancing legitimacy. Further, the effect of endorsement on legitimacy is greater than that of authorization, and legitimacy partially mediates the effects of both endorsement and authorization on team efficacy and commitment. The implications of these findings are discussed in the context of prevailing theories of legitimacy. © The Author 2012. Published by Oxford University Press on behalf of the University of North Carolina at Chapel Hill. All rights reserved

Building organizational commitment in nested groups: Theory and new evidence from South Korea

We investigate team commitment as a nested group phenomenon and examine perceived organizational support as a mechanism through which nested team commitment is generalized to the larger organizational unit. We theorize that employees develop nested team commitments by attributing positive emotions (e.g., job satisfaction) to teams more than to the larger organization. At issue with nested teams is how to mobilize local commitments to the larger organization and thereby coordinate and integrate inter-team activities at the organizational level. We propose perceived organizational support as a solution, which operates as a re-categorization mechanism to help employees expand their nested group boundary to include the larger organization. We derive two main effect hypotheses and two moderation effect hypotheses. These hypotheses are tested using data from 768 employees of a large Korean organization. The results provide support for three of the four hypotheses. The order of authorship is random and does not reflect differing contributions. © North Central Sociological Association

Relational cohesion, social commitments, and person-togroup ties: Twenty-five years of a theoretical research program

Affect; Cohesion; Cooperation; Group formation; Social exchange; Solidarit