This study targets growing mid-sized firms located in between major companies and small companies. Specifically, the purpose of this study is to research how the organizational culture of mid-sized firms can be formed based on the values of CEO in the... This study targets growing mid-sized firms located in between major companies and small companies. Specifically, the purpose of this study is to research how the organizational culture of mid-sized firms can be formed based on the values of CEO in the companies. To achieve this goal, I set three research assignments. The first assignment is to figure out that in what context of the organization, the organizational values of CEOs in a mid-sized company can be generated. The second one is how the organizational values of CEOs in a mid-sized company spread out, and the last one is how this organizational culture based on the organizational values of CEOs would be implemented in the company. There are two reasons why I selected especially mid-sized firms as a research subject in this study. First, from a strategic point of view, I think mid-sized companies provide the connections between major companies and minor companies and play an important role in enhancing the national competition power. Secondly, in the mid- sized firms the values of CEO provide absolute impact on the strong organizational culture. This study has progressed in the way of qualitative case study to research deeply the intrinsic meaning in the organization members’ experiences in the formation of the organizational culture. It was conducted by directly observing twenty- four research participants including CEOs in the prospect of insider research for one year and four months from January, 2014 to April, 2015. As a result of this study, I could find the answer for the first research assignment in the situation that mid-sized firms face. The mid- sized firms are on the inflection point. In this situation, they experience the growth pain, and this experience works as a motive of performing the new organizational values. In this process, I could identify that the CEOs placed the absolute impact in constructing the new organizational values based on the CEOs’values. The CEOs’organizational values seemed to contextually result from CEOs’ psychological characteristics. Among them, the CEOs’ spirituality which is related to their religion and work experiences seemed to play a big part. In the research of A company, I could find out that the company’s mission and core values reflect the CEO’s spirituality. Also, I could identify that the CEOs’ work experiences make a huge effect on their values and business philosophy unknowingly. The answer for the second research assignment, which is how the newly formed organizational values spread out by CEOs in mid-sized companies, can be found in specific details that show the organizational values. In A company, the CEOs’ organizational values in the organizational culture reveal actively in the form of various artifacts. The problem lies rather in the different points of view of the artifacts between CEOs and the organization members than in how the organizational values reveals in the form of artifacts. For instance, CEOs explains their values through audit management or music class that highlights belief and purpose such as the meaning of work and the reason of existence. On the other hand, the organization members require specific forms of artifacts that reflect the work regulations or institutional improvement. This means that CEOs might have a hard time to bring a normative commitment from the organizational workers only by emphasizing the meaning of the organizational values. To get agreement for the organizational culture from the workers, it is necessary to support the introduction of system and task improvement aligned with the organizational values. CEOs should spread out the organizational values in standard procedure and formulated work system. The difference of the points of view between the CEOs and the organization members in the procedure of practicing the organizational culture has been overcome by the trust on the CEOs. The ability of the CEOs in A company that leads the company’s growth and the authentic way of treating the organizational members played an important role in lessening or modulating the conflicts in the company in the process. In this regard, the CEOs are recognized not as an object of practicing the organizational culture but as a subject of leading the culture. In the process of expanding the organizational culture, official, systematic organizational socialization strategies and various practice programs are needed, and thinking of the blind spot between the CEOs and the work place as the company grows, it is imperative that the organizational culture should be expanded by middle managers. Finally, the last assignment, which is how this organizational culture based on the organizational values of CEOs would be implemented in the company, can be answered by identifying the alignment of the values of individuals and the organizations and organizational identity. As a result of this research, the implementing the organizational culture seems to be intensified through practicing various organizational cultures. The more the members participated in the organizational cultural practice, the higher they seemed to identify themselves with their company. Also, I could find out that when the members had positive feelings toward their organization, they could more focus on their work for better results. In this process, they said they could see the organizational identity more clearly. Therefore, the organizational identity can reveal itself through the organizational culture. This study is meaningful in examining the organizational values as a core element in the organizational culture from the perspective of CEOs, interpreting the meanings of the organizational culture in a specific company with the view of organizational insider, and trying to understand the organizational members in depth. Through this research, I could understand that the organizational culture cannot change in a short term. Even in A company, for ten years the CEOs has been eagerly leading the organizational culture, but it does not seem for the culture to take root in the company. Furthermore, the genuine implementation of organizational culture requires a change in the organization members’ intrinsic idea and the strategic perspective. I have recognized that the organizational culture needs a long term plan and should be performed systematically and consistently. In the end, for the study of the organizational culture, I would like to emphasize that there should be a research method or a research model that reflects the characteristics of the organizational culture in the domestic companies, and this method or model should be developed in a way of combining the qualitative research and quantitative research. ，韩语论文网站，韩语论文网站 |
