An Empirical Study on the Korean Military Organization Culture Gap

권혁철; Chang-Won Lee

The purpose of this study is to identify features of the Korean military’s organizational culture and differences in organizational culture between the army, navy, air force and the marine corps, and to make recommendations for management changes. Cameron and Quinn’s Organizational Culture Assessment Instrument (OCAI), based on the Competing Values Framework (CVF), is used as the culture assessment tool. Key research findings are as follows: First, while the Korean military organizational culture appears to be generally well balanced, the market is more dominant than adhocracy. To be specific, the navy has the strongest market/hierarchy culture, while the marine corps has the weakest. Second, Korean military officers display most preference for clan culture, followed by adhocracy culture. On the other hand, there is a low preference for market/hierarchy culture. Among the particular branches, navy officers displayed a preference for clan/adhocracy culture, while army officers preferred the market/hierarchy culture. Third, Korean military officers desire a transition in organizational culture from market/hierarchy to clan/adhocracy, and the intensity of this desire was strongest in the navy.

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REFERENCES (37)
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* 2021년 이후 발행 논문의 참고문헌은 현재 구축 중입니다.

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