2007, Vol.18, No.2

Korean Society and Public Administration 2023 KCI Impact Factor : 1.89

pISSN : 1225-8652
https://journal.kci.go.kr/kspa

This research examines the causal relationships among organizational culture, leadership(transformational, transactional), and organizational commitment by way of case study which is focusing a local government(Chonnam Provincial Office) in South Korea. Using a sample of 700 local government employees, this study analyses alternative hypotheses centering around job-related behavior variables mentioned above. To sum up this study briefly is as follows. First, group culture is positively related to transformational leadership. Then, transformational leadership is positively related to transactional leadership. Finally, transactional leadership is positively related to organizational commitment. In comparative analysis between the two sexes, this study clarifies the distinction between male and female. In the case of male, this research finds group culture is positively related to transformational leadership, transformational leadership positively related to transactional leadership, and transactional leadership positively related to organizational commitment. However, in the case of female, this study shows path analysis among group culture, transformational leadership, and transactional leadership is statistically significant. This study suggests the highest rank manager design thorough management strategy of organization having regard to male, female civil servant, respectively.

This paper examines the comparative effects of clan and innovation subculture on job satisfaction, organizational commitment and job involvement respectively in central ministries of Korea. Based on the Organizational Diagnosis Survey 2005 with about 1,200 respondents from three ministries, which are the Ministry of Science and Technology, the Ministry of Industry and Resources, and the Ministry of Information and Telecommunication, it analyses those effects by Standard Mixture Design due to the ipsative structure of the data. The result shows that while innovation culture is significantly related to job involvement, clan culture is significantly related to job satisfaction and organizational commitment. More importantly, the latter effect is proven significant at the working level subculture rather than at the managerial level subculture while the first effect is proven significant in both subcultures. Also, the latter effect is proven significant in line departments rather than in staff departments while the first effect is proven significant in both subcultures but the size of the effect is larger in line rather than staff departments. These results imply that government innovation should be accompanied by the corresponding cultural changes to the different effects of clan and innovation subcultures on public servants' job behaviors or attitudes.

Invisible resources have been utilized in various aspects for the management of public organizations. Knowledge asset has powerful potentiality for the public management especially in the era of small government. This article attempts to diagnose the level of knowledge management adopting the knowledge management index. It is described that how the knowledge management index has been developed and what it means. As the results of quantitative analysis, it is observed each agency in the central government has achieved different level of knowledge management since it launched the efforts toward effective knowledge management. Effective strategies for knowledge management for the public sector are suggested based on the results of diagnosis.