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5성급 호텔의 학습지향성이 조직민첩성과 창의성을 매개변수로 조직성과에 미치는 영향

The Effect of Five-Star Hotel’s Learning Orientation on Organizational Performance with Organizational Agility and Creativity as Mediators

이재곤|최호수
한국해양관광학회 (Korea Marine Tourism Society)|2023.12|해양관광학연구 (Journal of Marine Tourism Research)|제16권 제4호|pp. 185-203|DOI 10.22929/jmtr.2023.16.4.010

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키워드

Creativity조직성과창의성Organizational Performance학습지향성Learning Orientation조직민첩성Organizational Agility5성급 호텔Five-Star Hotel
주제분류학제간연구

초록

The purpose of this study will be conducted to research in relation to the five-star hotel’s Learning Orientation, Organizational Agility, Creativity Organizational Performance. For empirical research, 332 valid surveys were collected for hoteliers working at L Hotel, a representative five-star hotel in Korea. and statistical packages of SPSS (21.0) and AMOS (21.0) were used for empirical analysis of the study. In addition, a structural equation model (SEM) was conducted to examine the causal relationship structure between learning orientation, organizational agility, creativity, and organizational performance. A total of five hypotheses were established for this study. The hypothesis 1 that learning orientation was partially adopted . The hypothesis that learning orientation. Hypotheis 1 which is hypothesis 2, will have a significant influence on creativity was adopted. The hypothesis that learning orientation, which is hypothesis 3, will have a significant effect on organizational performance was adopted. The hypothesis that organizational agility, hypothesis 4, would have a significant effect on organizational performance was partially adopted. Finally, the hypothesis that creativity, hypothesis 5, has a significant effect on organizational performance was rejected. The implications of this study are: First, in order for a five-star hotel to have a learning commitment, the top management needs to actively invest in hotel-related learning within the organization of executives and employees. Second, hotels should strive to unify the interpretation of the nature of the vision established by the hotel organization in relation to vision sharing when it is delivered to each department of the hotel. Third, hotel organizations should have an open attitude to actively accept various knowledge and information. Fourth, it is necessary to accumulate knowledge related to hotel work and customize the work so that five-star hotels can be used for actual work in order to share knowledge within the organization.

Abstract

The purpose of this study will be conducted to research in relation to the five-star hotel’s Learning Orientation, Organizational Agility, Creativity Organizational Performance. For empirical research, 332 valid surveys were collected for hoteliers working at L Hotel, a representative five-star hotel in Korea. and statistical packages of SPSS (21.0) and AMOS (21.0) were used for empirical analysis of the study. In addition, a structural equation model (SEM) was conducted to examine the causal relationship structure between learning orientation, organizational agility, creativity, and organizational performance. A total of five hypotheses were established for this study. The hypothesis 1 that learning orientation was partially adopted . The hypothesis that learning orientation. Hypotheis 1 which is hypothesis 2, will have a significant influence on creativity was adopted. The hypothesis that learning orientation, which is hypothesis 3, will have a significant effect on organizational performance was adopted. The hypothesis that organizational agility, hypothesis 4, would have a significant effect on organizational performance was partially adopted. Finally, the hypothesis that creativity, hypothesis 5, has a significant effect on organizational performance was rejected. The implications of this study are: First, in order for a five-star hotel to have a learning commitment, the top management needs to actively invest in hotel-related learning within the organization of executives and employees. Second, hotels should strive to unify the interpretation of the nature of the vision established by the hotel organization in relation to vision sharing when it is delivered to each department of the hotel. Third, hotel organizations should have an open attitude to actively accept various knowledge and information. Fourth, it is necessary to accumulate knowledge related to hotel work and customize the work so that five-star hotels can be used for actual work in order to share knowledge within the organization.

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