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Individual perceptions at different levels in a Korean company regarding a change initiative

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한국기업교육학회 (Korean society for learning and performance)|2019.06|기업교육과인재연구 (Journal of Corporate Education and Talent Research)|제21권 제2호|pp. 195-221|DOI https://doi.org/10.46260/KSLP.21.2.8

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참고문헌

키워드

한국South Korea조직개발Organization DevelopmentEmployees’ perceptionsIndividual readiness개인 변화준비도구성원들의 인식
주제분류교육학

초록

This paper examines individuals’ perceptions at different levels of an organization in South Korea. In recent years, evidence has emerged to indicate that large enterprises in South Korea have been attempting to promote organizational culture change through the implementation of the OD strategy, but they have been having difficulty in leading actual cultural change(Kim et al., 2017). In this situation, this paper on the perceptions of employees in a change process is expected to provide practical implications for the Korean enterprises that are planning and promoting organizational cultural change. This research involves a single case study organization with findings generated from N=37 semi-structured interviews conducted with respondents drawn from different levels of the organizational hierarchy. This finding reveals that, in this case, employees at all levels of the company commonly perceived cultural characteristics as presenting ‘difficulties’ in relation to OD implementation. Unlike the intentions of the change initiative that top management pursue and promote, the change initiative led to different kinds of shared meanings and, consequently, deviating actions that diverge among individuals at different levels. The theory and practice-driven implications of the research contribute to the body of knowledge about OD interventions relation to Korean culture, the design and implementation of OD interventions in Korean enterprises and future research opportunities arising from the findings.

Abstract

This paper examines individuals’ perceptions at different levels of an organization in South Korea. In recent years, evidence has emerged to indicate that large enterprises in South Korea have been attempting to promote organizational culture change through the implementation of the OD strategy, but they have been having difficulty in leading actual cultural change(Kim et al., 2017). In this situation, this paper on the perceptions of employees in a change process is expected to provide practical implications for the Korean enterprises that are planning and promoting organizational cultural change. This research involves a single case study organization with findings generated from N=37 semi-structured interviews conducted with respondents drawn from different levels of the organizational hierarchy. This finding reveals that, in this case, employees at all levels of the company commonly perceived cultural characteristics as presenting ‘difficulties’ in relation to OD implementation. Unlike the intentions of the change initiative that top management pursue and promote, the change initiative led to different kinds of shared meanings and, consequently, deviating actions that diverge among individuals at different levels. The theory and practice-driven implications of the research contribute to the body of knowledge about OD interventions relation to Korean culture, the design and implementation of OD interventions in Korean enterprises and future research opportunities arising from the findings.

참고문헌 (51)

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