The major objectives of this thesis are ⑴ to analyze what is more effective organizational climate ⑵ to analyze the relationships between top management's behavior and the change of organizational climate during implementation process of management innovation.
Though there was few theorectical researches related to this topic, the management innovation is conceptualized after reviewing the organizational change theories and the top management's behaviors are conceptualized by leadership and support/involvement activities.
Under the premise that top management's behaviors do not always lead to a successful change of organizational climate and may not affect change of organizational climate directly, the model followed the contingency approaches and contained intermediate variables which link top management's behavioral variables and the change of organizational climate.
The intermediate variables consisted of "adoptor's perceived satisfaction for management innovation" and 'organizational practical varibles' which include "participation for dicision-making", "communication among individuals/groups" and "operation customs". The contingent factors consist of "feelings of crisis" and "shareness of climate before management innovation".
The model hypothesized that ⑴ the direction and shareness of organizational climate can affect organizational performance ⑵ top management's behavioral characteristics during implementation of management innovation affect the revitalization of organizational climate ⑶ the relationship between top management's behavior and revitalization may be different by the contingency factors.
Data were collected from 69 Korean business organizations by convenient sampling method. Hypotheses were tested by Pearson correlation analysis and multiple regression analysis.
The major findings of this thesis are as follows.
1. There existed the most effective organizational climate raising qualitative performance of organizations. The more was the climate autonomous, risk-taking, warm(recognizing, supporting), the more effective was the organization.
2. Through management innovation, Organizational climate could be changed as above. Especially, the effective change of organizational climate occured by organizational practices including the changes of participation for decision-making, communications among individuals/groups, operations customs.
3. The top management who has charismatic, individually considerational, intellectually stimulational, contingently reward characteristics was more effective for revitalization of organizational climate than who has the characteristic of managing by exception.
In conclusion, organizational climate is a very important factor which affects organizational performance and the effective leadership of top management has strong relationships with the revitalization of organization climate.
The findings, however, should be interpreted with caution, since this study has several limitations in measurement and sampling methods. Further research is suggested and encouraged with more elaborated methodology and theory.