Organizational cynicism is associated with undesirable outcomes such as reduced organizational performance. In this study we examined factors leading to organizational cynicism in a public organization undergoing market-oriented reforms. Participants were 275 employees at Korea Post, Korea. Our empirical results showed that organizational cynicism is decreased by coworker trust and transformational leadership and increased by job stress. Also, the positive role of job stress was stronger for employees who are silent than for those who express their opinions in the workplace. The findings suggest that organizations would benefit from actively managing factors that may affect the level of organizational cynicism among employees.

This article examines whether Korea's development model of the 1960-1970s remains valid for its entrepreneurial promotion. Investigating factors that may affect market explorations, we consider three types of relationship between ventures and other organizations in their respective niches. Our empirical study of Korea's systems integration industry found that new-niche explorations are affected positively by competition, negatively by commensal mutualism with large firms and positively by slack from the public sector (which also reduces the positive effect of competition). Our findings suggest that the promotion of entrepreneurial ventures today should be driven mainly by market competition.

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This paper examines how the aggregated actions of rivals belonging to the same organizational field affect a firm's exits from existing market segments. We argue that while a firm's exit decisions are strongly influenced by the aggregated actions by other firms which may serve as an uncertainty-reducing signal, the focal firm's strategic responses to signals from the organizational field of rivals are more complicated, informed, and rational, than is usually suggested. For instance, in its evaluation of signals about segment attractiveness based on the aggregated actions of rivals, the focal firm will give different weights to rivals' actions according to the strength of competitive threat, will make refined inferences about the attractiveness of a segment based on the performances of rivals, and will give a greater weight to recent actions by rivals than to older ones. The results of our event history analysis of all segment exits by Korean SI ventures support all our hypotheses.