• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.4
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• pp.113-131
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• 2015

Decision effectiveness depends on type of knowledge within team members generated by decision making process. Thus, organization in accordance with teams' experience and capability ultimately achieve their desired outcome. However, previous research has not addressed a mediating role between different knowledge type in decision making and product competitive advantages(pioneering advantage and product quality superiority). Based on the knowledge-based view, we model how different knowledge characteristics in decision making affect to acquire each of knowledge in decision making effectively and then to apply acquired knowledge in decision making. Anchored in a source-position-performance (SPP) framework (Day and Wensley's, 1988), we shed light on the effects of three knowledge characteristics dimensions in decision making process on knowledge management competences in decision making for a new product project. We also examine the relationship between two dimensions of NPD knowledge management competences, and product competitive advantages which consist of market pioneering advantage and product quality superiority. To test the relationships, the empirical analyses are conducted using a sample of team managers who participated in NPD projects. This study suggest that managers should increase their acquirability and applicability of knowledge by integrating complexity of diverse and new knowledge, developing codifiability of well-documented knowledge, and creating the sharing common knowledge among NPD team members. Thus, they are able to outrun major competitors in terms of pioneering advantage and product quality superiority perspective.

• The Journal of the Korea Contents Association
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• v.11 no.4
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• pp.361-377
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• 2011

This study has three primary purposes, firstly to identify how leader's personal characters influence to his/her transformational leadership, secondly to find how transformational leadership influences to innovative behavior, finally to explore how organizational cultures moderate between transformational leadership and innovative behavior. The first part of the study, based on literature study on transformational leadership, provides insight into what are antecedents, moderators and dependent variable in transformational leadership. Firstly, leader's personal characters are selected as antecedent variables such as extroversion and self-efficacy. Secondly, innovative behavior is introduced as a dependent variable. Thirdly, two types of organizational culture are considered as moderators between leader's personal character and leadership In this study, a comprehensive research model and hypothesis were empirically tested based on data from three types of questionnaires involving 663 employees in Korean organizations. In order to test the hypotheses, we have used Structural Equations Model (SEM) from AMOS7.0. In this analysis, we have employed raw data as it is instead of correlation matrix or covariance matrix. We have tested hypotheses by examining the significance of each path of the model, and gone through the process of testing the goodness of fit of the model itself. The results of statistical analysis show the following. Firstly, one of leader's personalities, self-efficacy has positive effect on his/her transformational leadership, but extroversion does not have positive effect. Secondly, transformational leadership has positive effect on innovative behavior. Finally, there was not any cultural moderating effects between transformational leadership and innovative behavior.

• Journal of Venture Innovation
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• v.4 no.3
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• pp.69-87
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• 2021

This study was conducted focusing on the innovative behavior necessary for the long-term survival of an organization in a business environment in which uncertainty and complexity are increasing. To this end, the relationship between issue leadership and innovative behavior of organizational members was investigated from the perspective of Signaling theory, Path-Goal theory and Job Demands-Resources theory. In addition, the mediating role of learning agility and sub-components of learning agility was empirically analyzed. For empirical analysis, a survey was conducted with a total of 252 team leaders and team members working in multinational companies (142 in Korea, 110 in the US). The results of this study are as follows. Issue leadership was analyzed to have a positive (+) effect on the innovative behavior of employees. Learning agility was found to play a mediating role between issue leadership and innovative behavior. On the other hand, the mediating effect was tested for each of the sub-components of learning agility, such as feedback seeking, information seeking, reflecting, experimenting, agility. As a result, all five sub-components were found to play a mediating role between issue leadership and innovative behavior. In particular, it was analyzed that the mediating effect of agility was the largest. Next, information seeking appeared to be large. Although there are some studies that have identified the mediating role of learning agility between issue leadership and innovative behavior, this study is considered to have academic implication as there are few cases of subdivided study. At the practical level, it is expected to provide implications for where to focus more when trying to improve an organization's learning agility and innovation behavior