• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.11
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• pp.302-313
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• 2016

This study conducts statistical analysis based on a survey of 300 CEOs from Korean companies in order to examine the effects of a CEO's internal?external activities (information, knowledge management, learning organization) on business innovation activity (exploitative, exploratory) and business performance. Analysis results show that learning organization activity had a significant positive (+) effect on exploitative and exploratory innovation activity. In addition, knowledge management activity lacked statistically significant effects on exploratory innovation activity. Furthermore, exploitative and exploratory innovation activity was affected by CEO's internal?external activities (information, knowledge management, learning organization) and had a significant positive (+) effect on company's business performance. but it was shown that the level of influence was different. Results of this study imply that maximizing business performance through developing innovation activity by CEO's internal?external activities (information, knowledge management, learning organization) in the company, extracting activity advantageous to company's business environment based on activity perceived in the precedent study and business strategy becomes advantageous to the attainment of business performance objectives.

• 한국경영정보학회:학술대회논문집
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• 2007.06a
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• pp.745-750
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• 2007

기업의 성과관리와 성과평가 분야에서 성과지표의 분류는 조직의 내부 구성관계 즉, 수직적 (vertical) 구조(전사-본부-팀)와 수평적 (horizontal) 구조(본부와 본부 혹은 팀과 팀간)의 공유에 따라 구분될 수 있으나 기존 연구(Lipe & Salterio 2000, Dilla & Stcinbart 2005)에서는 공통지표와 고유지표라고 하는 수평적인 측면만이 고려되고 수직적인 측면은 고려되지 않았다는 한계가 있다. 조직의 성과가 향상되기 위해서는 하부조직이 전사 전략에 집중 할 필요가 있으며 이를 위하여 전사의 비전을 위한 전략목표달성에 기여한 정도를 측정하여 보상과 연계하는 것은 성과관리제도가 추구하는 기본 방향이며 도입목적이기도 하다. 그런데 선행 연구에서 밝혀지지 않은 조직구성 관계의 수직적 측면에서 전사지표의 정렬(Alignment)을 통한 공유와 할당(Cascading)된 지표의 가중치를 고려해 볼 때 고유지표는 재 정의하여 세분화 할 필요가 있다는 점이다. 즉, 특정 부서의 지표 중에는 전사 혹은 상위부서에 반영되어 공유하고 있는 고유지표(이하 공유지표)와 전사 혹은 상위부서에는 반영되지 않고 해당 부서만 독점하고 있는 순수한 고유지표(이하 고유지표$^{1}$)로 구분되어야 하며 공유지표와 고유지표의 분류에 따라 가중치 설정이 달라져야 한다는 주장이 그것이다. 따라서 본 연구의 목적은 조직이 성과를 공정하게 평가하고 하부조직이 전사전략에 집중하도록 하기 위해 공통지표와 고유지표를 사용하고 있는데(Dilla & Steinbart 2005), 고유지표를 공유지표와 고유지표로 재 정의하고 분류하여 관리 할 필요가 있다는 점과 각각의 지표 분류에 따라 가중치 설정에 차이가 있는지에 대한 유의성을 검증해 보고자 한다.

• Journal of Digital Convergence
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• v.10 no.5
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• pp.155-166
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• 2012

The rapid development of information technology and emergence of the internet have created a borderless business environment and intensified market competition. Riding on the globalization trend, companies have been gradually leveraging information technology in order to shorten their manufacturing processes, enhance productivity with lower costs and prompt delivery to meet the customers' needs. To achieve these targets and maintain competitive advantage, companies have been introducing enterprise resource planning (ERP). This study distributed and collects the questionnaire which is suitable for the research goals during 25 days from march 12th, 2012, to April 6th, 2012. Totally 226 employees answer the questionnaires by the method of direct visiting interview. The results are as follows; In the relationship between management performance and ERP-introducing factors, the moderating effect of internal performance has significant influence by statistical analysis. Our findings suggest that a better understanding of the contribution of ERP systems to business performance and introducing ERP system.

• Journal of the Korea Convergence Society
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• v.10 no.10
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• pp.185-195
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• 2019

This study analyzes business performance factors for young startup, one of the solutions to the youth unemployment problem, and explored the effects of individual characteristics, capability, and environmental factors of young entrepreneurs on business performance. The study targets young traders operating in traditional markets and shopping streets nationwide. The 159 sample data were statistically analyzed using SPSS 25.0 and Smart PLS 2.0 for frequency analysis, reliability and validity analysis. The Entrepreneur's individual characteristics such as challenge spirit, start-up capability, and market characteristics affect absorptive capacity and interorganizational network. And absorptive capacity and interorganizational network affect financial and non-financial business performance. As a result, it was found that young traders need to reinforce their individual characteristics, start-up capability, and interorganizational networks in order to improve business performance. This study is intended to provide theoretical and practical implications.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.2
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• pp.127-139
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• 2023

Compensation and pay dispersion has been rigorously scrutinized to investigate their impacts on productivity and organizational performance. However, it is difficult to find a systematic study on the systematic dynamics of compensation and pay dispersion effects specifically in the context of Korean venture companies. Venture companies should manage their organizational resources efficiently to maximize their organizational performance through pay structure by efficiently managing the inherent resources. However, we acknowledge that empirical studies on how compensation and pay dispersion affect organizational productivity and performance are rare to find in the Korean context. To overcome this supplement limitation, this study hypothesized that (1) pay and members' productivity are positively related, (2) pay dispersion and organizational productivity have U shaped relationship, and (3) organizational productivity mediates the positive relationship between compensation and organizational performance. Venture companies and professional sports teams share manifold common characteristics such as size, financial circumstances, and operational objectives. We collect 9 seasons (2013~2014 - 2021~2022) of 10 teams' data of Korean Basketball League teams to test our hypotheses. Methodologically, the assessment of our analysis is rendered with PROCESS macro model 58. The statistical results showed that all hypotheses are statistically supported. This study explains how compensation and pay dispersion affect organizational productivity and performance of venture companies in Korea.

• Knowledge Management Research
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• v.22 no.3
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• pp.1-16
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• 2021

For the effective responsiveness toward Management Evaluation System of Public Institutions and continuous development as a public corporation, internal performance management is essential. In this study, the effect of employees' perceptions on the effectiveness and acceptability of the internal performance evaluation system on organizational commitment was tested, and we attempted to find implications for efficient performance management. For this purpose, we obtained valid responses from 208 members of A corporation and the hypotheses were verified through multiple regression analysis. As a result of the analysis, 'performance evaluation effectiveness' and 'performance evaluation acceptability' for internal performance evaluation had positive effects on 'organizational commitment'; however, the effect of 'differential performance compensation' on 'organizational commitment' was not significant. Also, among the control variables, 'age' and 'job group' were found to have a negative (-) effect on 'organizational commitment'. To derive more generalized conclusion, other researches using bigger samples are needed.

• The Journal of the Korea Contents Association
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• v.11 no.3
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• pp.351-367
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• 2011

Few previous researches have been studied in terms of franchisees' perceptions of franchisors' entrepreneurial activities within the boundary of restaurant franchising industry settings. The sampling frame for this study included 605 restaurant franchisees in the business-format franchising system in Korea and data were collected from 1 October 2009 to 28 February 2010. This study, from franchisees' views, investigated the relationship among franchisors' entrepreneurship, external environment, organizational structure(mechanistic-organic) and managerial performance, with structural equation modeling(SEM). The research findings were, firstly, external environment positively affected entrepreneurship which positively affected market orientation and managerial performance, and secondly, market orientation made franchisors select organic structure and heighten managerial performance. Also, external environment led franchisors to adopt organic structure and aggravated their managerial performance. The implications of these findings were as follows. Firstly, the more franchiors had initiatives, innovatedness and risk-taking attitudes, the higher they had managerial performances and market orientation. Secondly, franchisors should keep and heighten market share with keeping in mind with customer orientation, competition orientation, harmony between departments, long-term orientation and profitability. Thirdly, continuous and cautious environmental scanning was necessary because external restaurant environment made organizational structure being changed and managerial performance being aggravated.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.868-871
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• 2007

The current economy is summarized by increasing business competitiveness and leaner organizations, and the risk and uncertainties inherent in such dynamic environments have increased the importance of managing organizational knowledge. Like the preceding, the construction industry is required to make an effort for survival and takeoff, and most construction companies recognize that knowledge management improves efficiency and effectiveness and the necessity on the innovation of business itself and it is the current of the times. But at this point in time, companies have doubts about performance following the introduction of KM, and set to show interest in developing a measurement method. So, This study analyzes the existing model for performance measurement and based on results derived, presents the method for performance measurement.

• The Journal of the Korea Contents Association
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• v.12 no.4
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• pp.426-437
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• 2012

The purpose of this study is to investigate the relationship between internal service quality, internal customer satisfaction and management outcome of airport security agents. This study had selected special securities from Incheon airport of October, 2011 for population. Using judgment sampling method, 282 samples were drawn and were used for the final analysis. Questionnaire used in study is composed of total 43 questions and using SPSSWIN 18.0, frequency analysis, factor analysis, reliability analysis, multiple regression analysis and path analysis were performed. Cronbach's ${\alpha}$ value which shows the reliability of the survey came out to be over .686. The conclusion is following: First, internal service quality of airport security agents affects internal customer satisfaction. That is, as corporality, responsiveness and empathy increase, internal supply satisfaction and job satisfaction also increase. Second, internal service quality of airport security agent affects job performance. That is, as corporality, reliability and responsiveness increase, non-financial performance and financial performance also increase. However, when empathy is not activated well, financial performance is decreased. Third, airport security agent…s internal customer satisfaction affects job performance. That is, as activation of internal supply satisfaction increases, nonfinancial performance and financial performance are increased. Fourth, airport special security agent…s inside quality of service exerts direction indirect effect in inside customers satisfaction and management result. That is, inside customers satisfaction is an important variable that mediate inside quality of service and management result.

• 한국경영정보학회:학술대회논문집
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• 2008.06a
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• pp.652-657
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• 2008

BSC는 전략을 일관되고 통찰력있게 기술하고 전달할 수 있는 체계를 조직에 제공해 준다. 우리가 전략을 기술할 수 없다면, 전략의 실행도 기대할 수 없는 것이다. BSC를 도입하여 획기적인 성과를 창출하는 조직을 말하는 전략 집중형 조직(SFO)에는 아래와 같은 5가지 원칙이 있는 것으로 알려져 있다. 최고경영진의 리더십을 통해 변화를 이끌어내라. 전략을 지속적인 프로세스로 만들어라. 전략을 모든 사람들의 일상업무로 만들어라. 전략의 전사적 정렬을 통해 시너지를 창출하라. 전략을 실천적 용어로 구체화하라. A 기관에서는 '05 년 BSC 도입 전 전략집중 조직진단을 실시하였으며, 1 년의 초기 도입과정 후 '06년 5월 1년간의 과정을 확인해 보기 위하여 다시 전략집중 조직진단을 실시하였으며, 2년간 BSC 실행 후, '08 년초 다시 전략 집중형 조직진단을 실시하였다. 3 년간의 BSC 추진과정을 소개하고, 3 년의 전략집중 조직진단 결과를 중심으로 과연 BSC 추진 조직이 5 가지 영역에서 어떻게 변화되어 가는지를 분석하고자 한다.