• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.2
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• pp.17-25
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• 2015

This research is to analyze the mediating effect of corporate reputation between the organizational slack and corporate performance in venture SMEs. That is, after controlling the firm size, firm age, social capital, environmental uncertainty, we test three hypothesis. First, we test the hypothesis that organizational slack has a positive effect on corporate reputation. Second, we test the hypothesis that corporate reputation has a positive effect on corporate performance. Third, we test the positive mediating role of corporate reputation between organizational slack and corporate performance. For this research, we administered the questionnaire surveys, and got the 250 effective data(companies) of korean venture SMEs. We use SPSS 18.0, and analysis the validity, reliability, correlation and multiple regression analysis of research model. As a result, we can find the three meaningful results. First, organizational slack, especially not absorbed slack but unabsorbed slack, has positive effect on the corporate reputation. Second, corporate reputation has positive effect on corporate performance. Third, corporate reputation has mediating effect between organizational slack, especially not absorbed slack but unabsorbed slack, and corporate performance. Although this research has some limitations of generalization because of the limited size of samples, we has meaning information related to the venture companies in the academic and business field.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.5
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• pp.73-81
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• 2015

This research is designed to analyze the moderating effect of social capital between organizational slack and managerial practices for open innovation. After controlling the firm size, firm age, and environmental uncertainty, we test two hypotheses. First, we test the hypothesis that organizational slack has a positive effect on managerial practices for open innovation. Especially we focus on the managerial innovation and open innovation because recently managerial innovation and open innovation are more and more important. Second, we test the moderating role of social capital between organizational slack and managerial practices for open innovation. Because social capital is a kind of networking activity, we assume that social capital can contribute to managerial practices for open innovation through the networking activity. For this research, we administered the questionnaire surveys, and got the 250 effective data (companies) in Korea. Then we used the validity, reliability, correlation and multiple regression analysis by means of SPSS 18.0. As a result, we can find the two meaningful results. First, organizational slack, especially not absorbed slack but unabsorbed slack, has positive effect on managerial practices for open innovation. It is because absorbed slack such as excessive facilities, machines, or employees is not useful in managerial practices for open innovation. On the other hand, unabsorbed slack is useful in managerial practices for open innovation because unabsorbed slack such as excessive money or securities is very flexible and active. Taken together, the relationship between managerial practices for open innovation and unabsorbed slack is proven in terms of flexibility. Second, social capital has a moderating effect positively between organizational slack, especially not absorbed slack but unabsorbed slack, and managerial practices for open innovation. A prior study related to the relationship between managerial practices for open innovation and social capital doesn't exist yet, so this analysis result is very meaningful in academic respect. But this research has some limitations. First, this research is analyzed by limited region (Korea) and samples (250 companies), so more global regions and samples are recommended in the future. Second, we focus on managerial practices for open innovation in this paper, so the studies about technological practices for open innovation are recommended in the future.

• 한국벤처창업학회:학술대회논문집
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• 2021.04a
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• pp.49-53
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• 2021

'양손잡이 조직(Organizational Ambidexterity)'은 새로운 기회를 찾고 위험을 감수하며, 신제품이나 신사업을 개발해 가는 탐색(Exploration) 역량과, 최소한의 리스크와 보유한 자원을 토대로 기존 제품이나 서비스를 중심으로 효율성을 높이는 활용(Exploitation)적 혁신을 동시에 추구하는 조직의 능력으로 경영자들이 비즈니스 환경의 난기류와 다차원성에 대처하도록 권고하는 개념들 중 하나이다. 본 연구는 스타트업의 양손잡이 역량 균형이 기업 성과에 미치는 영향에 대한 연구를 기반으로 양손잡이 역량이 실제 스타트업에 긍정적으로 영향을 미치는 지를 조사하는데 목적으로 하고 있다. 따라서 탐색(Exploration)과 활용(Exploitation)의 적절한 균형(Balance)을 중심으로 기업성과에 미치는 영향과 더불어 환경적 동태성(Environmental Dynamics)의 조절효과에 대하여 알아보고 분석하였다. 실제로 선행 연구를 통해 탐색(Exploration)과 활용(Exploitation)에 모두 관여하는 양손잡이 기업들이 하나에 집중하는 기업보다 우수한 성과를 달성할 가능성이 높은 것으로 나타났으며, 탐색(Exploration)과 활용(Exploitation)의 적절한 균형(Balance)을 유지하는 것이 생존과 번영을 위해 중요한 것으로 나타났다. 특히, 자원이 부족한 스타트업의 경우 부족한 자원을 효과적으로 활용하고 양방향으로 행동할 수 있는 능력은 경영 능력과 역량에 달려 있기 때문에 지속적인 생존을 위해 탐색과 활용의 균형을 맞추고 효과적인 조직을 구축해 양손잡이 조직으로 거듭나야만 한다. 양손잡이 조직에 대한 연구 이론은 보통 여유 자원이 높은 대기업을 기준으로 정의되고 있으며, 상대적으로 여유 자원의 수준이 낮은 중소기업이나 스타트업을 위한 양손잡이 조직의 의미와 이러한 기업들이 추구할 수 있는 현실적인 실행방안에 대해서는 연구가 부족한 실정이다. 따라서, 본 연구는 실제 스타트업 기업의 성장을 위한 전략적 방향 설정을 제시할 수 있으며, 급격하게 변화하는 시장에서 스타트업의 양손잡이 역량과 기업성과 영향 관계를 분석하여 학술적인 기여를 할 수 있을 것으로 기대한다.

• 전기의세계
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• v.41 no.8
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• pp.3-7
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• 1992

우리나라는 기술개발을 통한 부가가치 향상만이 우리 기업의 시장경쟁력을 유지시킬 수 있다. 우리 기업의 경쟁력 유지로 국내 고용을 유지할 수 있고 계속 이 고용된 인구의 생활수준을 유지할 수 있다. 경쟁력을 위한 기술개발은 처음부터 목표가 뚜렷해야 하며 기술개발 효율을 높이기 위하여는 시장파악부터 생산 판매에 이르기까지 일관성 있는 조직이 구성되어야 한다. 개발 생산 판매가 모두 한가지 목표를 향해 같은 전략으로 추진되어야 한다. 인력양성도 교육기관과 기업의 역할분담이 필요하며 창의성을 발휘할 수 있는 조직의 여유가 필요하다. 새로운 시대의 기술개발은 첨단분야와 기존분야, 어떤 분야를 막론하고 시장경쟁력을 제고하는 방향으로 추진되며 사업분야의 성장여부에 구애받지 않고 임금을 지불하고도 경쟁력이 있을 수 있다.

• The Journal of Information Technology
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• v.2 no.1
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• pp.131-147
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• 1999

According to literature review, fitness between IT activities and organizational strategy enhances performance. Theoretical research says that centralized company in IT activities is appropriate to cost-leadership strategy and decentralized company in IT activities is appropriate to differentiation strategy. But there are very few empirical research. The purpose of this study is to attest whether fitness between IT activities and organizational strategy enhances the information system performance. But the results of this field study were not consistent with literature that fitness of two independent variables enhance performance. So we should take other contingency variables such as organizational structure, culture etc. into consideration to investigate relationship between IT activities and strategy.

• Proceedings of the Korean Society of Disaster Information Conference
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• 2022.10a
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• pp.75-76
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• 2022

본 연구는 기업과 그 기업이 속한 사회에서 사업을 영위하면서 자연재해의 발생이나 COVID-19와 같은 감염병의 유행으로 조직의 업무 중단이 발생하고 난 뒤 다시 사업을 재개하는 데에는 회복탄력성이 중요하다. 기업의 회복탄력성은 기업을 경영하는데 필요한 수많은 요소와 관련이 있다. 또한 기업과 연결된 많은 네트워크와 인프라에 의존하고 있다. 회복탄력성은 재난을 당한 뒤에 다시 사업을 영위하는 능력이라 할 수 있다. 재난에 대응하는 저항의 능력 보다는 기업의 핵심 기능이 단기간에 연속성을 확보하는데 그 의의가 있다고 하겠다. 이를 위하여 기업의 재난에 대한 '예방 활동', '대비 활동', '대응 활동'을 필수 요소로 삼고 있다. 그 외에 회복탄력성에 영향을 미치는 요인을 연구하기 위하여, 여유 자원, 협력관계, 전략적 유연성, 혁신성, 기술 변화 대응력이 조직역량에 미치는 영향력을 파악하고, 조직역량이 기업의 회복탄력성에 기여하는 정도를 파악하고자 하였다. (권재득, 2018). 회복탄력성의 미치는 추가요인인 외적 효과 분석에 대한 연구를 제안한다.

• Journal of the Institute of Electronics Engineers of Korea SC
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• v.42 no.3 s.303
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• pp.11-16
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• 2005

This paper proposed a new IMC-PID controller design method using the loop shaping method. By the application of the loop shaping method for IMC-PID controller which has only one design parameter and guarantees internal stability, we can not only consider such design specifications as gain margin, phases margin, and sensitivity functions but also obtain the loop gain by setting up the relationships between design specifications and design parameters. A systematic method to select design parameters of IMC-PID controller in order to meet the design specifications is suggested and its effectiveness is examined by the case study and analysis.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.6
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• pp.131-144
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• 2021

The organizational ambidexterity is an organizational strategy designed to pursue exploration activities to seize new opportunities and exploitation activities to efficiently use resources. Most of these ambidextrous structures have been studied for large corporations with slack resources, and there are still not many studies on the necessity of an ambidextrous structure for startups with relatively low-level resources. However, recently, the startup ecosystem is being advanced globally, and the amount of VC investment is rapidly increasing. This is a time when a lot of venture fund is invested in startups and a startup-friendly environment for rapid growth is created. This is the time to discuss the necessity and applicability of an ambidextrous organizational structure for startups. Therefore, this study conducted a hypothesis test whether the importance and necessity of balance that startups solving market problems with new ideas and utilizing accumulated resources have. To conduct this study, we analyzed 140 startups data gathered from the survey and the moderation effect was also analyzed. As a result of the study, it was verified that the balance of startup exploration and exploitation had a significant effect on startup performance, and the moderating effect of environmental dynamics was found to have a significant effect on the relationship with non-financial performance. Therefore, for startups with insufficient resources, it was concluded that the surplus resources generated in the process of a firm's growth should be effectively utilized and the balance between exploration and exploitation should be balanced from the initial stage of searching for a new business. In other words, it was confirmed that it is important for continuous growth and survival to seek the structure of an ambidextrous organization in order to internalize a mechanism that enables startups to pursue both effectiveness and efficiency in the long term. This study suggests a strategic direction for the growth of startups from the perspective of organizational structure. We expect that this meaningful results on the relationship between the ambidextrous capabilities of startups and performance contribute to the growth of startups in the rapidly growing startup venture environment.

• Radiation Oncology Journal
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• v.23 no.4
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• pp.236-242
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• 2005

Purpose: To evaluate the role of surgical clips and scars in determining electron boost field for early stage breast cancer undergoing conserving surgery and postoperative radiotherapy and to provide an optimal method in drawing the boost field. Materials and Methods: Twenty patients who had $4{\sim}7$ surgical clips in the excision cavity were selected for this study. The depth informations were obtained to determine electron energy by measuring the distance from the skin to chest wall (SCD) and to the clip implanted in the most posterior area of tumor bed. Three different electron fields were outlined on a simulation film. The radiological tumor bed was determined by connecting all the clips implanted during surgery Clinical field (CF) was drawn by adding 3 cm margin around surgical scar. Surgical field (SF) was drawn by adding 2 cm margin around surgical clips and an Ideal field (IF) was outlined by adding 2 cm margin around both scar and clips. These fields were digitized into our planning system to measure the area of each separate field. The areas of the three different electron boost fields were compared. Finally, surgical clips were contoured on axial CT images and dose volume histogram was plotted to investigate 3-dimensional coverage of the clips. Results : The average depth difference between SCD and the maximal clip location was $0.7{\pm}0.55cm$. Greater difference of 5 mm or more was seen in 12 patients. The average shift between the borders of scar and clips were 1.7 1.2, 1.2, and 0.9 cm in superior, inferior, medial, and lateral directions, respectively. The area of the CF was larger than SF and IF in 6y20 patients. In 15/20 patients, the area difference between SF and if was less than 5%. One to three clips were seen outside the CF in 15/20 patients. In addition, dosimetrically inadequate coverage of clips (less than 80% of prescribed dose) were observed in 17/20 patients when CF was used as the boost field. Conclusion: The electron field determined from clinical scar underestimates the tumor bed in superior-inferior direction significantly and thereby underdosing the tissue at risk. The electron field obtained from surgical clips alone dose not cover the entire scar properly As a consequence, our technique, which combines the surgical clips and clinical scars in determining electron boost field, was proved to be effective in minimizing the geographical miss as well as normal tissue complications.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.3
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• pp.197-208
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• 2016

The study showed that directional Shared Leadership and transformational Shared Leadership positively influences the relationship between Shared Leadership and interpersonal relationships in the view of organizational wellbeing. In addition, in the relationship between Shared Leadership and rewarding job experience of organizational wellbeing, three leadership types excluding directional Shared Leadership had positive effects. In addition, transformational Shared Leadership and empowering Shared Leadership had a positive impact on the relationship between Shared Leadership and organizational mood of organizational wellbeing. In the relationship between Shared Leadership and a sense of fulfillment in the view of organizational wellbeing, transformational Shared Leadership only had a positive effect. As is the case with the sense of fulfillment, the transformational Shared Leadership, of and itself, positively influenced the relationship between Shared Leadership and leisure of life of organizational wellbeing. A analysis of the study showed that transformational Shared Leadership has an impact on both organizational wellbeing and personal wellbeing. Transformational Shared Leadership helps set up mutual vision or strategies, or to challenge each other to enhance existing processes and procedures. On the other hand, directional Shared Leadership influences the interpersonal relations only, whereas transactional Shared Leadership impacts rewarding job experience only. Presenting clearer ideas on what to do to each other and sharing the reward for performance implies that the members of an organization can feel much more rewarded through job engagement.