• Knowledge Management Research
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• v.6 no.2
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• pp.47-68
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• 2005

The Purpose of this study is to identify relationships between knowledge management performances and such Influence factors of knowledge Management as information technology, knowledge management process, culture & people, strategy & Leadership in Small and Medium-sized Enterprises. In order to test hypotheses, we collected data from 498 SME's employees, then analysed them by SPSSWIN. This results showed as follows; 1. All Influence factors of knowledge Management( information technology, knowledge management process, culture & people, strategy & Leadership) are to advance individual task effectiveness and organization effectiveness significantly. 2. Such Influence factors of knowledge Management as information technology, knowledge management process, culture & people are to improve business efficiency between the company. But strategy & leadership factor is not significant. 3. Influence factors of knowledge Management are different between knowledge performace factors such ac individual task effectiveness, organization effectiveness, and business efficiency between company.

• Korea Journal of Hospital Management
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• v.12 no.4
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• pp.68-95
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• 2007

The purpose of this paper is to provide the comprehensive review of empirical investigations in strategy content in healthcare organizations. Given the absence of relevant reviews in assessing an external validity of strategy content research in the healthcare industry, the paper, by taking convergent view, discern two main streams of research in the school of content: (1) the strategy-structure-performance (SSP) contingent, and (2) competitive strategies which test the propositions that business strategy, industry structure (IO economics). Finally, the paper suggests some future direction for research in this area.

• The Journal of Information Systems
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• v.22 no.1
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• pp.89-116
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• 2013

The influence factors on the development of information technology(IT) infrastructure for knowledge management(KM) were not empirically investigated and identified. This study empirically examines the relationships among strategic performance measurement systems(SPMS), organizational learning, the strategic alignment of business strategy with information systems(IS) strategy, which is the necessary condition to provide the kinds of knowledge required for the successful realization of business strategy, and the active construction of IT infrastructure for KM. This study demonstrates that SPMS directly affects the organizational learning, with which the members of an organization acquire the types of knowledge about strategic goals or objectives and the ways attaining these goals, and indirectly influences the IS strategic alignment through organizational learning. Thus, the alignment between business strategy and IS strategy can be facilitated and activated by the adoption and implementation of SPMS. According to the results of this study, it is observed that the IS strategic alignment and organizational learning positively affect the activation of the development of KM IT infrastructure in a firm. The results of this study also shows that the construction of KM IT infrastructure, which supports the realization of KM activities, such as knowledge creation, transfer and sharing, can enhance the strategic position of a firm, and the intensified competitiveness of a firm can lead to the improvement of performance.

• IE interfaces
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• v.23 no.4
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• pp.275-285
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• 2010

In complex industrial world, many companies make every effort to analyze their competition capability through various performance evaluation tools to cope with rapidly changing business environment. Among evaluation tools the balanced scorecard (BSC), put forward by Kaplan and Norton in 1992, is a strategic performance management tool for measuring whether the smaller-scale operational activities of a company are aligned with its larger-scale objectives in terms of vision and strategy. The BSC tool offers a comparative advantage over others to evaluate the objective achievement of a company by linking its strategic objectives with operational KPI. In this paper, we introduce a case that the BSC performance evaluation system was implemented based on product data management and applied it to the business process. Specially, we shows a implementation procedure to derive discipline-specific topics and key performance metrics.

• Korean Management Science Review
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• v.12 no.2
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• pp.147-164
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• 1995

There have been two dominant paradigms in understanding and modeling an expert's decision-making behavior: output analysis and process-tracing. While the two paradigms are complementary, they have not been used yet in a combined manner. This study extends the previous research work in the two paradigms to inductive modeling research by 1) analyzing individual experts' decision strategies, 2) comparing performance of four popular inductive modeling methods, and 3) matching their performance against the type of decision strategy employed by experts.

• Korea Trade Review
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• v.44 no.1
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• pp.87-99
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• 2019

Recently there are sharp increase in number of studies related with facilitation of Inward-FDI or Multinational Enterprises invested in Korea region. The most of studies are mainly purposing to survey - 1)how Korea Government makes counter plan and assistance policy to make foreign capital and Inward-FDI more attractively and aggressively, 2)what is the new framework or system for Inward-FDI policy, 3)what is economic effect of Inward-FDI, 4)what are determinants or conclusive factors of FDI in Korea. Under this situation, the goal of this report is to find out the new way for Multinational Enterprises to reinvest continuously thru getting their better investment performances on several factors including Marketing Competence, Management Ability, Localization Management Skill, Business Management Strategy, and R&D Competitiveness which would be much more important determinants influencing re-investment of Multinational Enterprises in Kora. This report based on the empirical result and comprehensive analysis will eventually help policy makers to implement the appropriate strategy and support Multinational Enterprises to proceed positive circle's re-investment activity in the end.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.05a
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• pp.331-334
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• 2004

There are many researches investigating a causal relationship among service performance level, customer satisfaction, and customer loyalty. It is believed that a high service performance level increases customer satisfaction, which again has a significant effect on customer loyalty and profitability. The premise in this work is that the effect of customer satisfaction on customer loyalty may be time-lagged. This paper aims to model a causal relationship among service performance level, customer satisfaction, and customer loyalty with such a time-lag consideration. This study is conducted on the very high-speed digital subscriber lines service, which is a highly advanced high-speed internet service, and the results also be discussed.

• Management & Information Systems Review
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• v.25
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• pp.35-55
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• 2008

We draw on well-established thinking in the complementary fields of organization theory and strategic management to develop a model explaining why fit among a firm's competitive strategy, its structure, and its technology is a prerequisite for superior performance. The contributions of this theoretical treatise are twofold. Firstly, it helps reduce the disconnect in thinking that exists between the strategy and organization-theory literatures on business-level issues. Secondly, it reveals the importance of managing the coalignment among strategy, structure, and technology which, in turn, forces recognition that competitive advantage does not exist in a static state but in a dynamic condition.

• Journal of Information Technology Applications and Management
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• v.23 no.4
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• pp.71-82
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• 2016

The purpose of this study is to prove empirically that technology investment propency factors (TIPFs) refect on the technological competitive advantage (TCA) and management performance. It includes the role of open technology innovation (OTI) approach is mediate to TCA from technology investment propensity. Especially the three TIPFs are market orientation, innovation orientation and strategy orientation. The analysis were performed based on the respondents' data from 181 firms focusing to technology innovation and information technology. The suggested research assumptions including structured equation model were proved. Therefore, this study emphasizes that CEO or CTO must concentrate on innovative, strategic and market oriented propensity when he makes a decision on technology investment. An open innovation approach is effective for getting high TCA and management performance in technology intensive firms such as technology innovation and information technology.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.11
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• pp.401-411
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• 2020

This study aims to analyze the agreement of service innovation using contingency approach (manager personality, organizational structure) moderated by leadership agility. The study has been carried out on Islamic banking companies' managers in Indonesia, from East Java and Yogyakarta region using purposive sampling technique with questionnaire and interviews as the method of data collection. The total number of respondents in the sample is 184. This sample is then analyzed using Euclidience Distance Simple Regression and Simple Regression Moderation method. The results prove that: (1) there is a partial fit between incremental strategy with reactive personality and mechanical organizational structure, which increases the service performance; (2) there is a partial fit between radical strategy with proactive personality and organic organizational structure, which increases the service performance; (3) leadership agility is able to strengthen the fit of the relationship between incremental innovation strategy and reactive personality toward service performance; (4) leadership agility is able to strengthen the fit the relationship between radical innovation strategy and proactive personality toward service performance; (5) leadership agility is able to strengthen the fit of the relationship between incremental innovation strategy and mechanical organizational structure toward service performance; and (6) leadership agility is able to strengthen the fit of the relationship between radical innovation strategy and organic organizational structure toward service performance.