• Knowledge Management Research
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• v.16 no.2
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• pp.67-89
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• 2015

Improving productivity of knowledge workers is an important issue in the 21st century referred as knowledge-based society. The core key word is knowledge sharing among constituents of an organization. The purpose of this study is to combine the social network position factors with attitude and behavior factors, and develop an integrated research model for the knowledge sharing among members of an organization. This study adopted the integrated theoretical framework based on social capital, self-efficacy, transactive memory, and knowledge sharing. Surveys were conducted to 42 organizational members from a department in a leading IT outsourcing company to empirically test the proposed research model. In order to validate the proposed research model, social network analysis tool, UCINET, a structural equation modeling tool, SmartPLS, were utilized. The empirical result showed that, first of all, organizational members' familiarity network position had significant influence on knowledge self-efficacy and transactive memory capability. Second, knowledge self-efficacy and transactive memory capability affected knowledge sharing intention. Third, knowledge sharing intention also had an impact on the job performance. However, organizational members' expertise network position had no significant influence on knowledge self-efficacy and transactive memory capability. This finding reveals the importance of the emotional approach rather than the rational approach in knowledge management. The theoretical and practical implications on the research findings were discussed along with limitations.

• Journal of the Korea Society for Simulation
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• v.14 no.2
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• pp.57-71
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• 2005

A simulation for the analysis of the evasive capability of a conventional costal submarine against a light Anti-Submarine Warfare (ASW) torpedo has been studied. The Torpedo, Submarine Controller, Devoy, and Jammer models of this simulation are analysised and designed using Unified Modeling Language (UML) and in addition they are modeled Discrete Event System Specification (DEVS). We examine maximum speed, acceleration, countermeasure systems capabilities of a submarine, and sonar range of a torpedo as the factors which affect the evasive capability of the submarine. This paper shows the relationships between those various factors and the submarine's evasive capability as the outcome of the simulation. The simulation models can be applied for simulation based acquisition (SBA) of a submarine system.

• The Journal of Bigdata
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• v.4 no.2
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• pp.141-158
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• 2019

Based on RBV(Resource Based View), IT of SMEs classified into IT resource and capabilities. And We confirmed that capabilities and resources affected each performance. In other words, based on the questionnaire of SMEs and IT professionals, divides capability from the overall IT resource that are possessed by SMEs. Among the four attributes (value, rare, non-substitutability, imperfect imitability) presented by Barney (1991), this study targeted at value and imperfect imitability and investigated how SMEs recognize IT resource and capability. Furthermore, this study tests how IT resource and capability influence corporate performance. The result of this study finds that resources that are needed on "Knowledge-based" are classified into IT capability, otherwise classified into IT resource. Analysis shows that server, DB(database), system administrators, programmers, CIO, BA were capabilities, Desktop PC, PC software, software for salary and accounting management, e-commerce, Homepage, and network inside th enterprise were resources. Secondly, this study reveals that both IT resource and IT capability affected company performance (employee satisfaction, CEO satisfaction). IT is certainly having an impact on corporate performance. In conclusion, resource can be either IT resource or IT capability based on they way of utilization. And both IT resource and IT capability have an influence on corporate performance (employee job satisfaction, CEO satisfaction). Therefore, when considering IT investment, a company can purchase necessary IT resource and actively utilize it to be IT capability, which can have an influence on corporate performance in return.

• Korea Journal of Hospital Management
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• v.1 no.1
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• pp.203-247
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• 1996

This article reviews the art and practice of strategic management process in hospitals today, in order to help hospital administrators for managing strategic management system in their hospitals. The strategic management process model in this article is based on an integrated approach combining traditional environmental model with resource-based model of strategy. The components of the model are consisted of five steps: (1)formulating objectives, strategic assessment by external environmental analysis, internal capability analysis, TOWS analysis and marketing audit, (3)strategy choice considering context and criteria of choice, (4)program implementation through operational planning, resource allocation, and conversion, and (5)control by monitoring and evaluating hospital outputs. This article deals with many aspects of issues inherent in every step on this strategic management process.

• Proceedings of the KIEE Conference
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• 2015.07a
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• pp.318-320
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• 2015

The distribution system is operated radially in which electrical grid is complex. If a fault occurs in distribution system, it can make a huge impact on power supply. Therefore, The distribution contingency analysis is proposed in this paper based on the reference [1]. Using RSI (Restoration Section Index) calculated by feeder margin and section load, the operator can grasp restoration capability quickly.

• Journal of Industrial Convergence
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• v.20 no.1
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• pp.1-12
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• 2022

This study analyzed the impact of supply chain management (SCM) and e-SCM on change acceptance capability, information sharing capability, partnership management capability, and business performance. This study and analysis were conducted targeting the employees of companies that introduced SCM and e-SCM in the metropolitan area and provinces. Change Acceptance Capability, Information Sharing Capability, Partnership Management Capability and Business Performance and the degree of relationship, between outcome variables, which are characteristic factors of SCM, were analyzed through a research model. Based on the survey results, nine research hypotheses were postulated, and the reliability, validity, and importance were examined. The research results supported by the research hypothesis can be summarized in two ways as follows. First, the company's capabilities were analyzed as major variables such as Acceptance Capability, Information Sharing Capability, Partnership Management Capability, and Business Performance. Second, the degree of relationship was analyzed in detail by classifying the necessary competencies in SCM into 4 categories, not the competencies of a specific company. This study is expected to provide appropriate information to SCM-related companies.

• Journal of the military operations research society of Korea
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• v.28 no.2
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• pp.137-150
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• 2002

This paper describes a comprehensive analysis of the air defense capability of Aegis class ships on the netted battlefield. A principal threat to ships at sea is anti-ship cruise missiles. The missiles flies lower, faster, and with less radar cross section than its predecessors. Therefore, the ship of the 21s1 century must have the future operational capability based NCW to engage this threat and then the survivability of ship can be guaranteed. This operational concept is reflected in Aegis ship and CEC of US navy, In the near future, the korean navy will be possessed a few Aegis class ships. In this view, this paper has analyzed the intercept range of the sea-skimming ASCM to measure the area defense capability of the Aegis ship in PCW and NCW, respectively and presented the air defense capability of the ship on the netted battlefield.

• Korean Journal of Social Welfare Studies
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• v.42 no.4
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• pp.329-363
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• 2011

This study is on the influence of organizational climates on social workers' professionalism in Social Welfare Centers, based on measurements of the recognition levels provided by the organizational climates. I collected 570 samples from social workers who are presently working at social welfare centers, and analyzed the data using T-test, ANOVA and Hierarchical Regression Analysis. The results of this Study are: I researched the effect of organizational climates on the professional capability and ethical responsibility of social workers in the Social Welfare Centers. First, from theoretical considerations, I controlled for the general variables which affected the observed professional capability and ethical responsibility of social workers (Level 1). And then, I examined the explanatory results to see the effect of the organizational factors (Level 2). Through Hierarchical Regression Analysis, the level one analysis showed the effect of the general factors on professional capability (4.4 %) and ethical responsibility (3.3%). The level two analyses showed the added effect of the organizational factors on professional capability (21.4 %) and ethical responsibility (21.1%). By adding the organizational factors, the R2 of professional capability increases 17% and that of ethical responsibility increases to 17.8%. These results are statistically significant. The level two organizational factors significantly affecting professional capability were Autonomy, Supervision, Task Assignment, position and work place. Ethical responsibility was affected significantly by level two organizational subcategory factors of Autonomy, Supervision, Task Assignment, gender and education level and work place. Incentive didn't have any effect on the professional capability or ethical responsibility.

• Asia pacific journal of information systems
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• v.17 no.3
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• pp.131-146
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• 2007

Recently, the role of IT service providers has been enlarged from managing a single function or system to reconstructing entire information management processes in new ways to contribute to shareholder value across the enterprise. This movement toward extensive and complex outsourcing agreements has been driven by the assumption that outsourcing information technology functions is a reliable approach to maximizing resource productivity. Hiring external IT service providers to manage part or all of its information-related services helps a firm focus on its core business and provides better services to its clients, thus obtaining sustainable competitive advantage. This practice of focusing on the strategic aspect of outsourcing is referred to as strategic sourcing where the focus is capability sourcing, not procurement. Given the importance of the strategic outsourcing, however, to our knowledge, there is little empirical research on the relationship between the strategic outsourcing orientation and outsourcing performance. Moreover, there is little research on the factor that makes the strategic outsourcing effective. This study is designed to investigate the relationship between strategic IT outsourcing orientation and IT outsourcing performance and the process through which strategic IT outsourcing orientation influences outsourcing performance, Based on the framework of strategic orientation-performance and core competence based management, this study first identifies core competency orientation as a proper strategic orientation pertinent to IT outsourcing and IT outsourcing process management capability as the mediator to affect IT outsourcing performance. The proposed research model is then tested with a sample of 200 firms. The findings of this study may contribute to the literature in two ways. First, it draws on the strategic orientation - performance framework in developing its research model so that it can provide a new perspective to the well studied phenomena. This perspective allows practitioners and researchers to look at outsourcing from an angle that emphasizes the strategic decision making to outsource its IT functions. Second, by separating the concept of strategic orientation and outsourcing process management capability, this study provides practices with insight into how the strategic orientation can work effectively to achieve an expected result. In addition, the current study provides a basis for future studies that examine the factors affecting IT outsourcing performance with more controllable factors such as IT outsourcing process management capability rather than external hard-to-control factors including trust and relationship management. This study investigates the major factors that determine IT outsourcing success. Based on strategic orientation and core competency theories, we develop the proposed research model to investigate the relationship between core competency orientation and IT outsourcing performance and the mediating role of IT outsourcing process management capability on IT outsourcing performance. The model consists of two independent variables (core-competency-orientation and IT outsourcing process management capability), and two dependent variables (outsourced task complexity and IT outsourcing performance). Comprehensive data collection was conducted through an outsourcing association. The survey data were analyzed using a structural analysis method. IT outsourcing process management capability was found to mediate the effect of core competency orientation on both outsourced task complexity and IT outsourcing performance. Further analysis and findings are discussed.

• Journal of Korean Society for Quality Management
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• v.40 no.4
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• pp.631-640
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• 2012

Purpose: This empirical study is focused on the relationship between innovation capability (R&D and Human Resource innovation) and performance in knowledge-based service firms. Methods: We build research model to test how each of innovation capability on technology and human resource is influenced on their financial and non-financial performance in the knowledge-based service industries. Based on the previous research, we hypothesized the factors are regarded innovation capabilities of the firms as the scale of R&D and human resources. Because this study is especially targeted to the performance of knowledge-based service firms. With the survey on 424 main knowledge-based service firms, the multi-regression analysis was performed. Results: The result showed that the scale of R&D and human resources capabilities are main factors for knowledge-based service firms' performance, which reflects the current industrial structure. Conclusion: This study empirically demonstrated that human resources are most important to the growth of knowledge-based service firms.