• Health Policy and Management
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• v.18 no.4
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• pp.125-147
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• 2008

The purpose of this study is to propose the factors affecting collaboration between community nurses and social workers in Korea. Data that is used in this study, were collected from 295 provider respondents by questionnaire, additionally from telephone survey and secondary data review. This study focuses on the working relationship between professionals in the field of health and social care. Based on the literature review, this study proposes a conceptual framework for collaboration between nurses and social workers in community health and social care. The dependent variable in this study is collaboration. It reveals whether or not the inter-professional works and shows the level of collaboration. The independent variables are categorized in: the client characteristics (frailty of client, client-provider relationship); the provider characteristics (specialization, perception of interdependence, perception of the other professional); the organization characteristics (closeness of the other professional, autonomy, on-the-job training, evaluation-reward); and the community characteristics (urbanization, capacity of resources). Major findings are as follows: First, the factors that appear to have the strongest impact on whether or not inter-professional working of respondent sampled are: the perception of other professional; the perception of interdependence; closeness of, the, other professional; and the frailty of client. Secondly, the factors that found to have the most significant effect on level of cooperation are: the perception of, the other professional; on-the-job training; evaluation-reward; and the closeness of the other professional.

• Asia pacific journal of information systems
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• v.17 no.3
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• pp.55-78
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• 2007

Increasingly the information technology (IT) outsourcing phenomenon has been a subject of much academic research. Scholars have argued that knowledge complementarities playa crucial role in forming successful IT outsourcing relationships. However, notwithstanding the fast growth of IT outsourcing, prior studies on IT outsourcing have not included knowledge complementarities in their research design as a determining factor for IT outsourcing effectiveness. Further, the understanding of knowledge complementarities itself remains ambiguous. In this study, the concept of knowledge complementarities is explored in the IT outsourcing context at the firm level. Specifically, it addresses the following questions: what is knowledge complementarities? How does it affect IT outsourcing effectiveness? Is the relationship between knowledge complementarities and IT outsourcing effectiveness influenced by organizational trust between the client and the vendor? Grounded in the relevant theories to knowledge management and IT outsourcing, we develop a research model in which both the main effects of knowledge complementarities and organizational trust and the moderating effect of organizational trust on the relationships between knowledge complementarities and IT outsourcing effectiveness are tested. Within this research model, we develop a second order construct of knowledge complementarities, consisting of complementary business knowledge and complementary IT knowledge as the first order constructs. We have used data from a field study of 103 firms in Korea to test the proposed model. Controlling the effects of conflict resolution efforts, our empirical analysis found significant main effects of knowledge complementarities and organizational trust on IT outsourcing effectiveness. The results suggest that knowledge complementarities between the client and vendor positively contribute to IT outsourcing effectiveness. Specifically, the client needs to have enough IT knowledge to assess the quality of IT outsourcing services provided by the vendor. Meanwhile, the vendor should understand the client's business well enough to provide IT services, Contrary to our expectations, the moderating effect of trust on the relationship between knowledge complementarities and IT outsourcing effectiveness was not supported in this study. The results also show that organizational trust between client and vendor significantly influences IT outsourcing effectiveness. As for contributions of this study, we have not only clarified the concept of knowledge complementarities, but also developed an instrument to measure the concept and empirically validated it. Further, we have tested the idea that knowledge complementarities and trust directly influence IT outsourcing effectiveness and trust moderates the relationship between knowledge complementarities and IT outsourcing effectiveness. Out results prescribe the knowledge complementarities of client and vendor as a useful path to IT outsourcing effectiveness. These findings have important theoretical and practical implications, which are discussed in the paper.

• Journal of Korean Academy of Nursing
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• v.43 no.6
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• pp.791-800
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• 2013

Purpose: This study was done to test a structural equation modeling of case management outcomes in order to identify parameters affecting case management outcomes for the community-dwelling vulnerable elders. Methods: Data were collected from 309 nurses (case managers) and community-dwelling vulnerable elders (clients) from public health centers. For data analysis, descriptive statistics, Pearson correlation analysis, factor analysis, and covariance structure analysis were performed using SPSS Version 18.0 for Windows and Amos 16.0. Results: The hypothetical model had an acceptable fit: GFI=.97, CFI=.95, RMSEA=.02, SRMR=.05. The factor "case managers' singularity" had the greatest impact on case management outcomes in this model. In addition, the factor "case management practice" influenced case management outcomes; however, client characteristics did not. Case managers' singularity affected case management outcomes directly and indirectly, with case management practice mediating the latter effect. Conclusion: These results suggest that the causal relationship between case management outcomes and factors influencing these outcomes should be clarified through longitudinal research including a variety of client characteristics. In addition, in future studies, analysis of the effects of programs to improve manpower quality and examine the relationships among case management outcomes should be done.

• The Journal of the Korea Contents Association
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• v.12 no.5
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• pp.331-345
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• 2012

The main purpose of this study is to investigate the effects of operational practices of contract foodservice management company on relationship quality and recontract intention. To verify research model, 126 data were collected from client companies of E contract foodservice management company and analyzed using structural equation modeling and multiple regression. The results of this study can be summarized as follows. First, direct factors such as operational costs, menu management, and service management had significant influences on food service quality. On the other hand, indirect factors such as operational supportability, brand image, and capacity of sales management were not important to food service quality. Second, indirect operational practices had significant effects on trust. That is, when operational supportability was increased, brand image was enhanced, and capacity of sales management was strengthened, client company's trust on contract foodservice company was increased. Among them, brand image showed the highest effect. Also, direct practices such as operational costs, menu management, and sanitary/facilities management significantly influenced on trust. Third, food service quality significantly affected trust. Finally, only trust had significant effect on recontract intention but food service quality did not. This means that food service quality alone is not enough to earn recontract intention. Relationship marketing efforts to form trust should be made between contract foodservice company and client company.

• Journal of Information Technology Services
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• v.3 no.1
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• pp.127-146
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• 2004

Recently, Information systems (IS) outsourcing has been becoming a viable strategic alternative in the management of information systems. Accordingly, the demand of research in practice has been changed from how to decide IS outsourcing to how to manage IS outsourcing. However, there is little known about the management of IS outsourcing in existing literature. Moreover, the existing studies suggest conflicting solutions in accordance with their own perspectives : competitive relationship vs. cooperative relationship. The purpose of this study is to address this conflicting result, and consequently to enhance an understanding of IS outsourcing management by introducing the concept of interorganizational control. To meet this purpose, this study adopts Lee(2003)'s integrative model of IS outsourcing management based on the existing literature from different management disciplines and different perspectives, and then conducts four case studies. The result reveals that users, as well as IS manager, play a critical role in controlling IS outsourcing. Moreover, they implement a portfolio of control modes including both informal and formal modes. The result also suggests that the choice of particular control mechanism depends on client, supplier, task, and relationship characteristics.

• Journal of the Korea Society of Computer and Information
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• v.14 no.8
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• pp.81-88
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• 2009

Many studies and policies are suggested for customer satisfaction to survive in multimedia content service markets. there are policies like a segregating the clients using the contents service and allocating the media server's resources distinctively by clusters using the cluster analysis method of CRM. The problem of this policy is fixed allocation of media server resources. It is inefficient for costly media server resource. To resolve the problem and enhance the utilization of media server resource, the ACRFA (Adaptive Client Request Filtering Algorithm) was suggested per cluster to allocate media server resources by flexible resource allocation method.

• Asia pacific journal of information systems
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• v.17 no.2
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• pp.49-81
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• 2007

Research in the IS (Information Systems) outsourcing has focused on the importance of legal contracts and partnerships between vendors and clients. Without detailed legal contracts, there is no guarantee that an outsourcing vendor would not indulge in self-serving behavior. In addition, partnerships can supplement legal contracts in managing the relationship between clients and vendors legal contracts by itself cannot deal with all the complexity and ambiguity involved with IS outsourcing relationships. In this paper, we introduce a psychological contract (between client and vendor) as an important variable for IS outsourcing success. A psychological contract refers to individual's mental beliefs about his or her mutual obligations in a contractual relationship (Rousseau, 1995). A psychological contract emerges when one party believes that a promise of future returns has been made, a contribution has been given, and thus, an obligation has been created to provide future benefits (Rousseau, 1989). An employmentpsychological contract, which is a widespread concept in psychology, refers to employer and employee expectations of the employment relationship, i.e. mutual obligations, values, expectations and aspirations that operate over and above the formal contract of employment (Smithson and Lewis, 2003). Similar to the psychological contract between an employer and employee, IS outsourcing involves a contract and a set of mutual obligations between client and vendor (Ho et al., 2003). Given the lack of prior research on psychological contracts in the IS outsourcing context, we extend such studies and give insights through investigating the role of psychological contracts between client and vendor. Psychological contract theory offers highly relevant and sound theoretical lens for studying IS outsourcing management because of its six distinctive principles: (1) it focuses on mutual (rather than one-sided) obligations between contractual parties, (2) it's more comprehensive than the concept of legal contract, (3) it's an individual-level construct, (4) it changes over time, (5) it affects organizational behaviors, and (6) it's susceptible to organizational factors (Koh et al., 2004; Rousseau, 1996; Coyle-Shapiro, 2000). The aim of this paper is to put the concept, psychological contract commitment (PCC), under the spotlight, by finding out its mediating effects between legal contracts/partnerships and IS outsourcing success. Our interest is in the psychological contract commitment (PCC) or commitment to psychological contracts, which is the extent to which a partner consistently and deeply concerns with what the counter-party believes as obligations during the IS project. The basic premise for the hypothesized relationship between PCC and success is that for outsourcing success, client and vendor should continually commit to mutual obligations in which both parties believe, rather than to only explicit obligations. The psychological contract commitment playsa pivotal role in evaluating a counter-party because it reflects what one party really expects from the other. If one party consistently shows high commitment to psychological contracts, the other party would evaluate it positively. This will increase positive reciprocation efforts of the other party, thus leading to successful outsourcing outcomes (McNeeley and Meglino, 1994). We have used matched sample data for this research. We have collected three responses from each set of a client and a vendor firm: a project manager of the client firm, a project member from the vendor firm with whom the project manager cooperated, and an end-user of the client company who actually used the outsourced information systems. Special caution was given to the data collection process to avoid any bias in responses. We first sent three types of questionnaires (A, Band C) to each project manager of the client firm, asking him/her to answer the first type of questionnaires (A).

• Journal of the Korean Operations Research and Management Science Society
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• v.33 no.1
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• pp.71-105
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• 2008

Various stakeholders within and outside of the organization are involved and participate in the outsourced IS development. As their interests and goals are different conflict arises in the process of their interaction, and it is an important factor affecting outsourcing success. The study focuses on the conflict between client users and vendor, i.e. main conflict in the outsourcing project, and examines the relationship of conflict with project success, the antecedents of conflict, and investigates the effectiveness of conflict resolution facilitation. An integrated conceptual model is developed grounded on is outsourcing, IS development, project management, and organizational behavior literature. Nine specific hypotheses on the conflict in outsourcing projects are proposed, and data collection and analysis are performed with 214 ISD outsourcing projects. Results indicated that the conflict between client users and vendor in outsourcing projects was found to have negative effects on project success. Main causes affecting conflict were examined, and relative influences of these causes were clarified. Recently internal IT personnel have been faced their role change with the increase of outsourcing, and the importance of their conflict resolution facilitation was highlighted.

• Journal of the Korean Operations Research and Management Science Society
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• v.28 no.3
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• pp.1-30
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• 2003

This study attempts to understand factors influencing the persistence of companie's outsourcing arrangements using the techniques of survival analysis. It provides an insight into the dynamics of outsourcing relationships between clients and vendors. This is particularly relevant considering that current IS sourcing arrangements are strategic and long term, and require close interdependent relationships between the client and the vendor.

• Journal of Nutrition and Health
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• v.38 no.9
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• pp.765-776
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• 2005

The purposes of this study were to a) examine IC (intellectual capital) circumstance of CFMC (contract foodservice management company), b) identify the correlation between IC of CFMC, c) analyze the cause and effect of IC in the viewpoint of contractor, client, and customer. The questionnaires of IC measurement were handed out to 108 CfHCs, there composing of main office employees, foodservice managers, customers, and clients of 207 school, 38 hospital, and 86 business/industry foodservices. The statistical data analysis was completed using SPSS Win (ver 12.0) for descriptive analysis, correlation analysis, simple linear regression analysis. First, CFMCs had operational experience for an average of 8 years and 8 months, and served an average of 38,540 meals a day. Most of the respondent companies operated 'food supply/distribution($50\%$)', 'catering ($46.7\%$)', and restaurant business ($43.3\%$)' except for institutional foodservice and managed an average of 66 clients for the contract period of 2 years and 3 months. Second, there was positive correlation between $\ulcorner$sales of foodservice$\lrcorner$ and 'market ability', $\ulcorner$client satisfaction$\lrcorner$ and necessary intellectual capital for managing branch/chain foodservice office, and $\ulcorner$customer satisfaction$\lrcorner$ and $\ulcorner$renewal and development$\lrcorner$, 'market ability', 'infrastructure support for foodservice operation', 'employee satisfaction', respectively. Finally, the result of the cause and effect analysis on CFMCs, clients, and customers was positively influenced by 'client satisfaction' with 'customer satisfaction', 'infrastructure support for foodservice operation' and 'customer satisfaction' with 'employee satisfaction', and 'infrastructure support for foodservice operation'. In conclusion, if CFMCs were to perform a routine checkups by utilizing CFMC's IC measuring tool, improvements in CFMC operational capacities as well as foodservice quality can be noted. Additionally, CFMCS can satisfy their client-customer relationship by employing internal marketing thechniques for employee, a more efficient infrastructure support system, and construc tive infrastructure utilization. Therefore, CFMCs can show significant improvement in their sales and foodservice quali-ty though continuous maintenance of the client and customer satisfaction.