• Journal of Multimedia Information System
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• v.8 no.4
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• pp.267-276
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• 2021

This study discovered the effects of strategic learning and network building on a company's environmental management performance. According to the results, the environmental awareness of the company and competition threats within the industry did not significantly affect the establishment of environmental strategy, whereas the consumer's sensitivity to the environment and the environmental regulation of the government did. The environmental awareness of the company and the consumer's sensitivity to the environment were found to greatly impact a company's network building. which is closely related with the utilization of multimedia system and technology. In addition, it was found that the establishment of corporate environmental strategy had a significant effect on network building and strategic learning, but network building did not significantly affect strategic learning, indicating a difference. Finally, corporate strategic learning affected environmental management performance, suggesting an importance in accumulating strategic learning capabilities to increase environmental management performance.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.5
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• pp.49-59
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• 2021

This study researched the relationship of effect of management awareness of corporate members, system buildup and strategic operation on corporate performance through industry-university collaboration networking. The result of the study are as follows. First, as the importance of industry-university collaboration, system buildup networking was proved to provide the greatest influence on the corporate performance. Second, it presents to form the bond of sympathy with members on corporate management which is built through industry-university collabora-tion. Third is the importance of strategic operation. Strategic operation was prove to have high influence on corporate performance. Fourth is to prove the relationship between system buildup and strategic operation of industry-university collaboration networ- king. The system buildup provides an important impact on corporate strategic operation. Fifth is the system buildup through management awareness by through industry-university collaboration. Lastly, the relationship between management awareness and corporate performance was found to be significant. Management awareness of members can be presented as an important variable on corporate performance. This study is to present the fact that it is important to secure competitiveness of small and medium-sized businesses, to develop a way for creative improvement and to secure a way for strengthening the competitiveness, and to strengthen the corporate competitiveness through reinforcement of industry- university collaboration networking.

• Korean System Dynamics Review
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• v.5 no.2
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• pp.199-216
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• 2004

The present study is aimed at developing the optimal instruments for dispelling the uncertainty factors during the formulation of strategies for corporate development. The objective is the creation of a complete model of strategic analysis, which encompasses both the environment (internal and external) and the management rational component. This model -built on the analysis of three corporate cases - is concretized by a simulation for testing the strategy by the means of software which enables the users to cope with a dynamic and complex corporate environment. The research questions regard the development of a complete strategic analysis, which covers the entire decision-making process; the concrete assessment of the business strategy on the basis of quantitative data: the identification and enhancement of the critical variables of business administration, in such a complex and dynamic reality as the corporate environment.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.10
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• pp.139-146
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• 2021

This article analyzes factors affecting the application of strategic management accounting in different enterprises in Vietnam's consumer goods industry, providing more empirical evidence on factors affecting the application of strategic management accounting. The research method used a questionnaire survey of managers at all levels, chief accountants, and accountants from 72 consumer goods enterprises in Vietnam. The survey results collected 290 questionnaires, however, due to invalid questionnaires with many blank cells, 284 questionnaires were finally selected. Quantitative research was carried out with SPSS 25 software. Research results show that 6 factors have a positive influence on the application of strategic management accounting including awareness of the business market, business strategy, technology, corporate culture, qualification of management accountants, decentralization of management, in which technology has the strongest influence on the application of strategic management accounting in consumer goods enterprises in Vietnam. The standardized Beta coefficient extracted from the multiple linear regression equation reveals that the technology factor has a high standardized Beta coefficient (0.176) compared to other factors. Based on the research results, the author has proposed recommendations to improve the ability of consumer goods businesses to successfully apply strategic management accounting techniques, thereby contributing to improving competitiveness and performance of consumer goods enterprises.

• Knowledge Management Research
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• v.10 no.3
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• pp.1-16
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• 2009

Recent trends in business are characterized by recognition of the importance of knowledge assets. Especially, this phenomenon is receiving more momentum as our society goes digital rapidly. The concept of Knowledge Management has long been used as an effective way of restructuring the management process of a firm. In literature regarding knowledge management, a number of successful cases were reported, where knowledge-based management activities could dramatically enhance a firm's strategic performance for years. However, there exists very little research investigating the effect of knowledge management on corporate competitiveness. Researchers as well as practitioners need more rigorous results about such issues, especially how much the knowledge management strategic initiatives may have an influence on the firm's competitiveness. In this sense, we need an empirical study adopting statistical approaches due to the existence of abundant knowledge management case studies. To fill this research void, this study proposes a research model testing whether knowledge management activities could improve corporate competitiveness. We collected 321 valid questionnaires from participants in knowledge management activities in the tourism industry and applied a structural equation model. Empirical results showed that knowledge management activities have a positive impact on knowledge management efficiency and finally corporate competitiveness. We hope that this study will shed light on further rigorous studies considering tourism industry as a major strategic activity.

• Asia pacific journal of information systems
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• v.20 no.3
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• pp.91-114
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• 2010

An IT system within a company play increasingly important role as a significant part of corporate assets. The IT system possesses an extraordinary ability to improve an organization's efficiency, effectiveness and productivity by providing competitive advantages and improving strategic business decision capabilities. Indeed, providing a more secure IT environment, improving employee productivity and enhancing business process and strategic decision capabilities are key areas to improve corporate performance. However, existing research on IT ROI of return on IT investments does not provide solid justification to stakeholders. In this paper, we analyze the IT investment during the past 28 years from 1982 to 2009 and present the results in two dimensions. First, we show the IT solution implementation analysis by years and industries based on 1,240 IT success cases from 8 different sources such as major Korea IT newspaper, IT magazines, and IT vendors. Then, the paper presents the relationship between IT capability through IT success cases and corporate business performance among 32 industries.

• The Journal of Information Systems
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• v.23 no.2
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• pp.67-90
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• 2014

Today, the company is trying to improve for business performance through the optimization of corporate resources. Most companies set up new strategy for obtaining competitive advantage for survival in rapid changes of the global business environment. IT has an important role to reduce cost and to increases business performance such as increasing sales, improving business skills and corporate image, etc. in the corporate environment. The development and use of IT resource is recognized as essential in connection with the business strategy. Most companies tried to establish the strategic use of information systems to gain competitive advantage. IT resource management is not clear in a tangible result of the business. The purpose of this study is to find out the relationship between IT competency and organizational performance through the mediating effect of strategic use of IS. IT competency consists of IT human resource, IT infrastructure, and IT vendor management. In direct relationship between three IT competence factors and organizational performance, the results of multiple regression analysis showed that IT human resource and IT vendor management are important determinants to influence organizational performance. The additional analysis for mediating effect of strategic use of IS showed that it has mediated the relationship between IT competency factors and organizational performance. This results give us an implication, not only the importance of IT competency development, but also the importance of strategic alignment of strategic use of IS with business strategy.

• Journal of Construction Engineering and Project Management
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• v.2 no.2
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• pp.28-35
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• 2012

Critical to project success is effective stakeholder management. This paper presents a challenge for the project manager who uses traditional approaches to manage mid-level stakeholders in an organization. Dual roles of a mid-level stakeholder (as a stakeholder of a project and as an agent of the corporate) may cause problems that would result in difficulties for project managers in identifying the stakeholder's attributes and overcoming hierarchical authority expectation. However, the dual roles of the stakeholder result in its weakness in the project-stakeholder relationship. Can a project leverage its strategic role for effective upward influence by linking project objectives to corporate strategic objectives? To address this research question, case study method was used to gain a deeper understanding of mid-level stakeholder's salience. This research proposes an upward influence strategy to embed a project-stakeholder relationship in a hierarchical stakeholder network.

• The Journal of Asian Finance, Economics and Business
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• v.6 no.1
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• pp.231-240
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• 2019

The paper aims to investigate the relationship between firm size and organizational actions on adopting social media for corporate reputation management. The sample group of 198 companies is selected with a simple random sample method from the New York Stock Exchange (NYSE) listings: Sixty nine companies were from the Fortune 500 listings, seventy one companies from the NYSE midsize capitalization and fifty eight companies from the NYSE small capitalization listings. This study employs cross tabulations and Chi-square analysis, and the Kruskal-Wallis that enables the comparison of three samples that are independent. The results of the study show that (1) large firms have more social media ownership than small firms, (2) large firms respond to social media posts at a greater frequency and quickly than small firms, and (3) firm size is less likely associated with response styles to social media for online reputation management. The results show that reply time and response styles of organizations to social media customers in the 2015 survey has no significant change compared to that of 2011. There appears to be a pervasive lack strategic framework as most firms in the study were found not to be adequately monitoring or leveraging social media communication for their reputation management.

• International journal of advanced smart convergence
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• v.9 no.1
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• pp.121-131
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• 2020

We study empirically analyzes the relationship between the leadership styles and management strategies of executives perceived by members of small and medium venture companies through organizational performance through SPSS 24.0. The empirical results are as follows. First, the hypothesis that the strategic leadership of the one-level management team had a significant influence on the management strategy showed that strategic leadership (strategic direction, strategic control, maintaining effective organizational culture, ethical management, human resource development, competency development) The relationship between positive cost, strategy of differentiation, and strategy of concentration was positive. Second, the hypothesis 2 management strategy (cost advantage strategy, differentiation strategy, centralization strategy) was statistically significant for both organizational performance (financial performance and non-financial performance). Therefore, management strategy implemented by management acts as a factor to improve organizational performance. Therefore, the execution ability of management strategy should be strengthened. Third, hypothesis 3 (Strategic Direction, Strategic Control, Maintaining Effective Organizational Culture, Ethical Management, Human Resource Development, Competency Development) could be identified as an important role factor for financial and non-financial performance. The organizational performance of SMEs has been a key factor in the strategic leadership and management strategy implemented by management. Therefore, the establishment and implementation of various practical measures to upgrade this were continuously required.