• Journal of the Korea Safety Management & Science
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• v.19 no.4
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• pp.253-260
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• 2017

Due to dramatic changes in the trend of corporate management in economics, labor and government, companies are being asked to adapt creative and innovative organizational culture in order to keep sustainability. Under the circumstances, flexible working hour becomes one of very effective method for organization culture improvement. Recently, M company has introduced the new policy of working hours that employees can choose a couple of different time options depending on their personal situations. And it turns out to be very effective to work & life balance, increasing organizational vitality, improving efficiency of business and productivity, recruitment of core human resources, and prevention of deviation; both team and personal performance levels has significantly improved. Therefore, it is highly recommended to adapt flexible working policies for companies seeking for a long term, sustainable corporate vision.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.123-133
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• 2021

This research aims to examine the effect of carbon emission disclosure on firm value and to reveal environmental performance and industrial type as the moderating variables. This study used 82 samples of companies listed on the Indonesia Stock Exchange (IDX) and receiving awards in the Indonesian Sustainability Reporting Award (ISRA) in 2014-2018. This study used a multiple linear regression analysis to test the hypotheses. The results showed that carbon emission disclosure had a positive and significant effect on firm value as carbon emission disclosure is a form of corporate concern on environment positively responded by the market and becomes the basis for investors to make their considerations in assessing the company sustainability. Besides, environmental performance and industrial type can strengthen the influence relationship of carbon emission disclosure on firm value since environmental performance was assessed based on ISO 14001 certification ensuring that the company has tried to preserve the environmental sustainability by creating a good environmental management system. Moreover, companies categorized into high profile industrial type have tried to change their unfavorable image and avoid lawsuits by performing carbon emission disclosure to gain positive responses from the market.

• Knowledge Management Research
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• v.24 no.3
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• pp.53-71
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• 2023

Environmental, Social, and Governance (ESG) refers to factors that are important for assessing a firm's social and environmental effect, as well as its governance standards. This paper investigates the relationship between ESG-based corporate governance and SDGs strategy implementation by discussing about incorporating ESG issues into corporate operations. It digs into the advantages and disadvantages of aligning corporate governance with the SDGs, demonstrating the potential for delivering long-term value for both firms and society as a whole. In this paper, we investigate ESG-Based Knowledge Management (ESG-KM), a knowledge management system that incorporates sustainability principles. More specifically, the paper investigates how the synergy between ESG-KM and ESG-Based Corporate Governance (ESG-CG) might influence firms' long-term value creation, stakeholder involvement, and sustainable decision-making. Finally, this paper investigates how public organizations might use knowledge management to improve the implementation and effect of ESG-CG principles, resulting in better sustainable outcomes. Public enterprises may support responsible decision-making, increase stakeholder involvement, and achieve long-term performance by linking ESG principles with corporate governance standards. The paper then explores how ESG-KM might help public firms integrate these concepts into their governance structures. The scientific novelty of this paper resides in its thorough investigation, realistic implementation methodologies, and novel combination of ESG principles, corporate governance, and knowledge management. Furthermore, by providing actionable insights and emphasizing the application of these concepts in the context of public enterprises, the paper makes a valuable contribution to the field of management, propelling the discourse on responsible and sustainable business practices in both the private and public sectors.

• International journal of advanced smart convergence
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• v.8 no.4
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• pp.93-103
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• 2019

We examined the mediating effect of the consistency of the values of organizational members on the relationship between the values of IT enterprise executives and organizational performance. Hypotheses 1, 2, and 3, which were set up to achieve the purpose of this study, were verified as follows. First, Hypothesis 1 proposed that the values of management will have a positive effect on organizational performance. Second, Hypothesis 2 proposed that the values of management are likely to have a positive effect on the consistency of the values of organizational members. Third, Hypothesis 3 proposed that the consistency of the values of organizational members will have a positive (+) influence on organizational performance. We found that the consistency of the values of organizational members has a positive (+) influence on organizational performance. Hypothesis 3 was adopted. Fourth, the consistency of the values of the organizational members proved that the organizations with high consistency of values performed well by mediating the values and organizational performance of management. In other words, according to the values of the management, we can improve an organization's sustainability management system by increasing the value of organizational performance and the values of organizational members. Therefore, we must establish plans that can be shared systematically and strategically about the values of management. In addition, the consistency of the values of organizational members has a direct or indirect influence on improving organizational performance. Therefore, we need to systematically derive and improve various factors that can increase the consistency of the values of organizational members in terms of strategic human resource management, such as organizational vision, core values, talent awards, selection process, and motivation. Therefore, the greatest significance of this study is in its theoretical and practical implications for increasing the sustainability management system by using the influence of the executives' can do to further improve the organizational performance.

• International journal of advanced smart convergence
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• v.11 no.2
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• pp.142-152
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• 2022

We study confirmed the relationship between the adversity index, entrepreneurial orientation, and organizational learning competency perceived by organizational members as follows. First, the adversity index showed a positive (+) effect on entrepreneurial orientation (hypothesis 1) and organizational learning competency (hypothesis 2). Second, the entrepreneurial orientation was statistically significant in organizational learning competency (hypothesis 3). Third, the partial mediating role of entrepreneurial orientation (Hypothesis 4) was confirmed in the process of the adversity index affecting organizational learning competency. Meanwhile, the main implications of this study are as follows. First, it is the aspect that provides additional theoretical implications in the reality that studies on the adversity index and entrepreneurial orientation that affect organizational learning competency are lacking. Second, it is the aspect that the importance of adversity index and start-up orientation was confirmed in improving organizational learning competency based on securing differentiated competitiveness for the advancement of the organization's sustainability management system. In addition, it is the aspect of drawing practical implications for strategic human resource management and human resource development to systematically improve it.

• Industry Promotion Research
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• v.4 no.1
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• pp.45-55
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• 2019

The purpose of this study is to examine the effects of common competency, managerial competency, and job competency, which are perceived management consultants' competencies, on organizational performance and management characteristics of these managers. The hypothesis 2 shows that the influence of the management consultant capacity and the management performance on the Hypothesis 1 and the moderating effect of the hypothesis 2 management characteristics are as follows. First, common competence, management competence, and job competence, which are H1 management consultant capacities, have been shown to have a positive (+) influence on financial performance and non - financial performance. Second, the characteristics of manager in H2 were partially shown by the common competence between management consultant capacity and management performance. Therefore, in order to establish a corporate sustainability management system and implement it strategically, a consulting firm should select a consultant with excellent management consultant capability and execute management consulting. In addition, management consultants were required to have diverse learning, experience and management plans to improve their qualitative performance. Despite the fact that managerial characteristics represent partial regulatory roles, they actively play a central role in the survival and development of corporations, requiring active publicity so that the organizational characteristics of managers can be understood.

• Journal of Intelligence and Information Systems
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• v.29 no.3
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• pp.287-316
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• 2023

As global energy crisis and the COVID-19 pandemic have emerged as social issues, there is a growing demand for companies to move away from profit-centric business models and embrace sustainable management that balances environmental, social, and governance (ESG) factors. ESG activities of companies vary across industries, and industry-specific weights are applied in ESG evaluations. Therefore, it is important to develop strategic management approaches that reflect the characteristics of each industry and the importance of each ESG factor. Additionally, with the stance of strengthened focus on ESG disclosures, specific guidelines are needed to identify and report on sustainable management activities of domestic companies. To understand corporate sustainability strategies, analyzing ESG reports and news articles by industry can help identify strategic characteristics in specific industries. However, each company has its own unique strategies and report structures, making it difficult to grasp detailed trends or action items. In our study, we analyzed ESG reports (2019-2021) and news articles (2019-2022) of six companies in the 'Finance,' 'Manufacturing,' and 'IT' sectors to examine the sustainability strategies of leading domestic ESG companies. Text mining techniques such as keyword frequency analysis and topic modeling were applied to identify industry-specific, ESG element-specific management strategies and issues. The analysis revealed that in the 'Finance' sector, customer-centric management strategies and efforts to promote an inclusive culture within and outside the company were prominent. Strategies addressing climate change, such as carbon neutrality and expanding green finance, were also emphasized. In the 'Manufacturing' sector, the focus was on creating sustainable communities through occupational health and safety issues, sustainable supply chain management, low-carbon technology development, and eco-friendly investments to achieve carbon neutrality. In the 'IT' sector, there was a tendency to focus on technological innovation and digital responsibility to enhance social value through technology. Furthermore, the key issues identified in the ESG factors were as follows: under the 'Environmental' element, issues such as greenhouse gas and carbon emission management, industry-specific eco-friendly activities, and green partnerships were identified. Under the 'Social' element, key issues included social contribution activities through stakeholder engagement, supporting the growth and coexistence of members and partner companies, and enhancing customer value through stable service provision. Under the 'Governance' element, key issues were identified as strengthening board independence through the appointment of outside directors, risk management and communication for sustainable growth, and establishing transparent governance structures. The exploration of the relationship between ESG disclosures in reports and ESG issues in news articles revealed that the sustainability strategies disclosed in reports were aligned with the issues related to ESG disclosed in news articles. However, there was a tendency to strengthen ESG activities for prevention and improvement after negative media coverage that could have a negative impact on corporate image. Additionally, environmental issues were mentioned more frequently in news articles compared to ESG reports, with environmental-related keywords being emphasized in the 'Finance' sector in the reports. Thus, ESG reports and news articles shared some similarities in content due to the sharing of information sources. However, the impact of media coverage influenced the emphasis on specific sustainability strategies, and the extent of mentioning environmental issues varied across documents. Based on our study, the following contributions were derived. From a practical perspective, companies need to consider their characteristics and establish sustainability strategies that align with their capabilities and situations. From an academic perspective, unlike previous studies on ESG strategies, we present a subdivided methodology through analysis considering the industry-specific characteristics of companies.

• International Journal of Advanced Culture Technology
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• v.10 no.3
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• pp.93-103
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• 2022

The purpose of this study is to empirically analyze the mediating effect of innovation activities on the effect of organizational culture perceived by organizational members on organizational effectiveness. The main results are as follows. First, Hypothesis 1, organizational culture, was adopted as it showed a positive influence on innovation activities. Second, since organizational culture showed statistically significant effect on organizational effectiveness, Hypothesis 2 was adopted. Third, the innovation activity, which is hypothesis 3, was analyzed to have a positive influence on organizational effectiveness. Therefore, hypothesis 3 was accepted. Fourth, the innovation activity, hypothesis 4, showed a mediating effect between organizational culture and organizational effectiveness. As shown in the results of this study, it is indicated that organizations should improve organizational effectiveness for growth and development through the advancement of the sustainability management system in the rapidly changing business environment. To this end, it was necessary to systematically build and activate an organizational culture and innovation activities suitable for the characteristics of the organization. In other words, organizational effectiveness can be improved when constructing and implementing advanced innovation activities based on measures to revitalize organizational culture according to changes in the business environment.

• International Journal of Advanced Culture Technology
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• v.8 no.1
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• pp.26-37
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• 2020

The purpose of this study is to verify the relationship between the entrepreneurship and management strategy perceived by the members of SMEs and their organizational performance. First, as a result of the hypothesis that the entrepreneurship of one hypothesis had a significant influence on organizational performance, risk sensibility, progressiveness, and innovation, which are entrepreneurship, had a positive influence on both financial and non-financial performance. Second, as a result of verifying the influence relationship of the hypothesis two entrepreneurship on the management strategy, risk sensibility, progressiveness, and innovation, which are entrepreneurship, were statistically significant for the management strategy, cost advantage strategy, differentiation strategy, and centralization strategy. Therefore, in order to practice management strategy based on entrepreneurship, it was analyzed to influence mutual cohesion. Third, the management strategy showed a positive influence on organizational performance. In particular, only the centralization strategy, a type of SMEs' management strategy, confirmed the positive impact on the financial and non-financial performance. Therefore, the importance of entrepreneurship and management strategy has been emphasized in order for SMEs to create organizational performance through the advancement of sustainability management system.

• The Journal of the Korea Contents Association
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• v.20 no.7
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• pp.379-391
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• 2020

The growth paradigm that has led Korea for the last few decades is now reaching its critical point. Rather than focusing on the outcomes created by severe competitions of individual companies, a growth based on win-win system and solidarity focusing on public interests is more called for. In this background, I would like to examine the concept of corporate publicness and what factors consist of it. The study aims to verify a causal relationship that corporate publicness affects the corporation's social responsibility and consumers' favorability and credulity toward the company, and looks for the possibility that corporate publicness is recognized as a corporation's substantive competitiveness and an important management activity for its sustainability. The results of the study shows that corporate publicness is composed of 5 dimensions: sincerity, activeness, pursuit of public interest, harmony, and community spirit. Then the study statistically verifies that corporate publicness significantly has a positive impact on the overall evaluation results of a corporation's social responsibility. Lastly, the study confirms that corporate publicness and socially responsible activity of a company have a positive influence overall on the attitude toward the corporate brand. Based on these results, an implication is drawn that strengthening corporate publicness and its practice in action should be emphasized for a corporation to keep making outstanding performances in a sustainable way.