• The Journal of Information Systems
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• v.21 no.1
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• pp.153-172
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• 2012

The purpose of this study is twofold: first, to identify the factors affecting the relationships between the organizational context for work innovation(organizational citizenship behaviors, IS innovation resistance, and user IT capability) and the intention of ERP extension usage, and second, to examine the mediating effect of the ERP performance on the relationships between the ERP adaptation and the intention of ERP extension usage. In order to achieve the goals of this study, data were obtained from 304 members of the seven organizations such as manufacturers, distributors and service industries, and were analyzed by using SPSS 12.0 and AMOS 5.0. The study results are as follows. There were positive effects of the organizational citizenship behaviors and the user IT capability on the change management activity. The IS innovation resistance had a negative effects on the change management activity. The change management activity had a positive effect on the ERP adaptation. The ERP adaptation had a positive effect on the ERP performance and the intention of ERP extension usage. The ERP performance had a positive effect on the intention of ERP extension usage. In addition, there was a partial mediating effect of the ERP performance on the relationships between ERP adaptation and intention of ERP extension usage. Based on these findings, the implications and limitations of the study were presented including some directions for future studies.

• Journal of Korean Society for Quality Management
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• v.44 no.3
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• pp.639-648
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• 2016

Purpose: Existing precedent studies include success factors of individual management innovation activities constantly. However, those studies have limitations about the common key success factors of individual management innovation activities. Methods: For this study, we investigate the key success factors using literature research of the most typical management innovation activities adopted and implemented by many companies in Korea, such as 6sigma, TQM, Lean 6sigma, ERP, TPM, BPR, Project Management, System Engineering. Factors emerging repeatedly was combined into common factors and inherent factors that are necessary for the success of individual management innovation activities are designated to essential factors. Results: 'Essential factors for Six Sigma' consist of 5 items. Black belt operating system, personnel management system linkage, the correct management of the data, perform improvement projects associated with financial performance financial result, linked to financial performance improvement project, project progress management. 'Essential factors of TQM' are arranged 4 items. Quality team's independence and role, goal-setting, Quality Information System, corporate's philosophy of quality first. 'Essential factors of Lean Six Sigma' are the selection of value stream which is based on the customer needs and the value creation and identify the project based on the selected value in the company. 'Essential factors of ERP' are investigated 6 items. Ongoing system maintenance and upgrades, the measurement and support of user satisfaction, the operating systems and the policies for the maintenance, IT infrastructure, change adaption condition monitoring, focusing on improving business performance. 'Essential factors for TPM' are arranged 4 items. Motivated and energetic Bottom-Up, CEO's recognition of the importance facility management, long-term perspective of necessity and ongoing patience. 'Essential factors for BPR' are the pursuit of change process and the staff's sense of crisis management. 'Essential factors for Project Management' are the strategy that reduce the risk management skills through risk management and the understanding and organized management for the project participant's needs. 'Essential factors for System Engineering' consist of 2 items. The first is the design for the best balanced system with pre-analysis about the compromise the cost, schedule and the performance. The second is the analysis of large problem into small problems which can solved. We have found the solution considering components of the interface through the systematic perspective. Conclusion: Common factors and essential factors presented in this study will properly help to introduce the individual management innovation activities for the each business sector and implement management innovation. After this study, new literature research that reflect new studies should accomplish steadily.