• Asia pacific journal of information systems
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• v.17 no.3
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• pp.105-130
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• 2007

Recently, there is a substantial interest in implementing Business Process Management System(BPMS) among enterprises with the purpose of business process innovation. BPMS redesigns and coordinates business processes in terms of both automated steps and human involvement in order to maximize the value of both involved people and systems. The reason why BPMS is getting attention from top managers is that it has the possibility to optimize the business processes by cycling the process of modeling, execution, monitoring, evaluation, and redesigning work processes. Thus, it has created high expectations about not only productivity improvement but also business process innovation. However. having an innovative nature, which is used for process innovation, BPMS implementation has great potential to stir up employee resistance. The analysis and the discussion about the prevention of the resistance against IS(Information Systems) is important because IS change the way people work and also alter the power structure within the organization, in general. The purpose of this study is to investigate factors that have an impact on the effective adoption of BPMS at the enterprise level. To find out these factors, this study considers two characteristics of BPMS: First. BPMS shares some characteristics with other enterprise-wide IS such as ERP. Second, it has special BPMS-specific characteristics. Due to the lack of previous research on BPMS adoption, interviews were carried out with IT-consultants and CIOs who conducted BPMS projects previously to find out BPMS-specific features that would make BPMS unique when compared to other enterprise-wide IS. As a result, the monitoring function was chosen as the main BPMS-specific factor. Thus, this paper reviewed studies both on enterprise-wide IS adoptions, which applied Technology Acceptance Model (TAM) and secondly on computer based monitoring to find out factors that would influence the employees' perception on the monitoring function of BPMS. Based on the literature review, the study suggested three factors that would have an impact on the employee's perception of the monitoring function: fairness of enterprise evaluation system, fairness of the boss, and self-efficacy of their work. Three factors that would impact the enterprise-wide IS adoption were also set: the shared belief in the benefit of BPMS, training, and communication. Then, these factors were integrated with TAM. Structural equation modeling was used to test hypotheses, out factors that would impact the employees' perception on the monitoring function of BPMS. Based on the literature review the study suggested three factors that would have an impact on the employee's perception of the monitoring function: fairness of enterprise evaluation system, fairness of the boss, and self-efficacy of their work. Three factors that would impact the enterprise-wide IS adoption were also set: the shared belief in the benefit of BPMS, training, and communication. Then, these factors were integrated with TAM. Structural equation modeling was used to test hypotheses. The data analysis results showed that two among three monitoring function related factors - enterprise evaluation system and fairness of the boss - were significant. This implies that employees would worry less about the BPMS implementation as long as they perceive the monitoring results will be used fairly for their performance evaluation. However, employees' high self-efficacy on their job was not a significant factor in their perception of the usefulness of BPMS. This is related to cases that showed employees resisted against the information systems because they automated their works (Markus, 1983). One specific case was an electronic company, where the accounting department workers were requested to redefine their job because their working processes were automated due to BPMS implementation.

• Korean small business review
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• v.39 no.1
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• pp.1-39
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• 2017

The first generation of the business that had been founded in 1960~1970s faces the situation to consider the succession of the family business developed by devotion of their whole lives in the critical timing to the next generation. In the process of selecting the party of family business succession, it is required to consider a variety of succession types including smooth transfer to the other family member or the employee of the company, selling the company, or hiring external specialist. Foreign countries acknowledge the importance of the succession in the family owned company to perform multiple studies on the influential factors to the succession, distinction, and types of family business succession; and they utilize the results for the related policy development and the support of family owned business succession. However, few studies have been conducted on the succession of the domestic family owned business and majority of them are related to the types of succession. Considering its share and influential power in the domestic economy, it is necessary to develop the guideline and the policies to solve many issues on the succession of the family owned business by systemic studies. Hence, the impact of the main characteristics in the family owned business on the types of its succession was analyzed in this study focusing on five domains of Socioemtional Wealth (SEW) in view of Behavioral Agency Theory by Gomez-Mejia et al. (2007) using the data from 540 family owned small-to-medium sized businesses so as to analyze the issues on their business succession. Upon the empirical analysis results, it was confirmed that they were influenced to the selection of succession type by family succession > internal employee succession > external succession, for the variables of social contribution which were non-financial characteristics, internal employee succession > family succession > external succession for the intellectual properties, and family succession > external succession for the management participation of the family. The distinction of social contribution were influenced the most to the selection of the succession types. Financial factors, business performance, and R&D investment variables were not significantly influenced to their selection of the succession types. In case of simultaneous management, the family succession rate was high and it showed the control effect to strengthen selecting family owned business with R&D investment, social contribution, and company history variables. The behavioral agency theory used in this study was confirmed with high explanation power on the family owned business succession. The family owned business showed the tendency to maintain SEW, and non-financial factors such as accumulated know-how and social contribution based on the long term history were significantly affected to the succession in the small-to-medium sized family owned businesses, unlike general large sized listed companies. The results of this study are expected to be helpful practically for the succession of the family owned business and to suggest the guideline for the development of governmental policy.

• Management & Information Systems Review
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• v.30 no.2
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• pp.57-79
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• 2011

One of the fastest growing sector in tourism industry is MICE industry due to globalization among the countries in various parts including business, politics, and cultural exchange. The objectives of this research can be in two fold: firstly, to evaluate the convention service quality and categorize them into three groups, basic service, performance service and exciting service; secondly, to provide the exciting service as a recovery program to restore customer satisfaction and their intention to reuse when the basic or performance service failure occurs. The results are as follows: among the four dimensions of the service quality, only the availability of information and the employee's performance were effected by the exciting service quality. Secondly, employees's performance can only be effected by the exciting service when customer service factor is included prior to the events. Thirdly, the following dimensions of services were not selected to be effective by the exciting services: conditions of physical facility, related infra-structure, the process of customer service and the program. Fourthly, only the additional services and events were selected to be the effective exciting services for the recovery program.

• Management & Information Systems Review
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• v.34 no.5
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• pp.71-92
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• 2015

This study analyzes the impact of Corporate Social Responsibility (CSR) activities on financial performances using Bayesian Network. The research tries to overcome the issues of the uniform assumption of a linear function between financial performance and CSR activities in multiple regression analysis widely used in previous studies. It is required to infer a causal relationship between activities of CSR which have an impact on the financial performances. Identifying the relationship would empower the firms to improve their financial performance by informing the decision makers about the different CSR activities that influence the financial performance of the firms. This research proposes General Bayesian Network (GBN) and presents Markov Blanket induced from GBN. It is empirically demonstrated that all the proposals presented in this study are statistically significant by the results of the research conducted by Korean Economic Justice Institute (KEJI) under Citizen's Coalition for Economic Justice (CCEJ) which investigated approximately 200 companies in Korea based on Korean Economic Justice Institute Index (KEJI index) from 2005 to 2011. The Bayesian Network to effectively infer the properties affecting financial performances through the probabilistic causal relationship. Moreover, I found that there is a causal relationship among CSR activities variable; that is Environment protection is related to Customer protection, Employee satisfaction, and firm size; Soundness is related to Total CSR Evaluation Score, Debt-Assets Ratio. Though the what-if analysis, I suggest to the sensitive factor among the explanatory variables.

• Journal of Distribution Science
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• v.16 no.12
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• pp.69-80
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• 2018

Purpose - Our primary goal of this study is to investigate the positive relationship between female managers' self-determined motivations (i.e., RAI: relative autonomy index) and job performances with the mediation of their job creativity in service industries. This study also examines the moderating role of creative efficacy on the relationship between female managers' self-determined motivations and creativities. Finally, based on mediation and moderation hypotheses, we also tested moderating effect of creative efficacy on the mediation effect of job creativity. Research design, data, and methodology - Drawing on SDT(Self-determination theory) and COR(conservation of resources) theories, we developed three research hypotheses. Service female managers from a several service organizations(i.e. banking, retailing, and restaurant/hospitality service) in South Korea were surveyed using self-administered instrument for data collection. A total of 331 usable questionnaires were obtained after list-wise deletion. To test reliability and validity of measurement model, we employed the CFA(confirmatory factor analysis) using M-plus 8.1 Software. Also, internal consistency was tested by Cronbach's α. We, furthermore, used the SPSS PROCESS MACRO 2.16, which was suggested by Hayes (2013; 2015), to test mediation, moderation, and moderated mediation. Results - Our results revealed that self-determined motivation and job performance were positively and fully mediated by job creativity. Furthermore, the positive relationship between female managers' self-determined motivations and job creativities was stronger when their creative self-efficacies were high than when it was low. In addition, female managers' creative self-efficacies also amplified the positive relationship between their self-determined motivations and job performances with the mediation of job creativity. Conclusions - Our research empirically elaborated the previous model of self-determined motivation and manager/female creativity literature by presenting the findings that female managers' self-determined motivations significantly influence their job performances via job creativity and that creative self-efficacy effectively strengthen these positive impacts. Also, our research offered new insight for practitioners (i.e. top service managers) by suggesting that they may enhance female service managers' job performance if they pay more attention to employee creativity in service marketing.

• Journal of Distribution Science
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• v.14 no.3
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• pp.93-101
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• 2016

Purpose - Due to the heavy reliance on the human dependence, several factors such as attitude, behavior, emotional status and the quality of the service by the employees have been a decisive effect on the existence of a business in service industry. This study made use of the cases from the beauty salons in Korea, and tried to find out the meaningful results with following purposes. The purpose of this study is to find out the effects of psychological ownership with focusing on the employees in service industry. Therefore, this study is based on the literature reviews in the fields of psychological ownership, regulatory focus, and customer satisfaction. In particular, this study focuses on the regulatory focus with two parts. The two parts are composed of the promotion focus and prevention focus. Also, the relationship between the regulatory focus on employee and customer satisfaction was identified through empirical study. Mediating effects of regulatory focus were also studied, that is, the regulatory focus was on the relationship between psychological ownership and customer satisfaction. In conclusion, practical and intellectual implications were discussed for the growth and development in service industry. Research design, data & methodology - The survey for this study was conducted from November 15th to December 15th in 2015. The same amount of survey was given to both, the service providers and customers. For both of them, such as the service providers and customers, 260 questionnaires were distributed to them in total. After excluding the missing and unreliable responses for the exact analysis and process, 250 responses were collected and used in the research analysis. This study conducted a survey questionnaires, and the confirmatory analysis was used for the reliability and validity in this study. SPSS & AMOS programs were used for the analysis. Results - The first variable that was looked at from this study is the psychological ownership. The psychological ownership had positive effects on the performance both in improving focus and prevention focus. It indicates that this study supports the results from the previous studies. Second, the effects on the performance in improving focus and prevention focus for customer satisfaction were studied. As a result, the performance in improving focus had positive effect on customer satisfaction, but prevention focus did not have any positive effect. Third, this study looked at the mediating effect of regulatory focus on the relationship between the psychological ownership and the customer satisfaction, and only partly, they had positive effects on customer satisfaction. Conclusions - The results of this study showed that the psychological ownership has positive effects on regulatory focus both in performance improving focus and prevention focus. However, the mediating effects had partial positive effects on customer satisfaction and these results indicate that the service enterprises should focus on the employees' psychological ownership in order to maximize the customers' satisfaction.

• Culinary science and hospitality research
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• v.21 no.5
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• pp.38-49
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• 2015

The purpose of this study was to investigate tangible clues influence on perceived risk and overall satisfaction of customers at family restaurant in South Korea. In this research overall CFA and SEM were employed to analyze the data. Tangible clues were divided to 3 factors and perceived risk to 6 factors. Tangible clue 1 'physical evidence', had negative(-) influence on financial risk(p<0.01), performance risk(p<0.01) and psychological risk(p<0.001). Tangible clue 2 'employee' affected negatively(-) time risk(p<0.001), performance risk(p<0.001), psychological risk(p<0.01) and social risk(p<0.001). And tangible clue 3 'service process' influenced negatively(-) physical risk(p<0.01), time risk(p<0.05), financial risk (p<0.001) and performance risk(p<0.01). And among customer's perceived risks, 3 factors(time risk~p<0.001, performance risk~p<0.001, social risk~p<0.001) influenced negatively(-) their overall satisfaction. Through these results, it appears that customers perceive various tangible clues and risks at family restaurants. And they are likely to satisfy or dissatisfy according to their perceived risks. As a result, food service companies need to research various customers' perceived risks as important marketing strategy, and reduce them for increase and induction of customers' satisfaction.

• Journal of Navigation and Port Research
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• v.42 no.1
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• pp.67-78
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• 2018

This paper aims to investigate the nature of Customer Relationship Management (CRM) in liner shipping industries, study the organization's general characteristics which could help to promote such CRM practices, and analyze the relationship between the CRM and the organization's effectiveness. The result of analysis shows that the organizational characteristics which affect the CRM most in shipping industries are the market orientation and the CEO's support. In particular, the CRM was proven to have significant impact on employee satisfaction, service competitiveness enhancement, financial performance, customer satisfaction and the repurchase intention of the customers. This study also suggests that the CRM of liner shipping industries should be enforced comprehensively in synchronization with organizational characteristics, such as organizational culture and organizational systems. Based on such organizational characteristics, the noted CRM strategies were justified to have significantly impacted the overall management performance of the organizational performance of shipping industries and the customer's satisfaction and repurchase intention. This study would be appreciated as a meaningful analysis on the CRM in liner shipping industries which pursues the best interests of both shipping companies and customers.

• Journal of Bio-Environment Control
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• v.30 no.4
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• pp.359-366
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• 2021

This study aimed to develop and verify the smart human resource management (HRM) program in a large scale greenhouse. HRM program delivers detailed work orders to workers and gathers work results by mobile phone application. Greenhouse managers can monitor the workload, work speed, quality of employee by HRM program and can analyse performance easily. Greenhouse Managers can set the work speed including 'twisting', 'trimming' and 'harvesting' in a greenhouse. It makes planning work schedule and assigns resources to each specific job easier. Therefore, the manager can arrange the number of employees to promote work performance and also easy to estimate the labor shortage. Greenhouse managers can evaluate the adequacy of the number of employees through job performance analysis by period and adjusts the supply/demand ratio of regular and non-regular employees. The HRM program can improve work efficiency by announcing the real-time work performance of all employees on a monitor screen to induce competition among workers and re-educate unripe employees who accomplish behind average to improving work skills.

• Industry Promotion Research
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• v.4 no.1
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• pp.57-66
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• 2019

The extant research literature is scant in telling us how organizations actually implement lifelong learning practices and policies. Hence, the purpose of this paper is to describe how lifelong learning is grounded in practice. We do this by introducing a new conceptual framework that was developed on the basis of interviews with a number of leading edge corporations from Canada, the USA, India and Korea. At the heart of our model, and any effective lifelong learning system, is a performance management system. The performance management system allows for an ongoing interaction between managers and employees whereby challenging performance and learning goals are set, and concrete plans are made to achieve them. Those plans involve three types of learning activities. First, employees may be encouraged to engage in formal learning. This could be provided in-house, or the employee may take a leave of absence and return to school. Second, managers may deploy their subordinates to different departments or teams, so that they can take part in new work-based learning opportunities. Finally, employees may be encouraged to learn on their own time. By this we mean learning after organizational hours through firm-sponsored 5 programs, such as e-learning courses. Fueled by the performance management system, we posit that these three learning outlets lead to effective lifelong learning in organizations.