• Korean Management Science Review
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• v.19 no.1
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• pp.197-224
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• 2002

Our study focuses on the implementation of IS development methodology as the innovation of IS organization. We have two main research objectives. We Intend to understand the critical factors affecting the implementation process of IS methodology. We also intend to deeply analyze the relationship among the implementation processes of methodology. The whole innovation process is divided into detailed four levels tilth dynamic and evolving Point of clew a cognition level, an adoption level, an acceptance level and an usage level. The results of our study are as follows. The main factors affecting initiation level of the IS methodology are the innovativeness of IS members, the existence of champion manager, training, the existence of IS performance gap, executive supports for IS organization, and the relative advantage of IS development methodology At the Implementation level, It is understood that the existence of champion manager executive supports, training and the relative advantage of innovation are the main factors. However, the complexity of Innovation is a megative factor about the quality of accepting and using the methodology In Innovation process. In performing the Innovation process, the Previous level gives very notable affection to the continuous next level. However it's also understood that positive attitude of adoption level does not directly affect the quality of using Innovation. Therefore, IS managers must pay attention to manacle each level of the Innovation Process to successfully accomplish the Implementation of IS methodology.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.1
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• pp.249-257
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• 2020

This paper focused on the level of managerial centralization on chief executive officer (CEO) as a factor to affect the shared growth activities of corporate. As service corporations are becoming active in shared growth activities recently, this paper thus used CEO. Pay Slice (CPS) information to measure the level of managerial centralization on CEO of service corporation and tested the influence of the level of managerial centralization on whether shared growth activities are executed and the level of such activities respectively. The result of test shows that companies with high managerial centralization on CEO are more passive toward shared growth activities than those without such centralization. This can be interpreted that a CEO with more powerful influence may consider shared growth activities as to be negative and take a passive attitude to them. On the other hand, such result was supported by additional analysis with companies committing shared growth activities as well. This paper is expected to contribute to bring about interest on shared growth activities as the gap between major companies and small and medium sized companies is currently expanding in terms of operating profit ratio and even salary of employees.