• Asia pacific journal of information systems
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• v.19 no.1
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• pp.83-111
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• 2009

Despite the growing emphasis on the importance of knowledge exchange among supply chain participants, few companies have fully exploited the knowledge resources held by their supply chain partners. Among many reasons for this phenomenon, recent literature on inter-firm knowledge exchange identifies knowledge complementarities between the supply channel partners as an important determinant of knowledge exchange. Firms participating in a supply chain are likely to exchange partners' complementary knowledge. In order to extract value from them, it is important to recognize the difference between the potential value and the implementation of this potential value. However, the literature fails to distinguish between potential knowledge complementarities and implemented knowledge complementarities. In order to realize the value of potential knowledge complementarities, knowledge should be exchanged and effectively integrated in the supply channel. Further, investigating inter-firm knowledge exchange from both partners' perspectives is important especially when there are interdependencies between the channel partners. The purpose of this research is to investigate the impact of potential knowledge complementarities on knowledge exchange in buyer-supplier relationships by looking at both partners' perspectives. This research also includes trust in partner's competence and inter-organizational information systems (IOIS) as they are relevant when the complementary knowledge flows between organizations. The data required for this field study was collected from 70 buyers and their suppliers in three multinational enterprises in two different industries (Automobile manufacturing and Telecommunication services) headquartered in Korea. The results indicate that potential knowledge complementarities between buyer and supplier do not directly influence knowledge exchange, but indirectly through trust in partner's competence. And the results indicate that competence-based trust and IOIS have direct effects on knowledge exchange. Empirical results also show that IOIS moderates the relationship between potential knowledge complementarities and knowledge exchange. This study is a first attempt to empirically verify the theoretical model about potential knowledge complementarities and to investigate the impact of potential knowledge complementarities on interfirm knowledge exchange. From a theoretical perspective, this study not only clarifies the distinction between potential knowledge complementarities and implemented knowledge complementarities, but also develops an instrument to measure the concept of potential knowledge complementarities in the context of operational and planning knowledge in a supply chain. Further, we develop a theoretical framework suggesting that potential knowledge complementarities of partners in a supply chain affect knowledge exchange directly and indirectly through competence-based trust. The findings from this study have some managerial implications for practicing managers as well. First, buyers should search for suppliers that have potential complementary knowledge, which can be integrated to create synergy through interfirm knowledge exchange. Furthermore, firms must develop mechanisms to identify potential complementary knowledge of partners. Second, firms should continue their endeavor to develop their own unique knowledge so that their knowledge can benefit the entire supply channel. Finally, trust among supply chain partners turns out to be an important factor for interfirm knowledge exchange. Therefore, effective management for engendering trustworthy buyer-supplier relationships should receive appropriate attention from managers.

• The Journal of Information Systems
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• v.20 no.1
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• pp.127-146
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• 2011

Coping with the rapid change of competition in retail industry, retail firms have dreamed various differentiation strategy to obtain their added value and their life. And they have considered CRM strategy that can differentiate with other retail firms in order to develop some new differentiation factors. So we searched new factors that is best for "T store" and found CRM strategy such as the optimization for product portfolio considering private-brand products and the optimization for product display for customer demands. This study is meaningful in that it has suggested a new CRM strategy model, which can manage new various differentiation factors of a retail firms considering its core competence. We verified and altered retail firm's business model using system dynamics. By simulation results, CRM strategy need long time to obtain visible and satisfactory performance of "T store".

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.6 no.4
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• pp.195-213
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• 2011

The purpose of this study is to investigate the factors that determine the performance of technological start-ups from resource-based view of firm. This study analyzed the correlation among the entrepreneur's competence, technology commercialization capabilities and business performance. This study is designed to examine (1)the effect of entrepreneur's competence, technology commercialization capabilities on business performance; and (2) the causal relationships and the mediator effects among the latent variables and business performance. Data for the study was compiled through surveys on entrepreneurs representing 125 technological start-ups. Empirical results of the hypothesis testing are summarized as follows : The results indicate that both two variable groups have positively influenced the outcome of business performance. Especially strategic competence was highly related to commercialization capabilities and business performance. The technology commercialization capabilities as a parameter had a significant influence on business performance.

• Journal of Digital Convergence
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• v.17 no.2
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• pp.47-57
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• 2019

This study analyze whether the organizational learning culture affects the firm's dynamic capacity and whether the dynamic capacity mediates the relationship between organizational learning culture and management performance. Respectively. First, "The more organizational structure is organic, the higher the integrated relocation capacity and learning capacity. Organizations with organic organizational structures were found to have the ability to successfully adapt to external changes because there is a practice that is not tied to formal processing or procedures. Second, it can be seen that there is a positive (+) influence on the relocation capacity among the dynamic competence of the learning culture of the corporate organization. Third, both sub-factors of dynamic competence have positive (+) influence on business performance. Also, there was no mediating effect of dynamic competence related to learning culture.

• Journal of the Korean association of regional geographers
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• v.13 no.6
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• pp.623-638
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• 2007

This paper debates on two different theoretical positions in explaining corporate adaptation. Until the 1980s, a restructuring perspective had dominated in explaining corporate success and adaptation. However, this perspective pays little attention to how firms adapt to environmental change and why some firms adapt successfully, while some others fail to adapt. Thus a restructuring perspective does not give insights into a context-specific explanation of corporate learning and adaptation. More recently, especially since the 1990s, academic focus on corporate adaptation and evolution has shifted towards exploring the nature of learning that leads to the dynamic competitiveness. A learning perspective emphasizes the influence of knowledge, learning and competence on corporate evolution. However, it reveals that this view is also less appropriate for explaining corporate adaptation in radical shifts in environment. In this context, the evolutionary theories of the firm need to seek to maintain a balance between two theoretical positions in order to understand more effectively the dynamic evolution and adaptation of the firm. This paper shows that the dynamics of corporate adaptation and evolution are an outcome of the mixture of perpetual processes of restructuring and learning, both continuous and discontinuous.

• Journal of the Korean association of regional geographers
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• v.8 no.4
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• pp.529-541
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• 2002

This paper aims to provide a context-specific interpretation on the shifting process of in-house R&D spaces in a large Korean firm in the context of rapidly changing markets and technology. Drawing on the case study of LG Electronics Company, one of the Korea's flagship companies, I examine the causes and mechanisms leading to a shift in domestic R&D spaces and the nature of learning processes between R&D teams and between R&D and other organizational units, particularly manufacturing. It appears that the current reshaping processes of domestic R&D spaces in LGE focus more on the clustering of core R&D laboratories than the geographical integration of conception and execution. However, it should not simply be viewed that such a move would be reduced to the linear model of innovation and organizational learning. Instead, it involves the firm-specific mode of regulating organizational competences. As contextual variables to induce such a firm-specific mode of organizational change, I consider the spatial form of organization, the spatial sources of knowledge and learning, and the powers of relational learning that can be made between distanciated actors and teams.

• Korean Business Review
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• v.15
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• pp.99-114
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• 2002

Recently several business models concerning e-Business has been introduced. But the different environment for each business requires the business model which is contingent to its specific situation. We, therefore, need to develop the e-Business models considering environment factors such as capital size, technology level, collection ability and amount of information, profit or target customers, etc. There can be several ways to create the value of an e-Business firm. A way among them is to develop limited area by focusing on core parts of the firm. This way leads for the firm to search the investment priority in order to solve the problem, which is to set a proper production and investment level for concentrating on competitively excellent areas of the firm. In this paper, we propose a method to decide the investment priority effectively when making a decision using fuzzy information. The method by our model is to minimize tolerances of given business fuzzy goals.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.3
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• pp.97-111
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• 2013

This study reviews preceding research for detailed factors to establish development strategies for Korean Hidden Champion firms and classifies strategy factors into internal ones and external ones through specialists' opinions to draw strengths, weaknesses, opportunities and threats of each factor. It also sets hierarchical model to draw up a survey, distributes the survey to groups of specialists and enterprises respectively and then examines consistency ratio. Fifty-four copies of survey whose reliability on responses is secured through examining the consistency ratio are evaluated with their relative importance in factors by using SWOT/AHP technique and their order of priority is determined. Based on their results, development strategies for Korean Hidden Champion firms are established. SWOT/AHP analyses results show that external factors are with the opportunity of industry growth and the threat of intensified competition and market uncertainty and internal factors are with the strength in order of technological competence, construction competence in customer relation and marketing competence. The weakness in the lack of funds, lack of brand awareness in order. This result suggests that external environments of enterprises that more emphasis should be put on the industry growth and aggressive strategies cannot help but be adopted even in a global competition getting fiercer every day are seen more important. Then, it also seems to be thought that the technological competence including R&D and specialization, construction competence in customer relation and marketing competence should internally chosen for strategies to support strategies. The order of priority in development strategies for Korean Hidden Champion firms is drawn as; (i) aggressive S/O strategy which utilizes opportunities by taking advantage of strengths, (ii) W/O strategy which utilizes opportunities by supplementing weaknesses, (iii) diversified S/T strategy which utilizes strengths to make up for threats and (iv) defensive W/T strategy which supplements weaknesses to overcome threats.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.4
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• pp.217-231
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• 2018

In Korea, small and medium sized domestic enterprises(SMEs) play an pivotal role in the national economy, accounting for 99.8% of all enterprises, 87.9% of total employment, and 48.3% of production. and SMEs were driving a real force of the development of national economy in many respects such as innovation, job creation, industrial diversity, balanced regional development. Despite their crucial role in the national development, most of SMEs suffer from a lack of R&D capabilities and equipments as well as funding capacity. Government-Supported Research Institute(GRI) can provide SMEs with valuable supplementary technological knowledges and help them build technological capacities. so, In order to effectively support SMEs, government and GRI must be a priority to know about the factors influencing the performance related to technology transfer and technological collaborations. The purpose of this study is to analyze the influence of Innovative competences and CEO's entrepreneurship on Organizational performance in ICT small and medium enterprises, including the moderating effect of Social capital. This study adopted research variables such as Innovative competence, CEO's entrepreneurship as independent variables, with Organizational performance as a dependent variable, including the moderating variable of Social capital. 1,200 companies data which in the field of ICT SMEs were collected from the survey. The result of this empirical study is summarized as follows, First, CEO's entrepreneurship was confirmed to have a significant effect on organizational performance, and social capital variables were confirmed to have a moderating effect between entrepreneurship and organizational performance. Second, it was found that the company's Innovative competence was significantly affected the organizational performance. and also that social capital variables moderating effects. From these findings, it was confirmed that the Innovatibe competence plays an important role in influencing corporate performance.

• East Asian Journal of Business Economics (EAJBE)
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• v.7 no.4
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• pp.27-40
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• 2019

Purpose - This study aims to analyze PASECO's environment and strategies during its advance into the Middle East to find out the success factors of the kerosene heater market and provide strategic implications for small and medium enterprises' growth based on these factors. Research design and methodology - This study analyzes the success factors of companies operating in the Middle East. As a case analysis study, the method of research analyzes case enterprises through existing literature, newspaper articles, and corporate interview materials. Results - PASECO's success was shown by its high technological power in kerosene heater products, understanding customers' needs, understanding the Middle East market and localization strategy. Conclusions - PASECO has been constantly developing R&D capability to secure competitive products and has released localized products to enhance the satisfaction of its customers in the Middle East and has also been successful by constantly creating new opportunities. The firm's success strategies provide implications for small and medium-sized businesses for greater growth.