• Asia pacific journal of information systems
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• v.32 no.4
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• pp.707-727
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• 2022

Industrial revolution 4.0 makes business competition more challenging and will impact the instability of the company's financial performance. Dynamic environmental conditions make it difficult for companies to make predictions in making decisions. Investing in information technology (IT) is one way for companies to maintain financial stability and competitive advantage in dynamic competition. Resource-Based Theory (RBT) explains that information technology (IT) is a resource that can create a competitive advantage for the company. This study aims to examine the moderating role of dynamic industrial environments and IT strategic emphasis on the relationship between a lag effect of IT investment and firm's financial performance volatility. Using the data of companies listed on the Indonesia Stock Exchange (IDX) for five years starting from 2013-2017, the method used to estimate the research model's parameters is the generalized method of moments (GMM) approach. The results show that the industrial environment and the emphasis on IT strategy have a role in moderating and strengthening the relationship between the time lag in IT investment in reducing the firm's financial performance volatility.

• Korean Management Science Review
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• v.26 no.1
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• pp.7-20
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• 2009

The framework of "blue ocean strategy (Kim and Mauborgne, 2005)" applies to not only business firm level but also region or regional industry level. The paper suggests an approach of survey-based blue ocean strategy formulation. The result from survey on customer group and non-customer group gives information on positions of value curves for regions on strategy canvas and hints on how to reposition the focal region's value curve for both increases in value for customers and decreases in cost for local government, i.e., value innovation. In the context of rafting industry in Korea, this study shows the process how blue ocean strategy can be formulated with results from the survey on customers and business people in rafting industry. Relative positions of value curves on strategy canvas and importance scores for strategy elements provides the local government in region A with implications on which elements to raise or to reduce to create "blue ocean" in rafting industry under fierce inter-region competition.

• Information Systems Review
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• v.7 no.2
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• pp.183-194
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• 2005

This study validated the strategic alignment approach for e-Transformation of the traditional firm through the case analysis of e-Transformation practices performed in Pulmuone Inc., which had been managed and operated in a traditional mode. The e-Transformation approach identified in this study was focused upon the strategic alignment among 4 domains of business strategy, organizational infrastructure and processes, IT strategy, and IT infrastructure and processes, and was performed in the following process: 1) developing IT strategy to perform business strategy, 2) building IT infrastructure and processes to support IT strategy, and then 3) transforming organizational infrastructure and processes based on IT infrastructure and processes. The theoretical implication of this study is to empirically verify the Strategic Alignment Model hypothesized by Henderson and Venkatraman(1994) through the case analysis on e-Transformation of Korean traditional firm, and the practical contribution is to provide a feasible and effective guideline in carrying out e-Transformation of the typical traditional organization.

• Journal of Digital Convergence
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• v.19 no.6
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• pp.163-174
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• 2021

This paper investigated the role of CEO leadership in the relationship between Korean small firm's competitive strategy and performance. This study conducted an empirical analysis by collecting data through a questionnaire survey targeting small firms in Korea. The main findings of this study are as follows. First, it was found that the competitive strategies of small firms all had a positive effect on the performance, and it was found that a strategic consistency rather than the type of strategy was positive for firm performance. Second, it was found that the type of leadership of the CEO should also be changed according to the type of strategy. Specifically, it was found that transformational leadership was more appropriate for differentiation strategies, and transactional leadership was more appropriate for cost advantage strategies. This study clarified that the pursuit of a strategic consistency is more important than the type of strategy in the competitive strategy, and that the CEO needs to pursue an appropriate leadership style according to the competitive strategy.

• Journal of Information Technology Applications and Management
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• v.20 no.3_spc
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• pp.169-185
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• 2013

In this research, for find out how operations efficiency for ERP systems, after introducing ERP to manufacturing firms with DEA technique. According to research analyzed relative time dependent efficiency, using Time Window Analysis. And for company group and the other firm within the each same Industry, the relative effectiveness of each company group establishment was compared using DEA.

• Proceedings of the KSME Conference
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• 2007.05a
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• pp.485-489
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• 2007

Knowledge-based economy is the economy or economic structure based on production, accumulation and utilization of knowledge. With the emergence of knowledge-based economy, the importance to the corporate competitiveness of IP and IP-related activities has increased. This paper discuss the issues related to the mode of IP-related activities, including the comparison of SMEs and large firms. Especially, I focus on the role and impact of IP-related activities on innovation and growth of firm in machinery industry. The result of this study can help to set up strategy for supporting firm's technology innovation.

• Food Science and Industry
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• v.48 no.1
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• pp.38-49
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• 2015

• Asia pacific journal of information systems
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• v.10 no.3
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• pp.121-143
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• 2000

The enterprise resource planning(ERP) system becomes more popular as a vehicle of realizing an integrated information system, because this system not only facilitates the reengineering of processes in a firm but also provides the function of generating consolidated financial statements. However, ERP vendors have unsuccessfully provided methodologies on the customization of ERP packages although one of the important issues during the implementation of an ERP package is how to customize it. The purpose of this paper is to build a strategy on the successful customization of ERP packages. The result from the analysis of interviews with 25 consultants and experts in the ERP field recommends 14 customization strategies of an ERP package in the four areas of a firm: management, technology, organization, and environment. The analysis of the feedback from the consultants and experts generates the ranking of the 14 customization strategies.

• Journal of Information Technology Applications and Management
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• v.15 no.3
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• pp.111-125
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• 2008

The management of organizational Human Resource is steadily shifting away from pure hierarchical to market mechanisms that involve external vendors. HR Business Process Outsourcing (BPO) has recently emerged as a significant administrative innovation in an organization's strategy. Our paper attempts to understand firm-specific factors influencing the scope of HR BPO needs. Study results show that IT maturity and firm size are influential factors on the scope of HR BPO needs. We hope that our attempt at empirically examining and predicting this emergent phenomenon will stimulate others to look at this important strategic challenge facing firms from a theoretical perspective. Such research initiatives will allow us not only to better understand this complex phenomenon, but also to drive useful management prescriptions grounded on theory-based research.

• Management & Information Systems Review
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• v.26
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• pp.133-152
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• 2008

In the knowledge and network economy, standards and standardization become an important factor in determining the competitiveness of nations and firms. This paper analyses some cases of firms' strategic standardization. We defined the concept of standards, standardization, strategic standardization, and standardization management, which have been unfamiliar in the academic society. The standardization strategy can be categorized into four types according to firm's management objectives or benefits, including technological innovation, market creation/extension. cost-down, and accreditation. This classification of standardization strategy is very useful in analysing the various kinds of the cases of strategic standardization implementation. We found that standards and standardization have a positive influence on firm's overall performance. In some cases, for example, Dell Computer, Sun Microsystems, Deere & Company, etc., strategic standardization plays a role as a key success factor(KSF).