• Information Systems Review
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• v.4 no.2
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• pp.81-94
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• 2002

The study employs the conceptual framework of the strategic success paradigm developed by Ansoff (1990). The strategic success paradigm denotes that optimal performance will be attained when the level of environmental turbulence is aligned with the strategic aggressiveness and organizational capability. Based on the paradigm, authors developed the concept of IT (information technology) aggressiveness (IT aggressiveness henceforth) and capability (IT capability henceforth). In order to clarify the different concept of IT aggressiveness and capability, the author brought the concept of IT architecture. The difference of capability and architecture lies in the depth of technical considerations. Where capability refers attitudinal aspects of managers, architecture emphasizes technical capacity of the organization as a whole. The study validated the need for alignment among IT architecture, environmental turbulence and IT aggressiveness. The imbalance between IT strategy and IT architecture (such as a higher level of IT aggressiveness but a lower level of IT architecture, or vice versa) has a marginal contribution to the organizational IT performance. The alignment among organizational environmental turbulence, IT aggressiveness, and IT architecture resulted in an optimal level of IT performance especially in a turbulent environment.

• Journal of the Korea Safety Management & Science
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• v.8 no.3
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• pp.11-25
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• 2006

It is necessary to deal with the process capability index carefully because it has been developed with certain assumptions. Companies make a decision on processes through the results obtained by using and treating data extracted from the processes. However if they have incorrect or wrong results, they cannot lead to proper outputs but also bring to loss of the competition in quality. Therefore, this study will show a method to analysis Cp (process capability ; CP) and an idea of mass-production on Pp (process performance ; PP) based on the Sigma Estimate which is one of the uncertainty in the process capability index and makes a lot of error. To apply this method, it is essential to understand and to analyze the processes exactly. Especially, it is required to establish the more accurate process capability index that can quickly and properly respond to changes on processes to recognize the small changes on the process which lies in specification in mass production system that the continual monitoring of quality managers is required.

• Journal of Digital Convergence
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• v.7 no.1
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• pp.99-109
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• 2009

Recently, many enterprises are interest in implementing Radio Frequency IDentification (RFID). However, they have some difficulty in implementing RFID because of incompleteness of RFID technology and uncertainty of Return on Investment (ROI). Even though usefulness of RFID are recognized, many enterprises are just interested in planning of RFID rather than implementation of RFID. Among successful factors of RFID implementation, Information Technology (IT) capability is the most important one. If enterprises have systematic IT capability, it would make positive attitude to implement RFID. In addition, it will provide trust about RFID and promote adoption of RFID implementation. This study, therefore, empirically analyzed the relationships of trust, attitude, IT capability, and intention to RFID adoption using Partial Least Squares (PLS) approach. The result show useful guidelines and practical implication in implementing RFID.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.722-727
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• 2007

As the world construction market is rearranged by the level of technological capability, recently the technological capability in construction industry is developing rapidly. The important of measuring and analyzing technological capability in construction industry is gaining more and more emphasis. It enables to grasp the past and present situation of construction industry as well as to foresee changes in the future. However the concept of technological capability cannot be identified easily, as well as it is hard to compare that capability of construction industry among different countries. Although there have been numerous studies conducted on the technological capability of construction industry, most of the studies were in formsof surveys of specialists or industry professionals which lacked objectivity and sound basis for data. This study will be focused on investigating the methodology in exploiting and measuring surface of the earth and developing indicator and process to understand technological capability in construction industry through quantitative and statistical analysis. Then it will verify them through a case study.

• The Journal of Bigdata
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• v.4 no.2
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• pp.141-158
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• 2019

Based on RBV(Resource Based View), IT of SMEs classified into IT resource and capabilities. And We confirmed that capabilities and resources affected each performance. In other words, based on the questionnaire of SMEs and IT professionals, divides capability from the overall IT resource that are possessed by SMEs. Among the four attributes (value, rare, non-substitutability, imperfect imitability) presented by Barney (1991), this study targeted at value and imperfect imitability and investigated how SMEs recognize IT resource and capability. Furthermore, this study tests how IT resource and capability influence corporate performance. The result of this study finds that resources that are needed on "Knowledge-based" are classified into IT capability, otherwise classified into IT resource. Analysis shows that server, DB(database), system administrators, programmers, CIO, BA were capabilities, Desktop PC, PC software, software for salary and accounting management, e-commerce, Homepage, and network inside th enterprise were resources. Secondly, this study reveals that both IT resource and IT capability affected company performance (employee satisfaction, CEO satisfaction). IT is certainly having an impact on corporate performance. In conclusion, resource can be either IT resource or IT capability based on they way of utilization. And both IT resource and IT capability have an influence on corporate performance (employee job satisfaction, CEO satisfaction). Therefore, when considering IT investment, a company can purchase necessary IT resource and actively utilize it to be IT capability, which can have an influence on corporate performance in return.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2000.10a
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• pp.251-254
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• 2000

In the knowledge-based economy, technological capability is critical for the survival and growth of firms. Technological capability differs across firms depending on the structural and environmental conditions. In nature, the evaluation of technological capability is an intractable task and thus previous studies often employ such proxy measures as patent, productivity, or profitability. In this research, we define technological capability as a combination of the above three measures and investigate, by using the multi-variate statistical analysis, the characteristics of technological capability of electronics/IT firms of Korea. We first propose a taxonomy in which firms are classified into four clusters based on the differences in the nature of technological capability. Then, across clusters, we comparatively analyze the relationship between technological capability and structural/environmental factors of firms. Finally, the implications of empirical findings will be discussed. This study is a small-scale, descriptive one but will be extended and elaborated by augmenting the database and/or incorporating more variables.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2005.05a
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• pp.1072-1082
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• 2005

This study develops a contingency fit between client IT capability and vendor competence in IS outsourcing relationship by integrating both the contingency theory in organization and the relationship theory in IS outsourcing. By adopting a fit as a moderation, the relationship intensity of IS outsourcing is hypothesized to be influenced by the fit between client IT capability and vendor competence, thereby leading to the success of outsourcing. The testing data was obtained from 20 IS outsourcing projects from both clients and vendors in Korea. The research model proposed in this study was then tested using the structural equation model (SEM). As expected, the result shows that when there is a fit between client IT capability and vendor competence, higher level of relationship intensity and outsourcing success exhibits. The findings have significant impactions for further research and practice.

• Journal of Digital Convergence
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• v.13 no.12
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• pp.55-62
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• 2015

IT SMEs' product planning, product design, and manufacturing capabilities are of importance to creating their sustainable competitive advantages in the context of digital convergence. However, there have been few empirical studies investigating the relationships among them, which has made this research attempt to model the relationships and empirically test them. Especially, this study divided IT SMEs' product design capability into the product exterior and interior design capabilities and focused on the mediating effects of the product exterior and interior design capabilities between the product planning and manufacturing capabilities. By analyzing the 310 samples of Korean IT SMEs with the ordinary least squares regression analysis, this study has empirically revealed that IT SMEs' product exterior and interior design capability jointly and fully mediate the positive relationship between their product planning and manufacturing capabilities.

• Asia pacific journal of information systems
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• v.17 no.3
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• pp.131-146
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• 2007

Recently, the role of IT service providers has been enlarged from managing a single function or system to reconstructing entire information management processes in new ways to contribute to shareholder value across the enterprise. This movement toward extensive and complex outsourcing agreements has been driven by the assumption that outsourcing information technology functions is a reliable approach to maximizing resource productivity. Hiring external IT service providers to manage part or all of its information-related services helps a firm focus on its core business and provides better services to its clients, thus obtaining sustainable competitive advantage. This practice of focusing on the strategic aspect of outsourcing is referred to as strategic sourcing where the focus is capability sourcing, not procurement. Given the importance of the strategic outsourcing, however, to our knowledge, there is little empirical research on the relationship between the strategic outsourcing orientation and outsourcing performance. Moreover, there is little research on the factor that makes the strategic outsourcing effective. This study is designed to investigate the relationship between strategic IT outsourcing orientation and IT outsourcing performance and the process through which strategic IT outsourcing orientation influences outsourcing performance, Based on the framework of strategic orientation-performance and core competence based management, this study first identifies core competency orientation as a proper strategic orientation pertinent to IT outsourcing and IT outsourcing process management capability as the mediator to affect IT outsourcing performance. The proposed research model is then tested with a sample of 200 firms. The findings of this study may contribute to the literature in two ways. First, it draws on the strategic orientation - performance framework in developing its research model so that it can provide a new perspective to the well studied phenomena. This perspective allows practitioners and researchers to look at outsourcing from an angle that emphasizes the strategic decision making to outsource its IT functions. Second, by separating the concept of strategic orientation and outsourcing process management capability, this study provides practices with insight into how the strategic orientation can work effectively to achieve an expected result. In addition, the current study provides a basis for future studies that examine the factors affecting IT outsourcing performance with more controllable factors such as IT outsourcing process management capability rather than external hard-to-control factors including trust and relationship management. This study investigates the major factors that determine IT outsourcing success. Based on strategic orientation and core competency theories, we develop the proposed research model to investigate the relationship between core competency orientation and IT outsourcing performance and the mediating role of IT outsourcing process management capability on IT outsourcing performance. The model consists of two independent variables (core-competency-orientation and IT outsourcing process management capability), and two dependent variables (outsourced task complexity and IT outsourcing performance). Comprehensive data collection was conducted through an outsourcing association. The survey data were analyzed using a structural analysis method. IT outsourcing process management capability was found to mediate the effect of core competency orientation on both outsourced task complexity and IT outsourcing performance. Further analysis and findings are discussed.

• Knowledge Management Research
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• v.11 no.3
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• pp.31-45
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• 2010

IT outsourcing studies have centered on the separate effect of formal contract and relational trust on IT outsourcing performance. In addition, previous studies ignored the importance of the relational capability that combine the formal contract and partnership can be able to deliver IT outsourcing effects. In this paper, we propose an IT governance commitment as a mediated role between relational capability and IT outsourcing performance. We collected data from 143 client companies of IT outsourcing and analyzed it using the PLS method. Our findings are revealed as following: At first, relational capability significantly and directly influence IT governance commitment as well as indirectly through formal contract and partnership. Secondly, IT governance commitment mediate between relational capability and IT outsourcing effect, and in turn affect IT outsourcing performance. The results and implications are further discussed.