• 품질경영학회지
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• 제41권4호
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• pp.555-566
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• 2013

Purpose: The purpose of this study is to develop innovation index of hospital service integrating 6 sigma and SERVQUAL. Methods: This study used DMA(Define, Measure and Analysis) from 6 sigma and 5 Factors from SEVQUAL. To test data, chi-squire text, association analysis and behavior analysis was conducted. Results: This study indicated the management index through CTQ (Critical to Quality) and Chosen few X using 6 sigma process. Finally, And this study developed 5 Factors; Equipment Utilization in Tangibility, Ratio of Patients/Disease/Behavior/Treatment in Reliability, Survival RAte, Canselation Rate of Reservation, Churn Rate, Interval of Treatment and Confidence in Responsiveness, Frequency of Patients/Disease/Behavior/Treatment in Assurance and Contrast to Best Department/Best Doctor/Best Doctor in Faculty/Average of Mine in Empathy. Conclusion: This study developed innovation index of hospital service. Managing this index, hospital is able to achieve the decline of total treatment cycle, adjustment of patients behavior and increase of equipment utilization. Ultimately, hospital is able to accomplish innovation of healthcare service.

• 대한안전경영과학회지
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• 제11권1호
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• pp.115-120
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• 2009

Single PPM Quality Innovation Movement is originally developed quality program in Korea for supplier's quality level-up since 1995. The quality target is below the 10ppm(parts per million) in outgoing quality and delivered goods plus field claim. This Single PPM Quality Innovation Movement program was conducted to realize the anticipated results not only due to management result level's increasing, but also the company's confidence and competitiveness. This study attempted to find the mutual influences on the participation of the constituent members, satisfaction of the constituent members and results of the management from Single PPM Quality Innovation Movement. The reliance analysis for the measurement material on the questionnaire was verified by Cronbach's alpha coefficient. Participation of the constituent members, satisfaction of the constituent member and result of the management, the influences upon Single PPM improvement degree level were verified through the structural analysis by using SPSS statistic package. The influence evaluation among the groups was evaluated by the structure equation.

• 품질경영학회지
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• 제43권1호
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• pp.1-10
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• 2015

Purpose: It can be said that the 21st century is the age of creativity. However creativity has been relatively less considered in comparison with control and continuous improvement in quality management. How to incorporate creativity into quality management is treated in this paper. Methods: The opposing characteristics of quality and creativity are examined, and the possible outcomes resulted from the conflict are reviewed. Previous researches on managing evolutionary and revolutionary changes are also examined. Results: Quality and creativity require each other although they have incompatible characteristics, and can be incorporated into the innovation cycle. Conclusion: Creative thinking tools such as SIT should be included in the quality training and education for the effective operation of the innovation cycle.

• 대한안전경영과학회지
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• 제11권2호
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• pp.223-233
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• 2009

This study was aimed at analyzing the structural relationship among such factors as industrial environment, technological cooperation, technological innovation performance and management performance that are essential to technological innovation of small and medium-sized companies. For this aim, an analysis was conducted to determine which of the factors in industrial environment has impact on technological cooperation of small and medium-sized companies. An empirical analysis was also performance to find what kind of effects the technological cooperation may have on technological innovation and management performance. From the analyses, it became known that: first, changes in industrial environment have influence on technical cooperation factors including production technology, technical information, technical manpower and fund for technology that are assorted by means of factorial analysis; second, the technological cooperation of small and medium-sized companies has impact on their technological innovation performance; and third, the technological cooperation of small and medium-sized companies has impact on management performance.

• 한국정보시스템학회지:정보시스템연구
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• 제12권2호
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• pp.165-187
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• 2003

This study examined the factors that make Korean companies adopt supply chain management systems. By adding a group of inter-organizational factors, we extended an innovation-theory-based research model to study the information technology adoption. Sixty three questionnaires from 700 leading companies in Korea were collected and analyzed. Independent variables of the research included environmental, organizational, innovation, and relational characteristics. We found that supply chain management systems in Korean companies are at the initial stage of the adoption, in general. This research also found that company's environmental characteristics have insignificant relationship with the adoption of supply chain management systems. In addition, organizational characteristics (the support of top management, the size of organization, and the information technology infrastructure), innovation characteristics of the supply chain, and the power exercised over the supply chain played important roles in adopting supply chain management systems.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2011년도 춘계학술대회
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• pp.541-552
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• 2011

Many of Korea major companies have appled as strategy of management innovation Six Sigma, Lean and Theory of Constraints. Six Sigma has mainly focused to reduce variation. Lean has mainly focused to reduce wastes and Theory of Constraints has mainly focused that bottleneck of constrains production and sales. This bottleneck is caused by constraint resources and it should be the main role of manager to explore constraint resource. Although their mainly focus are different, they are used to improve productivity and quality. In this paper, as strategy of management innovation, study on analysis and comparison plan of Six Sigma, Lean and Theory of Constraints. From the literature survey and application cases, it is suggested and discussed that how to plan of application as strategy of management innovation successfully. The suggested plan of application could be a good guideline that it could be a apply of companies.

• 산업진흥연구
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• 제5권1호
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• pp.21-33
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• 2020

본 연구는 중소기업에서 조직구성원들이 지각하고 있는 전략적 인적자원관리가 조직성과와 혁신행동에 미치는 영향관계와 전략적 인적자원관리와 조직성과의 관계에서 혁신행동의 매개효과를 검증하기 위해 통계프로그램 SPSS 21.0프로그램을 활용하여 검증하였다. 첫째, 가설1인 전략적 인적자원관리(채용과 보상, 직무설계, 교육훈련과 경력관리, 의사결정 참여)는 조직성과에 정(+)의 영향관계에 대한 검증결과 긍정적 영향관계를 나타내어 가설 1은 채택이 되었다. 둘째, 전략적 인적자원관리(채용과 보상, 직무설계, 교육훈련과 경력관리, 의사결정 참여)는 혁신행동에 정(+)의 영향관계에 대한 가설 2를 검증한 결과 통계적으로 유의하게 나타내어 가설 2는 채택이 되었다. 셋째, 가설 3인 조직구성원들이 지각하고 있는 혁신행동은 조직성과에 유의한 정(+)의 영향관계를 나타낸 것으로 분석되었다. 따라서 가설 3은 채택이 되었다. 넷째, 가설 4인 전략적 인적자원관리와 조직성과 간의 영향관계에서 혁신행동의 매개효과를 검증한 결과 혁신행동은 부분매개를 하는 것으로 분석되었다. 즉, 조직구성원의 전략적 인적자원관리는 조직성과에 직접적인 영향을 미치지만, 자신의 직무수행에 있어 혁신행동을 거치면서 조직성과에 더욱 더 높은 긍정적인 영향관계를 나타낼 수 있다는 의미이다.

• Asia pacific journal of information systems
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• 제23권1호
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• pp.87-106
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• 2013

In the service-oriented economy, knowledge and skills are considered core resources to secure competitive advantages and service innovation. Knowledge management capability, which facilitates to produce, share, accumulate and reuse knowledge, becomes as important as knowledge itself to create service value. Along with knowledge management capability, dynamic capability and operational capability are the key capabilities related to managing service delivery processes. Previous studies indicated that these three capabilities are related to service innovation. Although separately investigate the relationship between the three capabilities. The purpose of this study is 1) to define variables that have effects on service innovation including knowledge management capability, dynamic capability and operational capability, and 2) to empirically test to identify relationship among variables. In this study, knowledge management capability is defined as the capability to manage knowledge process. Dynamic capability is regarded as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Operational capability refers to a high-level routine that, together with its implementing input flows, confers upon an organization's management a set of decision options for producing significant outputs of a particular type. The proposed research model was tested against the data collected through the survey method. The survey questionnaire was distributed to the managers who participated in an educational program for management consulting. Each individual who answered the questionnaire represented a knowledge based service firm. About 212 surveys questionnaires were sent via e-mail or directly delivered to respondents. The number of useable responses was 93. Measurement items were adapted from previous studies to reflect the characteristics of the industry each informant worked in. All measurement items were in, 5 point Likert scale with anchors ranging from strongly disagree (1) to strongly agree (5). Out of 93 respondents, about 81% were male, 82% of respondents were in their 30s. In terms of jobs, managers were 39.78%, professions/technicians were 24.73%, researchers were 12.90%, and sales people were 10.75%. Most of respondents worked for medium size enterprises (47,31%) in their, less than 30 employees (46.24%) in their number of employees, and less than 10 million USD (65.59%) in terms of sales volume. To test the proposed research model, structural equation modeling (SEM) technique (SPSS 16.0 and AMOS version 5) was used. We found that the three organizational capabilities have influence on service innovation directly or indirectly. Knowledge management capability directly affects dynamic capability and service innovation but indirectly affect operational capability through dynamic capability. Dynamic capability has no direct impact on service innovation, but influence service innovation indirectly through operational capability. Operational capability was found to positively affect service innovation. In sum, three organizational capabilities (knowledge management capability, dynamic capability and operational capability) need to be strategically managed at firm level, because organizational capabilities are significantly related to service innovation. An interesting result is that dynamic capability has a positive effect on service innovation only indirectly through operational capability. This result indicates that service innovation might have a characteristics similar to process innovation rather than product orientation. The results also show that organizational capabilities are inter-correlated to influence each other. Dynamic capability enables effective resource management, arrangement, and integration. Through these dynamic capability affected activities, strategic agility and responsibility get strength. Knowledge management capability intensify dynamic capability and service innovation. Knowledge management capability is the basis of dynamic capability as well. The theoretical and practical implications are discussed further in the conclusion section.

• 한국프랜차이즈경영연구
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• 제11권4호
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• pp.7-15
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• 2020

Purpose: The purpose of this study is to clarify the role of decoupling between job characteristics, innovation behavior, and innovation resistance in order to seek ways for companies to survive and grow continuously through innovation activities in various uncertain situations. Research design, data and methodology: A total of 263 valid questionnaires were collected and used for analysis for employees working at the company. For the analysis, simple and multiple regression analysis, and 3-step mediated regression analysis were conducted using SPSS 24.0 and AMOS 24.0. Results: First, it was found that skill variety, task identity, autonomy, and feedback increase decoupling, and decoupling increases innovation resistance. In addition, it was confirmed that decoupling had a mediating effect between job characteristics and innovation resistance excluding task significance. Finally, it was found that task significance and feedback increase innovation behavior, and decoupling and task identity increase innovation resistance, but feedback can alleviate innovation resistance. Conclusions: As a result of the analysis, the fact that job characteristics excluding task importance have a positive effect on decoupling means that there are two sides of job characteristics perceived by employees. In other words, it means that the results of analysis on the jobs that the company assigns to its members may not be effective. In addition, decoupling, a phenomenon that seems to be accepting on the outside, but perceives that it is negative on the inside, means that there is a possibility to reject innovation. Therefore, prior to carrying out innovation activities, companies should give clear job specifications and meanings for the job and give them autonomy when assigning jobs to their members. In order to provide appropriate feedback, the company must design, operate, and provide feedback. It was found that there was a need to review the overall effectiveness. In addition, efforts such as strengthening corporate-level fairness, maintaining psychological contracts, and realizing authentic leadership should be preceded to reduce decoupling.

• 한국산학기술학회논문지
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• 제15권1호
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• pp.211-219
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• 2014

본 논문은 개방형 혁신 환경하에서 산학기술협력 활성화를 위한 기술경영전략에 대해서 연구하였다. 이를 위하여 기술경영의 중요성과 개념을 고찰하였으며 내부기술혁신과 외부혁신자원의 활용과 산학협력의 균형관점에서 기술경영의 프레임을 고찰하였다. 현재 개방형 혁신 환경하에서 기업이 성공적인 기술경영을 추진하기 위해서는 기업은 산학협력전략을 추진해야한다. 산학협력 활성화를 위한 기업의 기술경영전략을 다음과 같이 도출하였다. 첫째, 현재 개방형 환경을 고려한 산학협력전략을 추진하고 실행하여야 한다. 이를 위하여 조직내 전략기술로드맵을 활용할 수 있다. 둘째, 기업은 개방형 혁신시스템을 조직내에서 도입해야 하며 이를 위하여 조직내 문화도 NIH신드롬을 극복하고 개방형으로 전환해야 한다. 셋째, 기업은 기업, 대학, 연구소 등 다양한 혁신주체들과 다양한 목적으로 협력이 가능하도록 협력을 활성화할 수 있는 지원체계를 조직내에 갖추어야 한다.