• Knowledge Management Research
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• v.10 no.3
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• pp.35-49
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• 2009

The purpose of this study is to examine whether suppliers are able to benefit by means of constructing a relationship-specific intangible asset and participating in collaboration with purchasers to actively maintain value created while mutually using inter-organizational information systems. To achieve the purpose of this study. 82 questionnaires have been analyzed from suppliers which are using electronic transactions through inter-organizational information systems. As a result, business process specificity and domain knowledge specificity, which are relationship-specific intangible assets, affect operational collaboration and strategic collaboration, which are classified by level of decision-making. Although both types of collaboration are needed to achieve both strategic and operational benefits, we find each collaboration to be uniquely promoted by a specific types of relationship-specific intangible asset. Operational collaboration is found to be an antecedent to operational benefit and strategic collaboration is found to be an antecedent to strategic benefits. No crossover between collaboration and supplier's benefits is found. Consequently, the result of this study shows collaboration is needed for domestic suppliers, which have relatively low levels of collaboration, to keep maintain relationship-specific intangible assets and to prevent the relationship termination cost when transactions have been stopped between supplier and purchaser. Also the results imply the supplier can have advantages by participating in collaboration.

• Journal of Information Technology Services
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• v.3 no.1
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• pp.127-146
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• 2004

Recently, Information systems (IS) outsourcing has been becoming a viable strategic alternative in the management of information systems. Accordingly, the demand of research in practice has been changed from how to decide IS outsourcing to how to manage IS outsourcing. However, there is little known about the management of IS outsourcing in existing literature. Moreover, the existing studies suggest conflicting solutions in accordance with their own perspectives : competitive relationship vs. cooperative relationship. The purpose of this study is to address this conflicting result, and consequently to enhance an understanding of IS outsourcing management by introducing the concept of interorganizational control. To meet this purpose, this study adopts Lee(2003)'s integrative model of IS outsourcing management based on the existing literature from different management disciplines and different perspectives, and then conducts four case studies. The result reveals that users, as well as IS manager, play a critical role in controlling IS outsourcing. Moreover, they implement a portfolio of control modes including both informal and formal modes. The result also suggests that the choice of particular control mechanism depends on client, supplier, task, and relationship characteristics.

• Health Policy and Management
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• v.12 no.2
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• pp.115-135
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• 2002

Many tertiary hospitals have started to establish cooperative relationships with small and medium sized hospitals in Korea. But the performance of the relationship is not satisfactory to both of partners. The relationship and performance of cooperation for small and medium sized hospitals are analyzed according to the framework of inter-organizational cooperation. Data are collected by 4 focal hospital and 34 small and medium sized hospitals through interview and questionnaire. The findings are : a) The cooperation is focused on management area, such as healthcare technology transfer and information sharing, rather than patient referral. b) Patient referral is not yet active in cooperative relationship. But some partner hospitals which is located close and managing internal organization for cooperation show a significant number of referrals. c) The characteristics of high performers are positive attitude about cooperation, and recognition of the relationship as flexible, experiences of cooperation, internal and external management activities.

• Journal of Information Technology Services
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• v.15 no.1
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• pp.113-129
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• 2016

Recently, as Information System projects tend to be more complex, the importance of Information System Audit increases. In the same context, the need for the resident IS Audit also increases, which is supposed to deal with the possible risks and urgent issues by providing the appropriate support and timely coordination during IS project. Basically, for the effective IS Audit, the IS audit team members should be able to understand such a business context as work characteristics, business knowledge, goals, and culture of the organization. The audit team members should also be able to share the various knowledge of Information Technology and audit procedure with the owner of the project. Especially, for the resident audit, it is more important to fill the gaps in expertise between project owner and audit team. However, any studies on the need of common knowledge base (knowledge complementarities) in the IS audit have not been done so far. The purpose of this study is to analyze whether the knowledge complementarity based on inter-organizational communication between the project owner and audit team members makes an effect on the fidelity and performance of IS audit. In order to do this, the relationship among inter-organizational communication and knowledge complementarity, the fidelity of IS audit service, and performance of IS audit has been analyzed, using Structural Equation Model. The result shows that all the relationship is significant, which means that knowledge complementarity between the two different interest groups should be an effective factor on the fidelity and performance of IS audit. This result implies that, for better quality of IS Audit service, how to acquire the knowledge complementarity between the project owner and Audit team should be considered seriously as well as systematically in the process of IS Audit.

• Proceedings of the Korea Association of Information Systems Conference
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• 2005.12a
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• pp.463-470
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• 2005

In a rapidly changing business environment, the improvement of managerial techniques through IT utilization brings about remarkable increases in profitability and redesign of work process for better performances. IT innovation by electronic instruments such as ICT e-business provides accelerates forming inter-organizational information network and helps them benchmark the best practices of advanced organizations. A new shift of paradigm by e-business across all enterprises has turned the traditional aspects of inter-organizational competition and relationship into a form of collaboration. Collaboration enables business activities in parallel position among companies and facilitates cooperation between partner enterprises. Lately, the concept of 'Synchronization' is emerging beyond dimension of cooperation between networks, and the most concepts related to it are converging into 'Collaboration Networks'. This research observes a virtual organization as a form of collaborative networks, and measures the degree of virtualization of Korean collaborative organizations.

• Proceedings of the CALSEC Conference
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• 1998.10a
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• pp.187-195
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• 1998

▶ Information age ▶ Mode of inter-organizational governance - prediction ■ EMH(Electronic Market Hypothesis) ■ Move to the middle ▶ Motivation ■ To find out ㆍ Impact of information technologies on the mode of governance ㆍ Constructs influencing electronic relationship(omitted)

• Asia pacific journal of information systems
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• v.12 no.4
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• pp.1-19
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• 2002

The fact that EDI is the IT system between partners implies the importance of studying the affecting factors associated with partnership in EDI. But there are few researches about the inter-organizational factors related to the relationship between partner firms, so called partnerships, influencing the implementation of EDI. Therefore our research is to investigate the relationship between partnership and EDI implementation with inter-organizational perspective. Additionally, we investigate the moderating role of EDI adoption attitude when the companies are divided into two groups, proactive attitude and reactive attitude. As a result, first, we found the positive relationships between the partnership factors about partnerships among trading partners and the degree of EDI implementation. Second, we expected that proactive firms have stronger significant relationships than reactive firms, but only the relationships between interdependence and integration, interdependence and utilization and trust and integration were proved to be signigicant among ten relationships. Third, we found positive relationships between EDI adoption attitude and EDI implementation.

• Journal of Global Scholars of Marketing Science
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• v.10
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• pp.139-164
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• 2002

Market orientation emphasizes the capability of a firm to learn customers, competitors, and inter-functional coordination and to use this market intelligence of creating superior value in the marketplace. In recent years, academic and practitioner interest has focused on market orientation and factors that engender this orientation in organizations. Although the merits of maintaining organizational learning have been extensively discussed in the literature, little studies examine the empirical link between market orientation and organizational learning which has a strong relation with it. The objective of this study is to assess the relationship between organizational commitment, market orientation, and organizational learning and presents more close a relational structure. The relationships between organizational commitment(OC), market orientation (MO), and organizational learning(OL) were analysed by structural equation modelling. a structure of OC-MO-OL is supported by our research and past literatures.

• The Journal of Information Systems
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• v.18 no.3
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• pp.89-110
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• 2009

In today's e-business environment, it is important to make decisions cooperatively between companies on a supply chain for their business success. This research analyzes empirically the influences of organizational factors on joint decision making and the ones of the joint decision making on business performance. We collected 188 corporate-level data through a Web survey and tested them statistically through PLS method based on a structured equation modeling. The results showed that (i) partner's knowledge creation capabilities, inter-organizational process modularity, and inter-organizational trust had direct effects on joint decision making, (ii) joint decision making and electronic business interfaces bad direct impacts on business performance. Contrary to our expectation, however, the moderating effects of electronic business interfaces between corporations on the relationship between joint decision making and business performance was not significant. On the basis of these results, we discussed theoretical and managerial implications of the findings. The results are expected to provide useful perspectives when companies establish strategies to improve capabilities of cooperative decision making and business performance.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.4
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• pp.111-118
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• 2013

The purpose of this study is to review the relationships among the determinants of knowledge management and knowledge management, and it's consequences, and the moderating effects of organizational culture on the relationship between the determinants of Knowledge Management and Knowledge Management, and the relationship between Knowledge Management and it's consequences. In the relationship between Knowledge Management and it's consequences, knowledge acquisition and knowledge transfer are positively related with personal and intra-organizational, and inter-organizational effectiveness.