• Asian Journal of Business Environment
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• v.8 no.2
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• pp.33-41
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• 2018

Purpose - This study aims to examine the determinants of income management of the public servant. Three independent variables are examined such as attitude towards money, financial capability and debt management while the dependent variable is financial wellbeing of public servants. Research design, data, and methodology - Quantitative research is applied in this study, and data are collected by using cross sectional approach. Survey questionnaires are obtained from 270 respondents, which represents 79% response rate. The multiple regressions are used to examine the influence of attitude towards money, financial capability and debt management towards financial wellbeing. Results - The result of the multiple regression indicated positive influences of attitude towards money and financial capability on financial wellbeing. However, debt management found no significant influence on financial wellbeing. Conclusions - Research findings show that people have different attitudes towards money and different trends of expenditure. It is also crucial to be highlighted that employees' attitude and financial capability have a greater influence on overall satisfaction with employees' financial wellbeing. Some would want to show off their luxury items they bought to close friends or relatives and some are very prudent in making expenditures even for necessity items.

• Asia pacific journal of information systems
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• v.23 no.3
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• pp.25-53
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• 2013

This study analyzes the effect of Computer Aided Innovation (CAI) to improve R&D Capabilities empirically. Survey was distributed by e-mail and Google Docs, targeting CTO of 235 SMEs. 142 surveys were returned back (rate of return 60.4%) from companies. Survey results from 119 companies (83.8%) which are effective samples except no-response, insincere response, estimated value, etc. were used for statistics analysis. Companies with less than 50billion KRW sales of entire researched companies occupy 76.5% in terms of sample traits. Companies with less than 300 employees occupy 83.2%. In terms of the type of company business Partners (called 'partners with big companies' hereunder) who work with big companies for business occupy 68.1%. SMEs based on their own business (called 'independent small companies') appear to occupy 31.9%. The present status of holding IT system according to traits of company business was classified into partners with big companies versus independent SMEs. The present status of ERP is 18.5% to 34.5%. QMS is 11.8% to 9.2%. And PLM (Product Life-cycle Management) is 6.7% to 2.5%. The holding of 3D CAD is 47.1% to 21%. IT system-holding and its application of independent SMEs seemed very vulnerable, compared with partner companies of big companies. This study is comprised of IT infra and IT Utilization as CAI capacity factors which are independent variables. factors of R&D capabilities which are independent variables are organization capability, process capability, HR capability, technology-accumulating capability, and internal/external collaboration capability. The highest average value of variables was 4.24 in organization capability 2. The lowest average value was 3.01 in IT infra which makes users access to data and information in other areas and use them with ease when required during new product development. It seems that the inferior environment of IT infra of general SMEs is reflected in CAI itself. In order to review the validity used to measure variables, Factors have been analyzed. 7 factors which have over 1.0 pure value of their dependent and independent variables were extracted. These factors appear to explain 71.167% in total of total variances. From the result of factor analysis about measurable variables in this study, reliability of each item was checked by Cronbach's Alpha coefficient. All measurable factors at least over 0.611 seemed to acquire reliability. Next, correlation has been done to explain certain phenomenon by correlation analysis between variables. As R&D capabilities factors which are arranged as dependent variables, organization capability, process capability, HR capability, technology-accumulating capability, and internal/external collaboration capability turned out that they acquire significant correlation at 99% reliability level in all variables of IT infra and IT Utilization which are independent variables. In addition, correlation coefficient between each factor is less than 0.8, which proves that the validity of this study judgement has been acquired. The pair with the highest coefficient had 0.628 for IT utilization and technology-accumulating capability. Regression model which can estimate independent variables was used in this study under the hypothesis that there is linear relation between independent variables and dependent variables so as to identify CAI capability's impact factors on R&D. The total explanations of IT infra among CAI capability for independent variables such as organization capability, process capability, human resources capability, technology-accumulating capability, and collaboration capability are 10.3%, 7%, 11.9%, 30.9%, and 10.5% respectively. IT Utilization exposes comprehensively low explanatory capability with 12.4%, 5.9%, 11.1%, 38.9%, and 13.4% for organization capability, process capability, human resources capability, technology-accumulating capability, and collaboration capability respectively. However, both factors of independent variables expose very high explanatory capability relatively for technology-accumulating capability among independent variable. Regression formula which is comprised of independent variables and dependent variables are all significant (P<0.005). The suitability of regression model seems high. When the results of test for dependent variables and independent variables are estimated, the hypothesis of 10 different factors appeared all significant in regression analysis model coefficient (P<0.01) which is estimated to affect in the hypothesis. As a result of liner regression analysis between two independent variables drawn by influence factor analysis for R&D capability and R&D capability. IT infra and IT Utilization which are CAI capability factors has positive correlation to organization capability, process capability, human resources capability, technology-accumulating capability, and collaboration capability with inside and outside which are dependent variables, R&D capability factors. It was identified as a significant factor which affects R&D capability. However, considering adjustable variables, a big gap is found, compared to entire company. First of all, in case of partner companies with big companies, in IT infra as CAI capability, organization capability, process capability, human resources capability, and technology capability out of R&D capacities seems to have positive correlation. However, collaboration capability appeared insignificance. IT utilization which is a CAI capability factor seemed to have positive relation to organization capability, process capability, human resources capability, and internal/external collaboration capability just as those of entire companies. Next, by analyzing independent types of SMEs as an adjustable variable, very different results were found from those of entire companies or partner companies with big companies. First of all, all factors in IT infra except technology-accumulating capability were rejected. IT utilization was rejected except technology-accumulating capability and collaboration capability. Comprehending the above adjustable variables, the following results were drawn in this study. First, in case of big companies or partner companies with big companies, IT infra and IT utilization affect improving R&D Capabilities positively. It was because most of big companies encourage innovation by using IT utilization and IT infra building over certain level to their partner companies. Second, in all companies, IT infra and IT utilization as CAI capability affect improving technology-accumulating capability positively at least as R&D capability factor. The most of factor explanation is low at around 10%. However, technology-accumulating capability is rather high around 25.6% to 38.4%. It was found that CAI capability contributes to technology-accumulating capability highly. Companies shouldn't consider IT infra and IT utilization as a simple product developing tool in R&D section. However, they have to consider to use them as a management innovating strategy tool which proceeds entire-company management innovation centered in new product development. Not only the improvement of technology-accumulating capability in department of R&D. Centered in new product development, it has to be used as original management innovative strategy which proceeds entire company management innovation. It suggests that it can be a method to improve technology-accumulating capability in R&D section and Dynamic capability to acquire sustainable competitive advantage.

• 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.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.11 no.18
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• pp.71-80
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• 1988

Process capability implies the qualitative capability of a process, and it is necessary to specify the process capability by quantification and to evaluate the level with the specified standardizaion. But the process capability index is currently used to evaluate the performance of quality control activity. without considering the characteristics of process structure or the economy of management. Here the researcher would like to redefine process capability and emphasize its index may be used as the measure of managerial assessment and the objective of process quality control in full consideration of the economic aspects of process characteristics. Too little or too much process capability causes a loss of or excess. The proper economic level of process capability varies to each process. The procedure of taking the optimum process capability index is derived from the expected profit function, whereas each method is studied in cases of normal process with one-sided specification and two-sided specification. In addition, the process capability index is presented as a method of quality assurance. And an example is exhibited on wrapping process of 'A' company. The results of this study are summarized at follows. First, though the norminalization of the process capability index is possible by the existing methods, the optimum process capability index can vary to the situation of each process. So, the optimum process capability index which is suggested in this dissertation should be used as the standard to assess process capability. Second, the process capability index can take its effect not just in indicating quality control or managerial records but also in the management of high qualify assurance.

• Journal of Distribution Science
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• v.20 no.7
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• pp.97-105
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• 2022

Purpose: This study aims to analyze and prove the effect of logistic capability and Total Quality Management practices on Micro, Small and Medium Enterprises (SME) performance directly or mediated by non-financial performance. Research design, data and methodology: This study tested the hypothesis using Hierarchical multiple regression analysis, the method of data collection in this study was using questionnaire, the sampling technique was purposive sampling technique, with SME that has been established for more than 5 years and manufacturing. The data analyzed were 180 respondents using SPSS 25. Results: The findings showed that logistic capability has direct and indirect effects on SME financial performance and has a positive effect on SME financial performance mediated by non-financial performance. While the total quality management practices have a positive effect on SME financial performance mediated by non-financial performance. Thus, companies can achieve maximum financial performance if they invest in developing employee knowledge and concerning on non-financial actions, such as employee satisfaction, innovation and proactively seeking market opportunities. Conclusions: In conclusion, one of the main factors that companies need to consider to improve financial performance is non-financial performance in mediating the effect of logistic capability and TQM practices on the financial performance of SMEs.

• Journal of the Korean Operations Research and Management Science Society
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• v.40 no.4
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• pp.1-18
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• 2015

This paper proposes relational capability as a main driver of constructing inter-organizational collaboration networks. Based on social network theory and relational view literature, three components of relational capability are constructed and implemented by an agent-based model. The components include organizational capability, structural capability, and trust between a partner and a focal firm. These three components are updated by two micro mechanisms: structural mechanism and relational mechanism. Structural mechanism is a feedback loop in which the relational capability increases structural capability and vice versa. Relational mechanism is a learning-by-doing process in which a focal firm experiences success or failure of collaboration and the experience increases or decreases cumulative trust in a partner firm. Result of agent-based simulation shows that a collaboration network emerges through interactions of firm's relational capabilities and the characteristics of emerged networks vary with the contribution of structural capability and trust to relational capability. Specifically, in case structural capability contributes more to relational capability, the average degree centrality and collaboration proportion increases as time passes and enters into an equilibrium state. In that case, almost every firms participated in the network collaborates each other so that the emerged network becomes highly cohesive. In case trust contributes more to relational capability, the results are reversed. In an equilibrium state, the balance of contribution between structural capability and trust makes an emerged network larger and maximizes average degree centrality of the network.

• Journal of Distribution Science
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• v.19 no.12
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• pp.83-89
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• 2021

Purpose: Purpose of this study is to empirically analyze influence of global competitive capability on global performance of distribution industry in South Korea. Also based on the empirical results, give managerial implication to distribution industry and contribute to academies of management. Research design, data and methodology: This study focuses on relationship analysis between global competitive capability and global performance. This study measured global competitive capability with three concepts; human capability, network capability and product/service capability. And measured global performance with export performance. To empirically analyze relationship between variables, this study used 2,316 data of GCL Test by KOTRA and Kdata. This study used SPSS26 and analyzed frequency, reliability, correlation and stepwise regression analysis. Results: Result shows that, in control variable, business period and business field give significant positive influence on export performance. Among antecedents, human capability and network capability give significant positive influence on export performance. However, product/goods/service was not significant. Due to significant influence of business field which is categorical variable. This study additionally analyze relationship by business field group to confirm whether relationship differ by group or similar. Conclusions: Based on the results, this study try to give implication to distribution industry management and contribute to academic.

• 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.

• Journal of Korea Society of Digital Industry and Information Management
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• v.15 no.1
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• pp.43-51
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• 2019

This research proposed the necessary capability of cyber security professional personnel for cyber security education and training. Cyber security professional personnel were required specialized capability because the curriculum of cyber security education and training is structured around practice and training. Based on the knowledge, skills, and attitudes of professors, we derive candidate capabilities and index through the results of precedent research. As a result, we derived capability such the candidate capability group as teaching qualification, expert knowledge, practical ability, lecture ability, and research ability, and detailed capability index was derived accordingly. Finally, based on the questionnaire results of the professors related to the information security, it was determined that the capability required for the cyber security education and training professional personnel were expert knowledge, practical ability, and lecture ability. Among the capabilities, executive ability means that they have to fulfil abundant executive experience due to the high proportion of practical training due to the characteristics of cyber security education and training.

• The Journal of Society for e-Business Studies
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• v.21 no.3
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• pp.129-151
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• 2016

The objective of this study is to examine the relationship of organizational justice, project performance and internal and external PMO (Project Management Office) capability by conducting survey of IT project participants worked with PMO. This study was the first case which classifies PMO capability into internal and external by ownership of PMO. PLS-SEM analysis, which used for this study shows internal PMO capability connects with distributive justice and procedural justice, and directly related to project performance. By comparison, external PMO capability has relationship only with procedural justice, but never related to project performance. Furthermore, distributive justice and procedural Justice all have correlation with project performance. In general, capability of external professional consulting firms is utilized for the fairness and objectivity in spite of sufficient internal project management capability. However, the internal PMO capability has greater influence on procedural justice than external's (internal PMO capability > external PMO capability). Also, distributive justice and project performance have direct correlation only with the internal PMO capability. This paper will be an indicator of finding human capabilities which are necessary for internal and external PMO performance, and has great significance of laying a groundwork of project management strategy by PMO.