• Journal of Korea Trade
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• 제24권7호
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• pp.54-72
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• 2020

Purpose - This study explores the contextual factors that affect the relationship between CEO overseas experience and firm internationalization. This study incorporates a wide range of contextual factors, including mega, macro, and micro variables. In particular, this study goes a step further from prior studies by incorporating a higher-order variable i.e., the global financial crisis that can constrain the managerial discretion of a CEO. Design/methodology - To structure the balanced data set before and after the 2008 global financial crisis, we used the data for the years from 2002 to 2014 from a sample of Korean manufacturing firms. Ultimately, 1101 firm-year unbalanced panel observations from 101 firms were used for the analysis. Findings - Our main findings can be summarized as follows. CEO overseas experience is positively related to firm internationalization. However, this relationship varies depending on the CEOs level of managerial discretion. As for the constraining moderation, the global financial crisis weakened the positive relationship between CEO overseas experience and firm internationalization. As for the enabling moderation, the CEOs tenure strengthened the relationship. Originality/value - This study adopted the knowledge, skills, and abilities (KSA) framework to explain the relationship between CEO overseas experience and firm internationalization. Moreover, we argue that the CEO-internationalization relationship depends on the specific context of the managerial discretion, focusing on the 2008 global financial crisis. Empirically, this study adopted the 2SLS procedure to correct endogeneity. Instead of taking the actual value of prior internationalization as a control, we estimated prior internationalization using the instrument variables at an industry level. This procedure made our estimation more robust.

• 디지털융복합연구
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• 제16권11호
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• pp.267-274
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• 2018

본 연구는 경영자능력이 한국채택국제회계기준 도입 이후 영업권손상차손 인식에 있어서 경영자의 기회주의적인 재량적 재무보고에 대하여 어떤 영향을 미치는 가를 실증적으로 분석하였다. 2011년~2014년 사이에 영업권을 인식한 1,482개 기업-년 표본을 대상으로, 영업권손상차손을 종속변수로, 영업권손상징후와 경영자능력, 이익조정 관련 변수들을 독립변수로 포함하여 회귀분석을 수행하였다. 분석결과, 경영자능력이 높은 경우, 손상징후에 따라 영업권손상차손이 보다 적절히 인식되고 있으며, 손상차손을 이익유연화 수단으로 이용되는 정도가 감소하였다. 본 연구는 영업권손상차손의 인식에 있어서 경영자의 기회주의적인 재무보고 성향이 경영자능력에 따라 달라질 수 있음을 보여주는 첫 번째 실증분석으로 연구의 유용성이 있으며, 향후에는 경영자능력이나, 영업권손상 징후, 그리고 이익조정 측정방법에 대한 보다 심층적인 연구를 통해 본 연구의 결과를 다양한 연구주제로 확장시킬 수 있을 것이다.

• 대한안전경영과학회지
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• 제7권1호
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• pp.127-135
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• 2005

In general one can find an enormous number of studies about the productivity of land, labor and capital, very little has been done so far to communicate about the productivity of corporate information creating and information-consuming resources in ways that are useful to business executives. In view of the enormous share of corporate spending on information resources it would be useful in planning, budgeting, as well as in performance evaluation to measure how information resources are used in creating EVA(economic value-added). The effectiveness in deploying information resources has potentially a greater effect on corporate financial performance than any other economic influence. That in because corporate executives have greater discretion in directing what their information management staffs will do than in setting the terms for materials purchases, employee compensation, taxes or interest rates. The expenses for information are mostly in the form of overhead costs. Because expenses for information are mostly overhead costs and not for costs of goods, the prudent decision-maker should have a wide array of discretionary options available for allocating this resource. This study is intended for analysis the factors that having effects on the enterprise information productivity and is to description the factor using a foreign enterprise case study.

• 경영과정보연구
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• 제2권
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• pp.47-73
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• 1998

According to the structural contingency theories, organizational structures are determined by such a contingency variables as organizational environment, technology, size, power and strategy. Therefore, many scholor believed that organizational effectiveness will be maximized in the condition of the fit between organizational structure and its contingency variables. But contingency theories have limitations in explaining of the manager's discretion by way of environmental determinism. In 1972, Child introduced strategic choice theory, and this perspective spurred significant, systematic studies of the influence of the managerial voluntary will on the organizational performance. Especially, the question of whether tap managers have an impact on business performance has been addressed by the strategic leadership theory that demonstrates strong associations between the characteristics of top managers, strategic orientation. Therefore, this study has investigated a theoretical literature and an empirical survey that explains the impact of top manger characteristics and organizational characteristics about strategic orientation. In order tn do that, this study develops a research model on the subjects, designed manager's characteristics, strategic typology. Managerial characteristics could be operationalized in terms of demographic measures. In this study, strategic orientation was classified using the Miles & Snow typology. This research model provides hypotheses. Hypotheses H1: The demographic characteristics of the tap manager will differ according to the types of strategic types. H2: The organizational characteristics of the firm will differ according to the types of strategic types. To test these hypotheses, this study conducted questionaire surveys on 108 firms in the Korea national wide. This study has utilized ANOVA, Chi-square analysis, cluster analysis, discriminant analysis for testing the hypotheses. The major findings of this study are summarized as follows. First, this study builds on the central tenent of cotingency theory in provide a comprehensive explanation of the process by which top manager's influence. Second, Manager's characteristics(demographics) are different from each other according to 4 strategic types(Prospector, Defender, Analyzer, Reactor). Third, Organizational characteristics are different from each other according to 4 strategic types. In conclusion, the major contributions of this study are to examine the development of a more comprehensive theoretical framework in the strategic leadership theory and to analyze their contingent relationships among managerial characteristics, organizational characteristics and strategic types in the context of Korea's industry.