• Management & Information Systems Review
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• v.37 no.1
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• pp.103-122
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• 2018

This paper expands the results of previous studies indicating that manager's ability positively affects business performance to analyze whether the degree to which the role of manager's ability improves business performance appears differently according to the characteristics of enterprises. As for the characteristics of enterprises, whether enterprises correspond to enterprises with high levels of funding constraints or late movers in the market is considered. Enterprises with high levels of funding constraints greatly require managers' roles not only for efficient use of funds but also for smooth financing. Late movers require more judgments of professional managers to overcome insufficient resources held and low profitability. In the case of enterprises with corporate characteristics with high dependency on the manager, the business performance is expected to greatly vary with the ability of the manager. The empirical analysis was conducted with listed companies from 2010 to 2014, manager's ability was measured by first measuring the efficiency of the entire enterprise through data envelopment analysis (DEA) using the methodology of Demerjian et al.(2012) and removing enterprise characteristics factors thereafter. Business performance was measured by the return on industrial fixed assets. The results of the empirical analysis indicated that the degree to which manager's ability improves business performance was higher in managerial competence enhances managerial performance in enterprises with high levels of funding constraints and late movers. Business performance is considered to have been improved further in cases where manager's ability is high because investments were made more efficiently through smooth funding. In addition, in the case of late movers in relatively poor environments, business performance was improved further because high manager's ability induced efficient decision making. In this paper, we extend the precedent study that the manager's ability improves the management performance, and confirm that the manager's ability to improve the managerial performance can be different according to the situation of the company. In addition, it is meaningful to analyze empirically whether a company's managerial ability is more important. This paper expanded the results of previous studies indicating that manager's ability improves performance to identify that the degree to which manager's ability improves business performance may appear differently according to situations in which enterprises are placed. In addition, this paper is meaningful in that it empirically analyzed what enterprises require manager's ability more importantly.

• Journal of Industrial Convergence
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• v.21 no.2
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• pp.9-16
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• 2023

This study analyzed the effect of manager's ability on compensation policy (compensation level and performance-reward sensitivity). To this end, the final 14,150 company-year data were used for KOSPI and KOSDAQ listed companies excluding the financial industry from 2012 to 2019. As a result of the empirical analysis, the higher the manager's ability, the higher the next reward level (the manager's ability hypothesis), but the performance-reward sensitivity decreased. This confirms the manager ability hypothesis through a positive (+) relationship between manager ability and compensation, and means that high compensation for manager ability may be additional compensation for manager ability other than performance, rather than due to performance. This study differs from previous studies and has contributions in that it examines the more complex effects of managerial ability and compensation system.

• The Journal of Industrial Distribution & Business
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• v.9 no.1
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• pp.9-23
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• 2018

Purpose - The purpose of this paper is to investigate the potential benefits or detriments of team management on fund performance in the mutual fund market. An additional purpose of this study is to examine the optimal number of managers in a fund industry for superior performance. Research design, data, and methodology - This paper investigates the effect of managerial structure on fund performance in the Korean active mutual fund market between 2001 and 2008. For this, we analyze two risk-adjusted performances measures- the capital asset pricing model (CAPM) and the three-factor model of Fama & French (1993). Results - First, we found that single-managed funds exhibited superior performance. Second major finding was that as the number of managers in a fund increases, the fund performance deteriorates. Finally, the results reveal that the sharpest performance drop occurs when team size increases from a 5-person team to a 6-person team. Conclusions - The results suggest that the management structure can be a source of competitive advantage for fund performance. As considering fund performance is the outcome of managers' decision-making, this study contributes to not only the financial literature but also the literature in other areas, such as management and general business.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.5
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• pp.135-141
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• 2021

The study aims to examine the impact of liquidity and solvency management on the financial performance of Jordanian manufacturing companies listed on the Amman Stock Exchange, for a period of 10 years from 2010 to 2019. The size of the company was used as a control variable. The study employs Return on Assets (ROA) and Earnings Per Share (EPS) to measure financial performance. Current ratio (CR) and total debts to total assets were used as proxies for liquidity and solvency management, while logarithm of total assets was used to measure the size. Correlation and multi regression analyses have been applied to analyze the data. The results show a statistically significant impact of independent and control variables (liquidity and solvency management and the size of the company) on financial performance, while the detailed results of the hypotheses indicate that liquidity has an insignificant reverse impact on financial performance. With respect to other variables, there is a significant positive impact of size on performance and a significant negative impact of solvency on performance. The study suggests in light of results, increasing investments in companies' assets by focusing on internal financing, such that large-sized companies with low leverage will have a good performance.

• Korea Journal of Hospital Management
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• v.6 no.2
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• pp.156-172
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• 2001

Financial ratio indicators of the 73 sample hospitals provided by the Korea Hospital Association in 1998-1999, together with the data by the Korea Health Industry Development Institute in 1007, were analysed to identify the financial structure and managerial performance of the profit/loss-making hospitals under the IMF. The major findings of this study were as belows. 1. Among the general characteristics, there was a statistical significance in the hospital location and the number of operating beds between profit-making hospitals and loss-making hospitals. 2. Financial ratio indicators of the profit-making hospitals were better than those of the loss-making hospitals. 3. Financial ratio indicators, including Liquidity, Performance Indicators and Growth Rate Indicators of profit-making hospitals, were better than those of loss-making hospitals except for Turnover Ratios under the IMF economic impasse.

• IE interfaces
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• v.17 no.spc
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• pp.11-19
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• 2004

The purpose of this study is to identify the determinants of new venture performance according to years of operation in the view of integrated research framework. We propose the integrated new ventures performance model which is composed of entrepreneur, organization/resources, industrial environment, strategy/foundation process and availability of supporting systems as corresponding variables to new ventures performance. The determinants of new venture performance according to years of operation are identified through the multi-variate statistical analysis such as moderating regression analysis with the data gathered from 110 executives of venture companies. For internal variables, entrepreneur's managerial ability and technical expertise and employee's ability affect venture's performance increasingly as years of operation increases but resource procurement ability affects decreasingly. Related to external variables, years of operation plays positive moderating role on market size growth and supporting system availability, but negative role on government venture policy for venture performances. Though this study has limitation of small sample, limited questionnaire and performance measure, it has managerial contribution of identifying determinants of new venture performance according to years of operation.

• International Journal of Quality Innovation
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• v.2 no.1
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• pp.1-9
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• 2001

As all the other managerial activities, total quality management (TQM) has also inputs into and outputs from the process. Therefore, the principal managerial efficiency criteria of maximum outputs with minimum inputs should be applied to TQM. In this paper, the methodology for the performance evaluation of TQM by Data Envelopment Analysis (DEA) was proposed. DEA is used to measure the efficiency of TQM for each firm with the input and output data obtained by questionnaire. It is found that there are not significant differences between the firms with and without IS09000 certification and between the large and small-sized firms with respect to the TQM efficiency.

• Journal of Technology Innovation
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• v.7 no.2
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• pp.71-100
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• 1999

This article is concerned with the importance of organisation management and its characteristics in business performance in SMEs, and tested by four main aspects: managerial strategies, organisational structure, leader behaviour, and R&D activities. These relationships were tested with questionnaire data from a random sample of 87 firms. Results from simple statistics on each issue showed that SMEs have focused on the corporate growth and management goals, the democratic leadership, decentralisation in organisational structure, and the technology development plans. Results from correlation analyses not only found significant relationships between managerial strategy and R&D activities but also showed differences in R&D activities according to structural status or leadership style, respectively.

• Stress
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• v.26 no.4
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• pp.327-331
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• 2018

Background: For efficient management of an organization's human resource, it is crucial to increase the job satisfaction of women managers, since it is closely related to an individual's job performance and company's one. In this regard, this research explores how women managers' job stress and managerial efficacy affect their job satisfaction. Methods: This research uses the fifth wave of Korean Women Manager Panel (KWMP) collected in 2015. The 1,537 women managers who work at a company with 100 or more employees are employed and the data are analyzed using ordinary least squares (OLS). Results: Income, job stress, and managerial efficacy have a statistically significant effect on job satisfaction. In addition, managerial efficacy has a moderating effect between job-related stress and job satisfaction. Conclusions: This study suggests the meaningful findings that in terms of boosting women manager's job satisfaction, it is requested to promote their managerial efficacy at the human resource management level.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.10 no.6
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• pp.1369-1375
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• 2009

This study focus on the structural relationships among business strategies, its various execution types and business performances from the viewpoint of many managerial aspects. These many kinds of management activities are carried out in order to revitalize the E-Business system. The objective of this study is to find out the structural effect of this various kinds of managerial strategies on the practice type of knowledge management such as dynamic and behavioral approach. And also the effect of knowledge management activities on the business performance. The result of this study shows that management strategy for marketing, procurement/logistics and service has positive influences on systematic, behavioral approach as well as the knowledge execution types has positive influence on the management performances.