• The Journal of Asian Finance, Economics and Business
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• 제8권5호
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• pp.807-815
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• 2021

Microfinance is seen as a tool for poverty elimination by providing various services characterized as financial and non-financial to minority groups in the society to be included in the mainstream financial system. This paper seeks to examine the effect of microfinance institutions' (MFIs) financial and non-financial services on women's entrepreneurship and empowerment in Jordan as a developing country. To gain a deeper understanding of the effectiveness of microfinance services, the study is undertaken to address the question of what kinds of services are available and whether the MFI services are in line with the actual needs of women entrepreneurs to improve their performance. Hence, a qualitative approach was adopted in this study using semi-structured interview questions to collect data from twenty-four women entrepreneurs in Jordan. The results showed that, as regards financial services, the most important needs of women entrepreneurs include providing adequate financing with necessary financial facilities such as reducing interest, reducing monthly installments, and extending the grace period, while non-financial services should include holding specialized courses, accessing a counseling center, providing incentives and psychological support, marketing support, and monitoring and evaluation. This study concluded that factors associated with MFI play a crucial role to uplift women entrepreneurs and eliminate gender inequality.

• 품질경영학회지
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• 제48권1호
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• pp.149-169
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• 2020

Purpose: This study analyzes the characteristics of the Quality Management performed by SMEs in the Defense Industry in supply chains and analyzes the effect of the continuous improvement activities based on cooperation. Especially, for Military Supplies, the suitability of products is usually decided by judging their conformity to the specification, and from this structural characteristic, this study would analyze the structural relationship of systematic improvement activities with Supply Chain Quality Management(SCQM) and Business Performance(BP). Methods: Continuous improvement activities(CI) have significance as the driver force for the promotion of Quality Management. Thus, this study analyzed the causal relationships from the perspective of the process among CI, SCQM and BP. For an analysis of the structural characteristics and causal relationships among the constituents, AMOS was used, and 297 companies in the Defense Industry were utilized as samples. Results: It turned out that CI had significant impacts on Management Infra(MGT_Infra), Process Management(PM), Human Resources Management(HRM) and Communication(COMU) and had an indirect impact on the enterprises' financial performance through the parameters of HRM and Communication. Meanwhile, it turned out that between CI and non-financial performance, there was a direct effect, and there was also an indirect effect through the variables of the Management Infra and Communication. Conclusion: It turned out that CI had a positive effect on SCQM as a proactive driver and that they had significant relationships with BP(financial, Non-financial), both financial performance and non-financial performance. However, PM did not have a significant relationship of effect with BP because of the character appearing by the evaluation method of military supplies for the conformity to the specifications.

• International journal of advanced smart convergence
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• 제9권1호
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• pp.121-131
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• 2020

We study empirically analyzes the relationship between the leadership styles and management strategies of executives perceived by members of small and medium venture companies through organizational performance through SPSS 24.0. The empirical results are as follows. First, the hypothesis that the strategic leadership of the one-level management team had a significant influence on the management strategy showed that strategic leadership (strategic direction, strategic control, maintaining effective organizational culture, ethical management, human resource development, competency development) The relationship between positive cost, strategy of differentiation, and strategy of concentration was positive. Second, the hypothesis 2 management strategy (cost advantage strategy, differentiation strategy, centralization strategy) was statistically significant for both organizational performance (financial performance and non-financial performance). Therefore, management strategy implemented by management acts as a factor to improve organizational performance. Therefore, the execution ability of management strategy should be strengthened. Third, hypothesis 3 (Strategic Direction, Strategic Control, Maintaining Effective Organizational Culture, Ethical Management, Human Resource Development, Competency Development) could be identified as an important role factor for financial and non-financial performance. The organizational performance of SMEs has been a key factor in the strategic leadership and management strategy implemented by management. Therefore, the establishment and implementation of various practical measures to upgrade this were continuously required.

• 한국항공운항학회지
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• 제27권2호
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• pp.26-36
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• 2019

Although the investment size of R&D in Aviation and Aerospace Industries is increasing, R&D performance has not been quite good considering resources invested in it. This study is to find which R&D critical factors affect R&D Performance in aviation and aerospace industries. According to the result of research, a technology provider factor, an organization factor, a system factor and a market environment factor influence positively on financial performance, and a policy factor influences negatively on financial performance. Otherwise, a technology provider factor and an organization factor influence positively on non financial performance, and technology factor influences negatively on non financial performance. Thus, personnel involved in R&D of Aviation and Aerospace Industries should develop policy and system taking positive and negative factors to improve R&D performance. It could lead to take the better performance from R&D in Aviation and Aerospace Industires.

• 융합경영연구
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• 제7권1호
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• pp.15-25
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• 2019

Purpose - This paper attempts to derive effective performance-reward strategies for SMEs to raise the valence for their employees while using their relatively limited resources, which is one of the primary concerns raised by SME CEOs. Research design, data, and methodology - This paper draws on the four question items such as the financial/direct factors, the financial/indirect factors, the non-financial/direct factors and the non-financial/indirect performance-reward factors to shed light on the most important factors and aspects that need improving, using the AHP and IPA. Results - The overall findings on the SMEs' performance-reward factors of interest here are indicative of the need for rectifying their performance-reward systems. Conclusions - SMEs' performance-reward factors of interest here are indicative of the need for rectifying their performance-reward systems. In particular, despite the fact that SMEs can hardly offer high wages or bonuses as large enterprises do, the expectancy theory suggests it is better to reward employees as per a valid common system, while the equity theory underscores the need to maintain and reinforce the fairness in distribution, procedures and interactions.

• The Journal of Asian Finance, Economics and Business
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• 제7권10호
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• pp.751-759
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• 2020

This study examines the impact of mergers on the financial performance of the Jordanian public shareholding companies. The study employs data collected for a sample of 10 Jordanian non-financial public firms that were engaged in legal horizontal merger deals between 2000 and 2013. The data was collected from the published annual financial reports of the merging companies and comparative companies for three years before the merger and three years after the merger. Event study methodology was applied to examine the data. Four measures of financial performance (FP) were used, which are return on assets (ROA), return on equity (ROE), earnings per share (EPS), and net profit margin (NPM). Two methods were used in the analysis - the change model and the intercept model using financial performance raw data and industry-adjusted data. The findings in general showed no significant impact of mergers on the financial performance of merging firms using the change model. However, by using the intercept model, significant impact of mergers on the financial performance was found on the sample of the study. The significant impact was found for mergers on the raw ROE of the merging firms, and on the ROA and NPM of the industry-adjusted firms.

• 디지털융복합연구
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• 제10권2호
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• pp.73-82
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• 2012

본 논문은 중소기업을 대상으로 재무구조가 기업의 경영성과에 미치는 영향에 대하여 연구함을 목적으로 한다. 이를 위해 경인지역 소재 중소기업 562개 업체를 대상으로 '09년 비유동자산구성비율, 기업규모 및 부채비율을 각각 독립변수로, 매출액영업이익률 및 자기자본순이익률을 각각 종속변수로 정하여 이들의 상관관계를 실증적으로 분석하였는바, 전반적으로 재무구조는 경영성과에 긍정적인 영향을 미치는 것으로 분석되었다.

• 문화기술의 융합
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• 제9권3호
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• pp.19-26
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• 2023

환경·사회·지배구조(ESG) 성과가 투자자의 의사결정에 미치는 영향이 커지고 있다. 과거 기업의 재무적 성과에 집중하던 투자자의 시선이 기업을 둘러싼 이해관계자의 이익이라는 비재무적 성과로 확장하고 있는 것이다. 이런 배경에서 본 연구는 기업의 비재무적 성과인 ESG 성과가 기업위험에 미치는 영향을 분석하기 위해 한국기업지배구조원이 평가하는 기업을 대상으로 패널회귀분석을 실시하였다. 분석 결과 ESG 성과는 세 가지 기업위험(체계적위험, 비체계적위험, 총위험) 모두에 대해 음(-)의 영향을 미치고 있어 이해관계자이론과 위험관리이론을 지지하는 결과를 나타냈다. 본 연구의 시사점은 첫째, ESG는 비체계적위험 뿐만 아니라 광범위하고 무차별적인 체계적위험도 감소시키고, 둘째, 투자자는 ESG 투자를 집행함으로써 투자포트폴리오의 위험을 감소시킬 수 있고, 셋째, 기업은 ESG 경영의 보험기능을 활용함으로써 부정적인 상황에서도 안정적인 재무성과를 영위할 수 있으며, 마지막으로, 정부는 합리적인 ESG 관련 규제를 통해 기업의 재무적 건전성을 제고하면서 금융시장의 안정성을 높일 수 있다는 것이다.

• International Journal of Advanced Culture Technology
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• 제8권1호
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• pp.26-37
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• 2020

The purpose of this study is to verify the relationship between the entrepreneurship and management strategy perceived by the members of SMEs and their organizational performance. First, as a result of the hypothesis that the entrepreneurship of one hypothesis had a significant influence on organizational performance, risk sensibility, progressiveness, and innovation, which are entrepreneurship, had a positive influence on both financial and non-financial performance. Second, as a result of verifying the influence relationship of the hypothesis two entrepreneurship on the management strategy, risk sensibility, progressiveness, and innovation, which are entrepreneurship, were statistically significant for the management strategy, cost advantage strategy, differentiation strategy, and centralization strategy. Therefore, in order to practice management strategy based on entrepreneurship, it was analyzed to influence mutual cohesion. Third, the management strategy showed a positive influence on organizational performance. In particular, only the centralization strategy, a type of SMEs' management strategy, confirmed the positive impact on the financial and non-financial performance. Therefore, the importance of entrepreneurship and management strategy has been emphasized in order for SMEs to create organizational performance through the advancement of sustainability management system.

• 유통과학연구
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• 제13권8호
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• pp.15-25
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• 2015

Purpose - There is a lack of research on how much corporate control is sufficient for effective subsidiary business-related decision making. To address this research gap, this study analyzes the impact of the level of control of a Korean corporation's headquarters on its overseas subsidiary performance. Research design, data, methodology - The study's sample comes from the Overseas Korean Business Directory of KOTRA. A multiple regression analysis empirically confirmed the relationship between the headquarters level of control over the subsidiaries and their performance. Results - The results show that the greater an organization's headquarters control over strategic issues, the greater the subsidiary's non-financial performance. However, quick decision-making through decentralization promotes the rapid selection of successful new products that can provide a competitive advantage. Conclusion - This study shows that the impact of control levels on subsidiary performance depends on the type of control involved. Specifically, while low levels of control over operational issues had a positive (+) influence on subsidiary non-financial performance, high control levels led to improved non-financial performance with regard to strategic issues among the subsidiaries.