• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.6
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• pp.195-208
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• 2022

The role of venture CEO and their intrinsic capabilities on organizational performance can be determined by the level of resource synchronization initiated by the focal managers. Despite the important role of venture CEOs, a systematic lack of in-depth theoretical and empirical studies on ruminating the relationship between the effects of a CEO's capabilities and organizational performance depending on the level of resource synchronization exist for the rationale of investigation. To supplement the limitations of previous studies, this research empirically analyzes the role of managers specifically synchronizing organizational resources that affect organizational performance in the professional sports industry. Based on the entrepreneurship theory and resource-based view (RBV), this research conceptualizes the roles of venture CEO and basketball head coach in the professional sports industry as very similar in terms of organizational structure and performance mechanism embedding entrepreneurial characteristics necessary for managing organizational resources. In this research, we hypothesized (1) organizational resource synchronization will mediate the positive relationship between the ability of professional basketball head coach and organizational performance and (2) the indirect effect of the professional basketball head coach's capabilities on organizational performance mediated by resource synchronization will be moderated by the capabilities of players. To test these hypotheses, we utilized the PROCESS macro model 58 with the empirical data of 9 seasons (2013~2014-2021~2022) of 30 National Basketball Association (NBA) and 10 Korean Basketball League (KBL) teams. The statistical results showed that (1) resource synchronization mediates the positive relationship between professional basketball head coach capabilities and organizational performance and (2) the capabilities of players moderated the indirect effects of the abilities of head coaches on team performance via resource synchronization. This paper contributes to both academic and practical domains of entrepreneurship by empirically testing the research model through objective professional sports data.

• Knowledge Management Research
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• v.16 no.2
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• pp.1-27
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• 2015

This paper presents a knowledge-based view of platform-centered collaborations among multiple organizations. Studies of technological innovation and knowledge creation have broadened beyond their initial emphasis on internal development within an organization or simple exchange of ideas between two parties toward complex collaboration among many organizations at the level of platform-based knowledge ecosystems. Platforms serve as an interface between different groups of producers and consumers in a variety of multi-sided knowledge markets such as smartphone operating systems and video games industries. This study is an exploratory examination to offer theoretical understanding of how the organizational capabilities of platform leaders help expand a network of platform participants. The growth of platform participants is particularly important in the early stage of any platforms as the concept of network effects suggests that the platform with the largest number of participants will capture entire markets. Building upon organization studies and network economics theory on multisided markets, this paper focuses on the role of platform leaders in expanding platform-based collaboration. In our view, platform leaders develop varying levels of three organizational capabilities to discern quality of potential participants, to attract them to actually participate in collaboration, and to maintain long-term exchange relations in the ecosystem. We suggest that the capabilities of platform leaders will have a positive effect on the expansion of platform participants to secure network effects, and also examine several contextual factors that moderate the relationship between a platform leader's capacity and platform expansion.

• Korean Journal of Construction Engineering and Management
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• v.10 no.1
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• pp.146-155
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• 2009

In the construction industry, success or failure depends on the capability and role of the project owner's organization, which has an effect on the peoples' lives and national finance because of a lot of involvement from the project owner. Therefore, it is required that the project owner has the sufficient capability for the success of relevant industry and the further development of whole industry. Therefore, at the viewpoint of successful accomplishment of the construction industry, systematic and in-depth research that defines and evaluates the capability of the project owner's organization is necessary. As-Is and To-Be competency can be measured by the individual areas and elements through the survey. By evaluating these capabilities simultaneously, it is possible to assume not only the project owner's organizational competency but also constant other capabilities. It is become to make plans for strengthening the capabilities and to establish the strategy, by catching which capabilities are really necessary. It will result in positive effects on improving the capabilities of the project owner's organizational competency.

• Journal of Service Research and Studies
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• v.6 no.4
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• pp.101-118
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• 2016

With regards to CSR, Proactive CSR has been less researched in small & medium enterprises(SMEs). This research examines empirically the relation between SME's organizational capabilities, proactive CSR and corporate performance as well as a mediating role of proactive CSR between capabilities and corporate performance. Using quantitative data collected from 485 SMEs in Korea, we find that all specified capabilities are positively related with adoption of proactive CSR by SMEs and that proactive CSR is, in turn, associated with an improvement in corporate performance. In addition, we also find a mediating role of proactive CSR on the relationship between organizational capabilities and performance. The study is likely to contribute to both SMEs CSR strategy and RBV research.

• The Journal of Economics, Marketing and Management
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• v.11 no.6
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• pp.43-55
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• 2023

Purpose: The purpose of this study was to identify the relationship between smart factory utilization and continued use intention between UTAUT, dynamic capabilities of smart factory construction companies and present the company's strategic direction. Research design, data, and methodology: In this study, a structured research model was derived to confirm the relationship between UTAUT, dynamic capabilities, smart factory utilization and continued use intention and the difference according to Technology perception. For analysis a total of 223 valid questionnaires from e-commerce users were used. Confirmatory factor analysis, correlation analysis, and structural equations were conducted to verify. Results: Both UTAUT, dynamic capabilities had a significant effect on smart factory utilization as well as continued use intention. It was found that the relationship between UTAUT, dynamic capabilities, smart factory utilization, and continued use intention. differed depending on the technology perception. Conclusions: Organizational members utilize the smart factory in anticipation of effects such as work performance and various improvements. Smart factory data will be used continuously when it is useful for business processes and operations. It is necessary to establish strategies and provide training to improve the technical level and capabilities of organizational members. Through this, a strategy is needed that can be continuously used by utilizing the information obtained through smart factory to improve work efficiency, productivity and efficiency increase is needed

• The Journal of the Korea Contents Association
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• v.17 no.8
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• pp.274-289
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• 2017

Recently many companies are utilizing CSR as an important strategic means because of increasing concern about CSR from society and securing a sustainable competitive advantage. With this background, this study conducted an empirical investigation using a statistical tool based on survey data about a casual relationship between organizational capabilities, proactive CSR, reactive CSR and Business Performance from a RBV perspective. The result of this empirical study is as follows, First, SME's specified organizational capabilities have positive and significant effect on a proactive CSR. Second, the proactive CSR is positively related with business performance but reactive CSR is not like that. Third, SME's organizational capabilities do not have a positive and significant effect on business performance directly but have a indirect effect on business performance through proactive CSR which is a value creating activity. This research is likely to give some contribution to both SME's CSR study and resource based view (RBV) research.

• Knowledge Management Research
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• v.20 no.4
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• pp.1-22
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• 2019

The purpose of this study is to investigate the role of IT-enabled dynamic capability in the relationship between intellectual capital and innovation performance under Industry 4.0. We approach the intellectual capital from the perspective of the resource-based view and define the components of intellectual capital as human capital, social capital, and organizational capital. On the other hand, the IT-based dynamic capability means that the information technology and the utilization ability of the enterprise are combined to overcome the turbulent environment. The empirical results showed that the IT-enabled dynamic capabilities mediated the relationship between intellectual capital and innovation performance as it revealed in theory. And in terms of practical implications, we found the importance of an organization's information technology ability to effectively utilize intangible resources for organizational performance.

• Asia-Pacific Journal of Business
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• v.6 no.1
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• pp.17-25
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• 2015

In this study, we identified the various mechanisms through which entrepreneurial orientation impacts firm performance. We proposed that entrepreneurial orientation assists organizations in building cultural, structural, human and technical knowledge capabilities, which in turn lead to sustainable competitive advantage. We tested our proposed hypothesis using data collected from 76 managers of small entrepreneurial firms. We found that cultural knowledge capabilities are the strongest mediators of entrepreneurial orientation and firm performance relationship. By bringing in knowledge capabilities in the literature of entrepreneurial orientation, we open new directions for research. Our findings have implications for theory as well as practice.

• Journal of Digital Convergence
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• v.14 no.3
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• pp.181-197
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• 2016

With regard to CSR, Proactive CSR has been less researched in small and medium enterprises(SMEs). This study examines empirically the association between SME's organizational capabilities, proactive CSR and performance as well as a moderating role of perceived uncertainty between capabilities and proactive CSR. Using quantitative data collected from sample of 485 SMEs in Korea, we find that all specified capabilities are positively associated with adoption of proactive CSR by SMEs and that proactive CSR is, in turn, associated with an improvement in firm performance. In addition, we also find a mediating role of proactive CSR on the association between capabilities and performance as well as a moderating role of perceived uncertainty between capabilities and performance. The study is likely to contribute to SME's CSR strategy.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.477-480
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• 2015

Construction projects are high-risk activities. When undertaking such projects in an international setting, it can be complicated by foreign exchange (FOREX) fluctuation risk. This affects the construction business performance in various ways, namely its progress due to delays, which in turn create further problems, specifically cost overruns as a result of price increase in raw materials, disputes, arbitration, litigation and even, total abandonment. Thus, the effective management of FOREX fluctuations is crucial. Previous studies have focused on the need for contract safeguards, adequate insurance, careful planning and management, as well as foreign exchange futures hedging to address some of the risks triggered by FOREX fluctuations. An analysis of FOREX fluctuations in the international construction industry revealed that more often it was focused on project-specific issues. Currently, there is a relative lack of awareness on Organizational Capabilities (OC), the abilities that owned by the organization, which is essential in managing the impact of FOREX fluctuations. Where research has focused on OC, these are viewed in isolation. Therefore, this study attempts to close the gap by proposing a framework on managing the impact of FOREX fluctuations in the international construction industry, employing the OC perspective.