• 한국경영정보학회:학술대회논문집
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• 2008.06a
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• pp.525-540
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• 2008

With the competitive pressure and the development of information and communication technology, many organizations have introduced various kinds of enterprise-wide systems like enterprise resource planning (ERP) systems as strategic tools for the purpose of improving organizational performance. Despite their promised strategic benefits, however, their implementation has suffered from a high failure rate and difficulty in realizing the anticipated benefits. Previous studies have indicated that one of the most critical failure reasons is the lack of knowledge sharing and utilization across organizations. As a consequence, many information systems (IS) researchers have paid attention to examining the effect of absorptive capacity closely associated with knowledge sharing and transferring on IS usage performance. ERP systems implementation involves changes not only in systems but also in processes and other social dimensions, which can be related to organizational citizenship behavior (OCB) requiring appropriate communications and interactions among organizational members. A lack of communications and interactions due to a lack of OCB might lead to weak absorptive capacity and thus negatively influence knowledge sharing across organizations, because OCB facilitates a successful collaboration among functional units and positively impacts individual's attitude toward radical organizational change. With this motivation, this study has two research objectives. First, it introduces and tests a theoretical model accounting for the relationships among performance of ERP system usage, absorptive capacity, and OCB. Second, it examines a mediating role of absorptive capacity between OCB and performance of EPR system usage. Theoretical and practical implications of the study ware discussed, along with its limitations.

• Management & Information Systems Review
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• v.1
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• pp.193-228
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• 1997

Behaviors of organizational members can be classified as two types. One is behavior required to perform formally given job. The other is a various kind of behavior taken voluntarily but not required directly and formally to perform job. The former can be called as in-job behavior while the latter can be called as extra-job behavior. Many organizational scientists so far, have focused on investigating in-job behavior. Yet, from a decade, organizational researchers have recognized that in-job behavior alone can not explain sufficiently job performance or organizational effectiveness Thus. they have paid attention to extra-job behavior, which is generally called as organizational citizenship behavior. Existing studies of organizational citizenship behavior have three types : First type is studying the concept and components of organizational citizenship behavior. Second tope is studying the determinants of organizational citizen-ship behavior and relationships with it. And third type is studying relatioships between organizational citizenship behavior and job performance. This study, therefore, have purposes as follows : Firstly, this study designs a comprehensive model in the below figure and generates inclusive hypotheses about relationships among antecedents, intermediate factors, and the components of organizational citizenship behavior. Secondly, this study investigating empirically such relationships and draws a picture of mediation roles of the intermediate variables. To design the model and generate the hypotheses, this study conducted a comprehensive literature survey on organizational citizenship behavior. To test the hypotheses, this study collected data from 847 employees at 12 large genral hospitals in Pusan area through a questionnaire survey and conducted the three step mediated regression analysis using the SAS-PC Package.

• Knowledge Management Research
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• v.12 no.1
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• pp.17-37
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• 2011

This paper is aimed at investigating the influence of the learning organization's structural characteristics, learner's characteristics, and perceived organizational support (POS) on organizational knowledge creation. also the POS is tested as a moderator on the relationship between learner's characteristics including learning goal orientation and learning self-efficacy and organizational knowledge creation. the results are as follows. for main effect hypotheses, both connecting the organization to its environment and establishing systems to capture and share learning system representing learning organization's structural characteristics have significant positive impact on organizational knowledge creation. the POS also has a significant impact on organizational knowledge creation. However, learning goal orientation and learning self-efficacy have not significant impact on organizational knowledge creation. for moderating effect hypothesis, POS moderates the relationship between learning goal orientation and organizational knowledge creation, which means if the POS is high then learning goal orientation has more significant positive impact on it. Based on our findings, we conclude that structural characteristics of learning organization provide organizations with an opportunity of knowledge creation. in particular, interconnectedness of organization with environment and organizational knowledge sharing systems determine the ways of behaving that are related to learning within organizations. however, learner's characteristics did not have a significant effect on organizational knowledge creation, which could be interpreted due to the fact that employees are not motivated to create new knowledge if they are rarely required to involve challenging works, generate new knowledge, or share preexisted knowledge with others.

• Health Policy and Management
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• v.26 no.3
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• pp.155-171
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• 2016

Background: In this study, state-owned medical institutes, industrial accident hospitals, veteran hospitals, and private medical clinics including 16 university medical institutes in the Seoul metropolitan area were selected to examine the causality of ethical management, positive psychological capital, and organizational effectiveness. Methods: The study analyzed 1,056 valid questionnaires to which a total of 1,325 nurses, medical technicians, doctors, and administrative staff in 34 healthcare organizations answered over two months from June to August 2015. The study also utilized a 'structural equation model,' and a 'hierarchical linear model' to conduct the analysis. Results: It was first found that ethical leadership, ethical management systems, and organizational ethics values, which are the three factors of ethical management, had significant influence on organizational commitment, and behavior. These are the three factors of employee organizational effectiveness. Second, ethical management, ethical leadership, ethical management systems, and organizational ethics values had significant influence on positive psychological capital. Third, positive psychological capital had significant influence on organizational commitment, turnover intention, and organizational citizenship behavior. Positive psychological capital presented an indirect effect on the relationship between the ethical management and organizational effectiveness of employees. The effect of positive psychological capital consisting of self-efficacy, hope, resilience, and optimism was confirmed in the healthcare organizations. Fourth, in relations among ethical management variables, ethical leadership showed a significant impact on ethical management systems, which had significant impacts on organizational ethics values, which had significant impacts on ethical leadership.

• Information Systems Review
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• v.1 no.1
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• pp.3-10
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• 1999

• The Journal of Information Systems
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• v.22 no.1
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• pp.89-116
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• 2013

The influence factors on the development of information technology(IT) infrastructure for knowledge management(KM) were not empirically investigated and identified. This study empirically examines the relationships among strategic performance measurement systems(SPMS), organizational learning, the strategic alignment of business strategy with information systems(IS) strategy, which is the necessary condition to provide the kinds of knowledge required for the successful realization of business strategy, and the active construction of IT infrastructure for KM. This study demonstrates that SPMS directly affects the organizational learning, with which the members of an organization acquire the types of knowledge about strategic goals or objectives and the ways attaining these goals, and indirectly influences the IS strategic alignment through organizational learning. Thus, the alignment between business strategy and IS strategy can be facilitated and activated by the adoption and implementation of SPMS. According to the results of this study, it is observed that the IS strategic alignment and organizational learning positively affect the activation of the development of KM IT infrastructure in a firm. The results of this study also shows that the construction of KM IT infrastructure, which supports the realization of KM activities, such as knowledge creation, transfer and sharing, can enhance the strategic position of a firm, and the intensified competitiveness of a firm can lead to the improvement of performance.

• International Journal of Computer Science & Network Security
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• v.23 no.10
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• pp.11-20
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• 2023

The primary aim of this study is to investigate the influence of Service Provider Quality (SPQ), System Quality (SQ), Information Quality (IQ), and Training Quality (TQ) on the interconnected aspect of organizational performance known as growth and development (GD). The study examined the influence of information systems (IS) on organisational performance and provided a theory-based technique for conducting research. The theoretical foundation for this study is derived from the widely employed [1]. IS success model in information systems research. The study's framework incorporates several novel elements, drawn from a comprehensive review of both recent and earlier literature, which researchers have utilized to evaluate the dimensions of [1]. In this study, we collected data from a diverse group of 348 individuals representing various industries through a web-based questionnaire. The collected data were subjected to analysis using SPSS. We conducted a multiple regression analysis involving 15 factors to assess several hypotheses regarding the relationship between the independent construct IS effectiveness and the dependent construct organizational performance. Several noteworthy descriptive statistics emerged, which hold significance for management. The study's findings strongly indicate that information systems exert a significant and beneficial influence on organizational performance. To sustain and continually enhance organizational effectiveness, the study recommends that managers periodically scrutinize and assess their information systems.

• Asia pacific journal of information systems
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• v.12 no.3
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• pp.115-133
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• 2002

The past research have suggested that the Inter-Organizational E-Commerce based on the Inter-Organizational Systems(IOSs) has direct impact on the Inter-Organizational Relationships(IORs) in general. Considering the importance of this issue, however, few empirical research have been conducted. The objective of this study is to examine the impact of the level of Inter-Organizational E-Commerce on the performance of IORs in particular. Reviewing the literature, we suggested a research model and developed ten hypotheses to be tested. We conducted a survey and collected data from 125 companies which were using. EDI systems. The data were analyzed using LISREL 8.30. The major findings are: (1) The volume of E-Commerce has a positive impact on the commitment of trading partners. (2) High quality of information sharing and high degree of standardization improve the trust and the commitment between trading parties. (3) The trust and the commitment are critical precedent variables of cooperation. (4) The more partners cooperate each other, the more transaction cost will be reduced and as a result, the more financial performance will improve. A discussion on the result of the hypotheses test is followed by a discussion on the academic and practical implications of this study.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.3
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• pp.257-263
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• 2022

The objective of this study was to see how artificial intelligence applications affected organizational innovation in Jordanian commercial banks. Both independent and dependent variables were measured in three dimensions: expert systems, neural network systems, and fuzzy logic systems for artificial intelligence applications variable. Product innovation, process innovation, and management innovation for the organizational innovation variable. To achieve study objectives, a questionnaire was developed and distributed to a sample of one hundred fifty-three managers in Jordanian commercial banks, who were selected according to the simple random sampling method. Except for the neural network systems dimension, which comes in at an average level, the study indicated that there is a high level of organizational innovation and artificial intelligence applications. Furthermore, the findings revealed that artificial intelligence applications have a significant impact on organizational innovation in Jordanian commercial banks, with the most important artificial intelligence application being a fuzzy logic system. The study suggested keeping track of technological advancements in the field of artificial intelligence applications and incorporating them into banking operations by benchmarking with the best commercial bank practices and allocating a portion of the budget to technological applications and infrastructure development, as well as balancing between technology use and information security risks to ensure client privacy is protected.

• Asia pacific journal of information systems
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• v.22 no.2
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• pp.21-38
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• 2012

Until recently, successful implementation of ERP systems has been a popular topic among ERP researchers, who have attempted to identify its various contributing factors. None of these efforts, however, explicitly recognize the need to identify disparities that can exist between organizational information requirements and ERP systems. Since ERP systems are in fact "packages" -that is, software programs developed by independent software vendors for sale to organizations that use them-they are designed to meet the general needs of numerous organizations, rather than the unique needs of a particular organization, as is the case with custom-developed software. By adopting standard packages, organizations can substantially reduce many of the potential implementation risks commonly associated with custom-developed software. However, it is also true that the nature of the package itself could be a risk factor as the features and functions of the ERP systems may not completely comply with a particular organization's informational requirements. In this study, based on the organizational memory mismatch perspective that was derived from organizational memory theory and cognitive dissonance theory, we define the nature of disparities, which we call "mismatches," and propose that the mismatch between organizational information requirements and ERP systems is one of the primary determinants in the successful implementation of ERP systems. Furthermore, we suggest that customization efforts as a coping strategy for mismatches can play a significant role in increasing the possibilities of success. In order to examine the contention we propose in this study, we employed a survey-based field study of ERP project team members, resulting in a total of 77 responses. The results of this study show that, as anticipated from the organizational memory mismatch perspective, the mismatch between organizational information requirements and ERP systems makes a significantly negative impact on the implementation success of ERP systems. This finding confirms our hypothesis that the more mismatch there is, the more difficult successful ERP implementation is, and thus requires more attention to be drawn to mismatch as a major failure source in ERP implementation. This study also found that as a coping strategy on mismatch, the effects of customization are significant. In other words, utilizing the appropriate customization method could lead to the implementation success of ERP systems. This is somewhat interesting because it runs counter to the argument of some literature and ERP vendors that minimized customization (or even the lack thereof) is required for successful ERP implementation. In many ERP projects, there is a tendency among ERP developers to adopt default ERP functions without any customization, adhering to the slogan of "the introduction of best practices." However, this study asserts that we cannot expect successful implementation if we don't attempt to customize ERP systems when mismatches exist. For a more detailed analysis, we identified three types of mismatches-Non-ERP, Non-Procedure, and Hybrid. Among these, only Non-ERP mismatches (a situation in which ERP systems cannot support the existing information needs that are currently fulfilled) were found to have a direct influence on the implementation of ERP systems. Neither Non-Procedure nor Hybrid mismatches were found to have significant impact in the ERP context. These findings provide meaningful insights since they could serve as the basis for discussing how the ERP implementation process should be defined and what activities should be included in the implementation process. They show that ERP developers may not want to include organizational (or business processes) changes in the implementation process, suggesting that doing so could lead to failed implementation. And in fact, this suggestion eventually turned out to be true when we found that the application of process customization led to higher possibilities of failure. From these discussions, we are convinced that Non-ERP is the only type of mismatch we need to focus on during the implementation process, implying that organizational changes must be made before, rather than during, the implementation process. Finally, this study found that among the various customization approaches, bolt-on development methods in particular seemed to have significantly positive effects. Interestingly again, this finding is not in the same line of thought as that of the vendors in the ERP industry. The vendors' recommendations are to apply as many best practices as possible, thereby resulting in the minimization of customization and utilization of bolt-on development methods. They particularly advise against changing the source code and rather recommend employing, when necessary, the method of programming additional software code using the computer language of the vendor. As previously stated, however, our study found active customization, especially bolt-on development methods, to have positive effects on ERP, and found source code changes in particular to have the most significant effects. Moreover, our study found programming additional software to be ineffective, suggesting there is much difference between ERP developers and vendors in viewpoints and strategies toward ERP customization. In summary, mismatches are inherent in the ERP implementation context and play an important role in determining its success. Considering the significance of mismatches, this study proposes a new model for successful ERP implementation, developed from the organizational memory mismatch perspective, and provides many insights by empirically confirming the model's usefulness.