• The Journal of Economics, Marketing and Management
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• v.12 no.4
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• pp.65-76
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• 2024

Purpose: This study aims to identify the relationship between SMEs' digital transformation capabilities, smart factory utilization, and management performance. It also aims to suggest how companies strategically utilize smart factories to achieve a competitive advantage and sustainable growth through empirical analysis of differences in innovation resistance and organizational characteristics. Research design, data, and methodology: This study Implement for SME's building smart factories did. The survey was conducted for 90days from October 1st, 2023 to December 31th, 2023. Total of 210 surveys were collected, and 186 surveys, excluding ones with missing value and outliers (64 surveys), were used. Results: The results of the empirical analysis based on previous research are as follows. First, digital transformation capabilities such as digital technology, digital leadership, and digital strategy affect smart factory utilization. Second, smart factory use affects operational performance. Third, innovation resistance has a moderating effect in the relationship with digital transformation capabilities, smart factory utilization, and management performance. Fourth, organizational characteristics have a moderating effect in the relationship with digital transformation capabilities, smart factory utilization, and management performance. Conclusions: Explore strategic ways to improve your organization's digital transformation capabilities. It is necessary to establish a strategy to make organizational members aware of the necessity and importance of introducing a new system through centralization of the organization.

• Journal of Korean Society for Quality Management
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• v.51 no.2
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• pp.263-282
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• 2023

Purpose: This study aimed to examine the impact of FSSC 22000 food safety management system characteristics on the business performance of food-related companies and to verify the mediating effect of organizational capabilities in the relationship between them. Methods: To achieve this, a survey was conducted among employees of food companies in Seoul and the metropolitan area that have implemented the FSSC 22000 food safety management system, and the following main results were derived. Results: First, the FSSC food safety management system factors, such as measurement/analysis and improve- ment, documentation, management responsibility, and service and product realization, were found to have a significant positive (+) impact on organizational capabilities. The relative impact was in the order of measurement/analysis and improvement, documentation, management responsibility, and service and product realization. Second, organizational capabilities were found to have a significant positive (+) impact on business performance. Third, the FSSC food safety management system factors, such as measurement/analysis and improvement, management responsibility, resource management, and documentation, were found to have a significant positive (+) impact on business performance. The relative impact was in the order of measure- ment/analysis and improvement, management responsibility, resource management, and documentation. Fourth, the factors of management responsibility, resource management, measurement/analysis and improvement, and documentation, excluding resource management factors, were found to have a positive impact on business performance through the mediation of organizational capabilities. Conclusion: The results of this study may provide important implications for the implementation and efficient operation and management of the FSSC 22000 food safety management system in enhancing the business performance of food-related companies.

• Journal of Korea Society of Industrial Information Systems
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• v.25 no.4
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• pp.65-81
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• 2020

This study examines the effects of the organizational and individual capabilities on employee' job satisfaction and work performance. The proposed research model and developed hypotheses were tested using structural equations modeling based on data collected from 243 care team members (doctor and nurse) in hospitals with more than 500 beds in South Korea. The results of study confirm the positive effects of organizational capabilities on job satisfaction and work performance, but individual capabilities did not significant effects on job satisfaction. In addition, there is a positive relationship between job satisfaction and work performance. The study provides valuable insights to hospital top management and administrators, institutions, and policy-makers about the importance of developing organizational and individual capabilities.

• The Journal of Information Systems
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• v.10 no.2
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• pp.165-192
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• 2001

Knowledge Management (KM) is the systematic, explicit, and deliberate building, renewal, and application of knowledge to maximize an enterprise's knowledge-related effectiveness and performance from its knowledge assets. KM applies systematic approaches to find, understand, and use knowledge to create new capabilities, solve problems, enable superior performance, and encourage innovation. The purpose of this research is to identify the relationship of KM capabilities (KM infrastructures and KM processes) and organizational effectiveness and performance. An empirical research of the relationship of knowledge management capabilities and organizational effectiveness and performance is conducted from the information systems and knowledge management literature in order to access the following questions: (1) Does the knowledge management infrastructure contribute to the organizational effectiveness and peformance? (2) Does the knowledge management process contribute to the organizational effectiveness and peformance? The research design employs a mail survey questionnaire for gathering data from 500 firms in a number of industries. From a mail survey of 61 top managers of knowledge management, the results of empirical analyses provide the following major findings: (1) While the external effectiveness of organization is influenced by the cultural infrastructure of knowledge management, the overall performance of organization is influenced by the structural infrastructure of knowledge management. (2) While the external effectiveness of organization is influenced by the application and protection processes of knowledge management, the overall performance of organization is influenced by the knowledge acquisition process of knowledge management.

• The Journal of Economics, Marketing and Management
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• v.12 no.4
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• pp.51-64
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• 2024

Recent studies have introduced that digital transformation positively impacts firm performance. However, research on the relationship between organizational capabilities or attitudes as antecedents or situational variables for successfully driving digital transformation remains limited. Therefore, this study aims to systematically analyze how dynamic digital capabilities and the mutual relationships between organizational members' digital acceptance influence firm performance throughout the process of driving and achieving digital transformation. Research design, data, and methodology: This study developed the concepts and measurement items for each variable based on prior research. A survey was conducted with 258 companies participating in mini clusters within industrial complexes across the county. The data was analyzed using a structural equation model with the AMOS software package. Results: Based on existing literature, hypotheses were formulated regarding the causal relationships among variables, and analysis was conducted. The results indicate that digital transformation and employees' technological acceptance play a mediating role in the relationship between dynamic digital capabilities and firm performance. Specifically, the organization's dynamic digital capabilities enhance both digital transformation and technological acceptance. Moreover, digital transformation leads to higher firm performance when technological acceptance is high. Conclusions: This study has shown the importance of enhancing dynamic digital capabilities as a prerequisite for driving digital transformation and highlighted the significance of organizational members' perceptions and attitudes toward information technology. Particularly, through detailed causal analysis among the specific items of each variable, insights were gained for both academic and practical applications.

• Asia pacific journal of information systems
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• v.32 no.1
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• pp.151-167
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• 2022

This paper is motivated by social influence theory implying the multilevel nature of knowledge management (KM) in an organization. Organizational knowledge is generated and distributed by individuals from different groups across organizational boundaries. Its transfers are supported by IS/IT practice, i.e., the individual and collective use of the technology available in the organization. I propose a multilevel perspective to explain how IS/IT practice supports multilevel KM capabilities to manage organizational knowledge successfully and how the effectiveness of multilevel KM capabilities expands into the improvement of multilevel task-related organizational performance. The multilevel KM theory extends the knowledge-based view of the firm by describing the dynamic process through which strategic values of knowledge are generated by IS/IT practice across the organizational levels. This paper also discusses multilevel insights on the strategic value of organizational learning based on the social context of organizations.

• Journal of the Korea Management Engineers Society
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• v.23 no.4
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• pp.49-72
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• 2018

Before the financial crisis of 1997 in Korea, many industrial sectors across the country have achieved remarkable economic growth since the 1970s because of the development of large-scale equipment industries such as civil engineering, steel, construction and chemical industries. However, after the financial crisis, the economic growth rate has slowed down. Also, the global recession and the rise of China in the global business environment have led to a long-term recession in the national industry as a whole. In current economic environment, it is not easy for the companies even having excellent resources to continue its competitive advantage. Moreover, the chemical industry, which has an influence as a basic industry of other industries, misses the point of transformation into a high value-added industry, as shown in previous research. In order to meet the rapidly changing global business environment, Korean chemical companies should have a dynamic capabilities which to rapidly reallocate and consolidate the resources and capabilities they possess. The dynamic capabilities to convert, rearrange and develop the resources possessed by the company in the direction of creating high added value and to promptly search for, absorb, transform and fuse newly required capabilities and resources should be continuously applied to Korean chemical companies. It is the core competence to secure competitive advantage. In order to secure the dynamic capabilities of the company, the dynamic capabilities of individual employees should be strengthened and employees should be able to demonstrate their own leadership so that they can proactively work and self-manage in a positive direction. Previous studies have focused mainly on the dynamic capabilities of firms. However, the competence of the human resources that make up the enterprise leads to the capabilities of the enterprise, and the human resources themselves are also important corporate resources. This paper focuses on the dynamic capabilities of individuals and strives to clarify the causal relationship between dynamic capabilities, self-leadership, and organizational effectiveness which have direct or indirect effects on management outcome. The reasons for choosing the chemical industry are based on the fact that a domestic chemical companies are in a long-term recession, and they lacks a innovation and value creation capabilities. Also, chemical industry has a large impact on the national economy.

• Journal of Digital Convergence
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• v.10 no.9
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• pp.59-72
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• 2012

The police, as an advance guard for performing governmental functions, should conduct their duties to protect lives, physical bodies, and properties in the nation against various kinds of crimes, prevent from a public risk by detecting a factor that can menace public safeguard and public order and suppress it when a risk factor occurs. Practically it is impossible to protect lives, physical bodies, and properties in the nationprovided that social stability is not taken as security. The roles of the criminal investigation police that take a countermeasure to prevent a risk in prior by detecting hindrance factor of social stability and process any occurred crime in conformity with pertinent laws could control a successful performance in each of the police activities themselves. The study assumes that the organizational capabilities of the criminal investigation police exercises a significant influence upon organizational concentration. In spite of the fact that it is natural that the organizational capabilities of the criminal investigation police exercises a significant influence upon organizational concentration, until now it is very deficient in studies of this field. It is a viewpoint that an organizational concentration would be improved when a capability of the organizational staff will be improved, they would have a targeting capability for sharing organizational goals and vision and a systematic capability would be supported by the dimension of the criminal investigation police. The study was aimed to deduce a developmental method for the criminal investigation police by conducting an analysis on the impact of the organizational capabilities of the criminal investigation police upon organizational concentration that it suggest method that the criminal investigation police will make a contribution for maintaining a social order.

• Journal of Korean Society for Quality Management
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• v.41 no.3
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• pp.355-369
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• 2013

Purpose: This study is about Lean-NPD (New Product Development). Lean-NPD is Pulip Line's New Product Development type. This study introduced Lean-NPD Definition, Case Study, and Research Model of Lean-NPD. Empirical results of this survey will be provide suggestions to workers. Methods: Researcher developed research model about Lean-NPD activities. And researched Lean-NPD. This study analyzed model fitness and path significant with SEM(Structural Equation Model). Results: Fitness of the research model was satisfactory level. Leadership capabilities and production operations were significantly influence marketing capabilities(t> ${\pm}1.96$). Organizational culture significantly affected marketing capabilities(t> ${\pm}1.96$). R&D capabilities and marketing competencies had significant influence on business performance(t> ${\pm}1.96$). Marketing capabilities had significant influence on quantitative management performance(t> ${\pm}1.96$). Outstanding leadership appear to directly affect Qualitative Performance(t> ${\pm}1.96$). Conclusion: Under the excellent leadership and management environment definite organic Lean-NPD organizational culture significantly affects the operation can be seen. Lean-NPD of operational activities to provide value to customers, customer-oriented marketing activities can be seen that more important than anything. Lean NPD based on customer needs is key factor of growth.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.1013-1020
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• 2021

This study examines the role of dynamic socio-emotional capabilities to increase proactive stakeholder engagement in family businesses. The research sample includes all furniture enterprises scattered in Jepara Regency sub-districts as many as 3,945 companies. The sampling in this research is purposive; as many as 210 respondents, 181 could be used. The sampling unit is the owners and managers, considering that most company owners are also company managers. This study examines how learning and supply chain management in the family business can be integrated to enable a set of resources and capabilities provided by the family to be developed to build closer relationships with stakeholders. The findings showed the importance of a family business's supply chain management perspective in the relationship between dynamic socio-emotional capabilities to mediate organizational learning to proactive stakeholder engagement significantly. Based on this study's results, companies can build dynamic socio-emotional capabilities through organizational learning to increase proactive stakeholder engagement. Dynamic socio-emotional capabilities proved to play a role as a mediator for organizational learning by family companies for proactive stakeholder engagement.