• Journal of Distribution Science
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• v.14 no.5
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• pp.39-50
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• 2016

Purpose - The purpose of this study was to substantiate the relationship between on-the-job training (OJT) characteristic factors and OJT outcomes and the moderating effect of the tie strength between a trainer and a trainee on the relationship. OJT characteristic factors were composed of a unit of work to be learned, trainee's motivation, trainer's ability, OJT design, and OJT support. OJT outcomes included job satisfaction and organizational commitment in the research. The tie strength means a sense of intimacy with a trainer. All of the OJT characteristic factors, OJT outcomes, and the tie strength were defined operationally as the perceived ones by a trainee. Research design, data, and methodology - This study analyzed the data of 302 employees in a domestic travel agency as early career for seven years or less. The main methods for the analysis were multiple linear regression analysis and moderating effect analysis. The whole process of the data analysis was conducted using the SPSS 21.0 for windows. Results - The results of the study are as follows: First, every five element of OJT, including unit of work to be learned, trainee's motivation, trainer's ability, OJT design, and OJT support, showed positive influence on OJT outcomes - job satisfaction and organizational commitment. Second, the tie strength between a trainer and a trainee was positively related with OJT outcomes. Finally, the strength of ties between the trainer and the trainee was found positively to moderate the relationship of a unit of work to be learned, OJT design, or OJT support, with OJT outcomes. However, the moderating effect of the tie strength was not significant statistically between the trainee's motivation or the trainer's ability, and OJT outcomes. Conclusion - In the study, it was demonstrated that every OJT characteristic factors have a positive contribution to job satisfaction and organizational commitment for early career employees. In addition, the study showed the need to pay attention to improve the quality of relationships between trainers and trainees, in order to increase the impact of a unit of work to be learned, OJT design, and OJT support. These findings suggest the implications in the three factors as external factors that constitute OJT. The three factors are made by HRD practitioners who are involved in design and operation of the program as well as their interventions to improve the quality of the relationship between trainers and trainees. On the other hand, it was demonstrated in the research that trainee's motivation and trainer's ability, regardless of their tie strength, have a direct impact on OJT outcomes by itself. Moreover, the trainee's motivation and trainer's ability are intrinsic characteristics, rather than external factors that constitute OJT. Therefore, they are unlikely to be changed by HRD practitioners' interventions. In conclusion, it was argued in the research that the trainee's motivation and trainer's ability should be a consideration in selecting and matching partners in OJT participants before starting OJT.

• Journal of Distribution Research
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• v.13 no.1
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• pp.79-96
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• 2008

This research has the goal of model presentation which explains the mediating role of the salespeople-related variables(customer orientation, job satisfaction, and organizational commitment) and the customer-related variables(service quality, service value, customer satisfaction, and customer loyalty) on the market orientation's effect on the performance. We collected survey data from 152 shop managers working in the department-store. In the result of final analysis, all 12 hypotheses are supported with statistically significance. The market orientation of firm increases the salespeople-related variables(customer orientation, job satisfaction, and organizational commitment), and the salespeople-related variables increase the customer-related variables(service quality, service value, customer satisfaction, and customer loyalty). Finally, customer loyalty increases the performance. This research has the contribution of explanation which shows the mediating role of the salespeople-related variables(customer orientation, job satisfaction, and organizational commitment) and the customer-related variables(service quality, service value, customer satisfaction, and customer loyalty) on the market orientation's effect on the performance. According to the result of this research, firms have to focus on the market orientation and understand the role of salespeople-related variables and customer-related variables on the process between the market orientation and the performance.

• Information Systems Review
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• v.6 no.1
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• pp.1-18
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• 2004

In 1990s, many organizations recognized the ERR system as a key enabler of business strategic accomplishment and it can improve productivity and efficiency of organizations by integrating and managing enterprise resources. These organizations tried to implement the ERP system to hold the competitive advantage. And the ERP system leads to business process reengineering. So it is important to consider both organizational environmental characters and change management in the ERP implementation process. This study is examined in detail about organizational environmental characters and change management in the ERP implementation process, seeks how the difference of these factors related to the ERP success. The sampled companies implemented the ERP system by using the different ERP implementation approaches. This study provides that the ERP implementation approach differs from organizational environmental characters, and change management tactics are different according to the ERP implementation approaches. But, some change management factors are important regardless of the ERP implementation approaches. This study also provides the effects on EPR performance through the change management. The study is of service to the organizations implementing ERP and provides practical contribution for managing organizational changes.

• Korean Journal of Construction Engineering and Management
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• v.20 no.1
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• pp.73-85
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• 2019

Since the beginning of a new century, many Korean construction and engineering companies are facing a very dynamic and fast changing business environment which includes severe competition, higher risk, economic depression, declining revenues and profits, etc. In order to cope with these challenges, they need to secure special capabilities to actively adapt to the paradigm changes. One of those capabilities could be project management capability which allows us to manage organizational resources dynamically and integratively based on project portfolio management concept. The objective of this study is to investigate how the dynamic capability of a project-based organization to control the resource affects the firm performance and the competitive advantages. Data was collected from the construction and engineering companies in South Korea by using survey questionnaire, and analyzed for empirical tests by using statistical methods such as structural equation modelling and path analysis. The results showed that the organizational resources, if they had the VRIN characteristics, would have positive impacts on creating the dynamic capabilities for project organization. In turn, the dynamic capabilities of a project organization would have impacts on improving business performance and creating competitive advantages. Also, it was found that the organizational resources may have direct impact on business performance and competitive advantages. The academic contribution of this study is that it attempts to integrate resource based view and the dynamic capability theory about creating competitive advantages for project based organization. This study also provided practical implications to the companies in construction industry by showing how to use organizational resources strategically to create competitive advantages.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.7 no.1
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• pp.73-86
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• 2012

This paper explains the contribution of international learning to the business performance through strengthening the international learning capability of the organization. This is consistent with the previous literature that the organization's international experience is an important determinant of the international performance and the learning capability, strengthened through organizational learning, contributes to the business performance. In addition, this paper analyzes the characteristics of international learning of a venture business, which has actively pursued internationalization, by categorizing exploitation and exploration. An important result is that the small-sized venture firm, which is weak in internal resources compared with large firms, utilizes partner network more actively to accumulate international experience by exploration. We can then confirm that this international experience strengthens learning capability and gives positive effects on the business performance.

• Information Systems Review
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• v.7 no.2
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• pp.183-194
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• 2005

This study validated the strategic alignment approach for e-Transformation of the traditional firm through the case analysis of e-Transformation practices performed in Pulmuone Inc., which had been managed and operated in a traditional mode. The e-Transformation approach identified in this study was focused upon the strategic alignment among 4 domains of business strategy, organizational infrastructure and processes, IT strategy, and IT infrastructure and processes, and was performed in the following process: 1) developing IT strategy to perform business strategy, 2) building IT infrastructure and processes to support IT strategy, and then 3) transforming organizational infrastructure and processes based on IT infrastructure and processes. The theoretical implication of this study is to empirically verify the Strategic Alignment Model hypothesized by Henderson and Venkatraman(1994) through the case analysis on e-Transformation of Korean traditional firm, and the practical contribution is to provide a feasible and effective guideline in carrying out e-Transformation of the typical traditional organization.

• The Journal of the Korea Contents Association
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• v.14 no.5
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• pp.309-321
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• 2014

Existing research indicates that job design influences not only a worker's psychological well-being but also the individual and organizational performance. This study has been motivated by the need to provide useful implications for increasing the efficiency of business operations. The purpose of this research is to investigate the relationships between job characteristics and performance factors in the domestic financial industry. The conceptual framework has been developed based on Hackman & Oldham's job characteristics model and the related literature. We conducted a survey of employees in the domestic financial firms to test the conceptual model and hypotheses, and analyzed the data using the structured equation modeling method. The results of the empirical analysis indicate that the variety and autonomy of a job positively affect corporate innovation, confidence, and job satisfaction and that corporate innovation and job satisfaction positively influence job commitment. This research designed to examine the relationship between job characteristics and organizational performance will make a contribution to the improvement of business efficiency in our society.

• The Journal of Information Systems
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• v.13 no.2
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• pp.225-240
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• 2004

The most critical problem of MIS evaluation is the lack of the systematic framework to cover various factors and viewpoints. To solve this problem, this study takes the multi-level and contingent approach to performance evaluation, composed of three levels: evaluating the contribution of MIS to an organization [strategy level]; evaluating the activities of MIS department or MIS function as an organizational sub-function through the overall MIS lifecycle [function level]; and evaluating the quality or productivity of the application systems as MIS outputs [system level]. Ideal MIS evaluation should include all three levels of the hierarchy with balanced importance. However, MIS evaluationcanbedividedintothreetypes,suchasstrategy-oriented, function-oriented and system-oriented evaluation, depending on the focus and emphasis of evaluation. The usage pattern of each evaluation type is analyzed according to contingent variables of MIS evaluation such as MIS maturity, information intensity and firm size, and top management's intent. It is also found that the firms of higher MIS maturity and top management's intent use the strategy-oriented evaluation type, and the firms with strategy-oriented evaluation type show a higher MIS performance. Further, MIS maturity and top management's intent show contingent effects between evaluation type and MIS performance. Some managerial implications can be drawn based on the results of the study. First, strategy-oriented evaluation of MIS is more important as many firms more often use information technology as a strategic weapon. Second, MIS performance varies with evaluation type. Therefore, the design of MIS evaluation framework should be done carefully in the strategic and managerial contexts. Third, firms are recommend to use a different evaluation type according to organizational characteristics such as MIS maturity and information intensity.

• Journal of the East Asian Society of Dietary Life
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• v.19 no.5
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• pp.827-835
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• 2009

Computing Technology implementation suggests a dramatic change in work or organizational environment. The study aims to examine how IT adoption affected employees' attitudes toward jobs and behaviors toward customers in restaurant operations. The employee attitudinal variables examined in the study included employees' perceptions on internal work motivation, general job satisfaction, and pride in organization, while positive employee behaviors were used to examine employees' behavioral changes induced by IT implementation. The study sampled employees of full-service and mid-scale restaurants. To test the relationships among the employees of full-service and variables proposed in the research model changed by the IT implementation, six hypotheses were proposed. This study is meaningful in making a progress in finding a support for a link between task perceptions and attitudes in organizational environment change. The practical contribution of this research lies in for restaurant owners or managers to obtain a better perspective of the technology adoption and implementation decisions.

• Journal of KIISE:Software and Applications
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• v.33 no.3
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• pp.267-276
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• 2006

IS 15504 and CMMI, etc are already proven models as a framework to improve the maturity of enterprise software development. However, these process maturity models can't present the detail and practical methods with which people can enhance the development competence and efficiency of an enterprise. Each company or organization should develop its own model or tailor the above models to make them suitable to its unique environment such as product or technology domain, scale of business or organization and cultural environment, etc for the practical application. This study introduces experiences that organizational and technical capability was reinforced based on our own process capability improvement model to improve software development strength in Samsung Electronics. We modeled our own improvement model which is expanded from IS 15504 against our experience. Our SPI model expanded its capability to organizational and technical issues including newly introduced capability level for evaluating its implementation. We expect that our study would give contribution for presenting industry experience and reference model for reinforcing software development competence.