• The Journal of Information Systems
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• v.20 no.4
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• pp.49-72
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• 2011

Business Process Change(BPC) is regarded as a salient factor to improve an organizations' efficiency in the current fast-changing business environment. Despite the tremendous popularity and great potential, the field of BPC adoption is littered with remarkable failures. Consequently, there have been many studies that have tried to identify the environmental factors that lead to successful BPC. However, most of them have not considered the effect of the interaction between the environmental factors on BPC success. According to Klempa(1995), the fit between environmental factors of a company may have the impact on its BPC success. Under this background, this paper empirically examines the effects of the fit between the type of BPC and the organization's culture on the success of BPC. Organization's cultures, organizational learning, as well as knowledge sharing are the dominant causes that have impact on the innovation characters of organization. Whether an organization has safety-oriented homogeneous culture or it has the change-oriented heterogeneous culture may have impact on its implementation of BPC. Also the implementation of BPC may be affected by whether the organization adopts the improvement project which accompanies only small changes or it adopts the innovation project which leads to critical changes. Thus, we analyzed the effect of the fit between the organization's culture and its BPC type on BPC success by using the survey data collected from the companies that have adopted BPC. The findings presented in this paper show that the organization having heterogeneous culture practicing innovation project and the organization having homogeneous culture practicing the improvement project resulted in the excellent BPC success.

• Journal of Technology Innovation
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• v.23 no.4
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• pp.205-244
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• 2015

In response to the recent rapid technological and market changes, the importance of the design of ambidextrous organization has been increasingly emphasized as one of the dynamic capabilities. Firms that show a high performance in the rapid technological and market changes appear to design and implement ambidextrous organization successfully. They have achieved both exploitative competence for continuous innovation with product development and exploratory competence for discontinuous innovation with new market and new technologies. We have examined why and how to design and operate ambidextrous organizations and the effects of ambidextrous organizational characteristics on the performance from structural, contextual and leadership perspectives. We conducted case studies on 3 Korean firms that showed different characteristics of industrial product, company size, etc. Longitudinal case studies exhibit different processes of design and operating ambidextrous organization according to innovative strategy and industrial characteristics.

• Journal of the Korean Institute of Educational Facilities
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• v.16 no.4
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• pp.61-70
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• 2009

From the mid-1990s, the discussion on alternative schools began in earnest, and with the increasing interests in them, Korean parents' association of alternative education, KPAAE was launched formally in November, 2008. Among the alternative schools in the nation, thirteen urban alternative schools were studied and analyzed. The result indicated that they are being run by individuals and civic organizations with no approval and the facilities and spatial organization of the schools are poor, which is thought to be mainly due to financial reasons as well as the schools' educational goal that puts emphasis on experiences leading to utilize outside local facilities. With this background, the results from the analysis of the facility status and the spatial organization of urban alternative schools led us to understand the followings: First, it showed that per capita average of area of the urban alternative school is approximately 11.995m$^2$, less than 14N, the standard area of institutional schools. Second, depending on the form of facilities, the space of other facilities is shared to make up for insufficient space, and is utilized to a small degree and for multi-purposes. Third, the space reflects the disposition of subject students, and is located in the area with convenient traffic for students' attending the schools conveniently. Fourth, specialized space is run on the basis of educational goals, and the exploring of career and the improving of sociality are pursued through internship programs associated with local facilities. Thus, it is desirable for the minimum per capita area of the urban alternative school to meet 14N, the standard area of the institutional schools in order that the urban alternative school may overcome the spatial limitation and the financial hardship stemming from the practically difficult constructing of new buildings and the small scale operation, and it may make flexible use of the space, and the students may live their lives smoothly. Also, it is thought that for the activating of the urban alternative schools, the plans for utilizing various facilities associated with local facilities should be considered.

• The Journal of the Korea Contents Association
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• v.8 no.6
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• pp.175-185
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• 2008

This study would be research for correlations between ethical factors and company's competitiveness of small and medium enterprises thorough recognizing of important company ethic and approaching to them theoretically. This study has collected all information which small and medium enterprises around Seoul and Kyounggi province and employing more than 5, which 134- survey are used totally. Study reveals that firstly customer and social responsibility provide Positive effects on the organization Dust, secondly CEO's views serve those positive effects as well, thirdly it is not preyed that ethical capacity of company have a positive effect on organization trust. Fourthly, organization trust has good effects on competitiveness of product and price. This results lead to some suggestions as follows. First of all, company should serves systemized value to customers and their societies. For that, it is necessary to analyse their needs and to reflect them into corporate management to build close relationship with customers and reliable marketing activities, efforts to enhance corporate images. This chain of work can make employees feel proud themselves. Secondly, supervisors including CEO should set the pace with high-consensus for ethical behaviour. Thirdly, ethical factors should be improved for improving organization trust simultaneously. Every customer, no matter they are inner or outer, should have highly required ethical understandings for their networks. Furthermore, they have to enhance organization trust and to strengthen company competitiveness through stimulating employee's courages and contribution.

• Journal of Technology Innovation
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• v.27 no.3
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• pp.27-52
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• 2019

This research studied the determinants of private R&D investment by examining the innovation strategies of 481 small and medium enterprises (SMEs, their employee size is 5 or more and less than 300) in Busan, South Korea. The data is derived from the Technology Survey of Small and Medium Enterprises in 2001 and 2003. Three explanatory variables for the innovation strategies are the R&D portfolio, the organization (personnel) for R&D, and the strategic role of CEO for innovation. The technological levels of industries are controlled in the linear regression model. The dependent variable is the total private R&D investment of a firm in the given fiscal year. The empirical results indicate that the private R&D investment positively correlates with the complexity of the R&D portfolio, the formal organization for R&D team, and the increase of R&D personnel. The formal organization for R&D team and the number of R&D personnel are correlated with the increase of private R&D investment across the four groups in the manufacturing sector but not in the service sector. These findings suggest that the innovation policy needs to target firms who have complex R&D portfolios, the formal organization of R&D teams, and sufficient R&D personnel in order to increase the private R&D investment of SMEs in regions, with consideration of industrial characteristics.

• Journal of the Korean Institute of Rural Architecture
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• v.12 no.2
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• pp.1-12
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• 2010

The results of Change of Space Organization of Nagan Eupsung are as follows. There was no castle when Nagan folk village was built and it was merely small village arranged centering around road, but as it was emphasized as a point of strategic importance, castle wall was built and the government office and military facilities were established. In the late period of the Joseon Dynasty, as central power was weakened and its importance as a strategic point was declined, private houses outside the folk village were extended to the inside of castle. The whole structure of the village was not greatly changed through the modern society, but disappearance of village components and change of its basic structure like destruction of the castle were continued not to be restored to the former condition spontaneously. It was considered that it was caused by social demographic characteristics of the folk village which was deteriorated and environmental factors that it was changed into sightseeing place.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.6
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• pp.99-106
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• 2015

This is a case study on organizational learning with action learning. It targets B industry belonging to Shoe manufacturer. We apply action learning techniques as consulting skills to promote the organization of specific learning activities. Action Learning solves the challenges faced by the company with the ability to enhance the member while participating in the program. Therefore, it is a good methodology to overcome the uncertainty environment. Through a case study, in the maturing process of a learning organization can see the conditions that are necessary for the ongoing maintenance of that identity, organizational learning activities. Findings to the continued operation of the enterprise learning organization suggest the establishment of a learning organization, and direction and strategic importance. Systems and learning environments should be built and then repeat the process of practice to master the new learning organization. It suggests to learn a new organizations operating methods that require repetition of the course of action.

• Journal of the Korean Professional Engineers Association
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• v.15 no.3
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• pp.49-60
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• 1982

In Korea small-medium companies constitute 96.7% of all of the mining and manufacturing industries, about 34.2% of the total production of value added business, an average of 34.8% of #he actual export of industrial goods, and 49.4% of employment at the end of 1980. Now then small-medium industry companies organization style constitutes 82.1% of private companies and 82.7% of the total on an small scale under 49 persons in regular empolyees. Small-medium industry Companies have growing problems and bottle-necks in their physical conditions. Total Quality Control is contributed by small-medium industry company for more growth than present conditions. But now, Small-medium industry company do not use systematic application of Quality Control Method, the small-medium business company products quality is not better as compared with big business company. Specially, TQC is needed for Small-medium company for imperishable enlargement . In order to promote good will and the major stress of this paper is first of all on the problems of Quality Control, which covers the present states and derived problems of Quality Control, ill Korea Small-medium industry Companies. These are investigated and analyzed to insure the rational application of Quality Control to the Small-medium companies with a view of the establishment of the direction and systematic improving means of Quality Control application Model building for Korea Small-medium industry.

• Proceedings of the SAREK Conference
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• 2007.11a
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• pp.453-458
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• 2007

The importance of the evaluation and verification of small-size cogeneration system has been emphasized because there is no KS-code related to the small-size cogeneration system. The evaluation method of small-size engine cogeneration system was investigated by the reference of Japan evaluation code, JIS B-8122 and international standard organization, ISO-8528. Evaluation method was introduced such as start-test, rapid-load-up and rapid-load-down, etc. The evaluation method was applied to the 300kW small-size gas engine cogeneration system newly developed. The precise and strict evaluation and verification of the system will help the developing cogeneration system to optimum condition. It will also be a base document of KS-Code.

• Management & Information Systems Review
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• v.17
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• pp.359-380
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• 2005

The aim of this study is to find out what kind of effect the management system of midium and small businesses like compensation, human resources management approach, employee benefit and service programs and managers' leadership has on the company's image which is a nonfinancial outcome and on its sale price which is a financial outcome.