• The Journal of Asian Finance, Economics and Business
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• v.8 no.8
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• pp.375-386
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• 2021

The purpose of the research was to explore the factors which affect service innovation in organizations and how the utilization of resources can improve organizational performance, and gain a competitive advantage by adopting numerous innovative practices. This study hypothesizes Service Innovation Readiness (SIR) to consist of Strategic Alignment favoring Service Innovation (SASI) and Empowering Structure for Service Innovation (ESSI), which regulate the organization's preparedness to adopt service innovation changes. Six dimensions were identified and analyzed to understand their effects on SASI and ESSI. A structured questionnaire on a 5-point Likert scale was used to collect data from the selected hospitals of Saudi Arabia. The research results contribute considerably to the subject matter by theorizing SIR and the complex variable settings essential for embracing SI. This research also provides some understanding of the service innovation management dimension through a complete assessment that measures the organization's readiness and attempts to direct organizations' efforts to achieve and sustain competitive advantage. The study conducted is unique in the current geographic limits and has explored numerous SI areas of an organization's readiness to adopt service innovation.

• Journal of Industrial Convergence
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• v.20 no.8
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• pp.15-23
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• 2022

This thesis investigated and studied the effect of CEO's values, consultant's competency, and value alignment with workers on the success and performance of strategic consulting. With 180 copies of data from the questionnaire, factor analysis, reliability and validity analysis were performed, and structural equations for the final research model were performed. As a result of the analysis, it was found that innovation performance and management capability had a significant effect on value consistency. It was confirmed that the value consistency had a significant effect on the degree of completion and utilization, and the degree of completion and utilization had a significant effect on satisfaction and contribution to management performance.

• Strategy21
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• s.30
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• pp.63-98
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• 2012

Northeast Asia has a multi-layered security structure within which major economic and military powers both confront one another and cooperate at the same time. Major regional powers maintain mutually cooperative activities in the economic sphere while competing one another in order to secure a dominant position in the politico-military arena. The multifarious threats, posed by the North Korea's nuclear development, territorial disputes, and maritime demarcation line issues demonstrate that Northeast Asia suffers more from military conflicts and strifes than any other region in the world. Specifically, major maritime security threats include North Korea's nuclear proliferation and missile launching problems as well as military provocations nearby the Northern Limit Line(NLL) as witnessed in the Cheonan naval ship and Yeonpyong incidents. The ROK Navy has been supplementing its firm military readiness posture in consideration of North Korea's threats on the NLL. It has performed superb roles in defending the nation and establishing the Navy advanced and best picked. It also has been conducive to defend the nation from external military threats and invasion, secure the sea lanes of communications, and establish regional stability and world peace. In order to effectively cope with the strategic environment and future warfares, the ROK Navy needs to shift its military structure to one that is more information and technology intensive. In addition, it should consolidate the ROK-US alliance and extend military cooperative measures with neighboring countries in the Asia-Pacific region. Evolved steadily for the last 60 years, the ROK-US alliance format has contributed to peace and security on the Korean peninsula and in the Northeast Asian region. In conclusion, this manuscript contends that the ROK Navy should strive for the establishment of the following: (1) Construction of Jeju Naval Base; (2) Strategic Navy Equipped with War Deterrence Capabilities; (3) Korean-type of System of Systems; (4) Structure, Budget and Human Resources of the Naval Forces Similar to the Advanced Countries; and (5) Strategic Maritime Alliance and Alignment System as well as Domestic Governance Network for the Naval Families.

• Management & Information Systems Review
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• v.6
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• pp.45-61
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• 2001

Among the changes of the management environments surrounding enterprises, one of the most important reasons that affect the organization management in the future would be the rapid development in the field of information technology(IT). And every company takes the speed to be important to maintain the competitive superiority of its own especially. To meet this kind of circumstances, the expectations to reorganize the business processes using the IT become higher. The IT is worth when the companies manifest their own potential powers by taking advantage of the it and when they evolve and apply the novel ways to the business as well. Even though they, therefore, introduce the information system to realize their strategic superiorities, it is difficult to achieve their initial aims. Moreover, in the phase of IT introduction, it is necessary to include the property of alignment between the IT and the conventional management fields containing the management strategy and the organization planning. In the case the company revolution by IT is carried out, the two facts we should note to maintain the alignment between the management strategy and the target of organization are as follows. First. it is required to share the common and underlying recognition on the IT between the chief executive officers(CEOs) and the system part. Second. it is important to exchange information with other companies by utilizing the IT.

• The Journal of Information Technology
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• v.6 no.3
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• pp.97-113
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• 2003

The efficient conduct of the win-win strategic alignment in leisure industry is the one of the best way to cope with current situation. The purposes of this study are to identify the change of theme park consumers' visit intention when theme park joins with the membership program(reduced price) & Reward program of Network marketing system. From this study, it was found as follows : First, Membership progeam(reduced price) affects the change of consumer's preference to theme park.($before\;12.6\%,\;arter\;49.1\%$) Second, Network Marketing(reduced price + win-win rewards program) affects the change of consumer's preference to theme park.($before\;12.6\%,\;arter\;77\%$)

• Korea Journal of Hospital Management
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• v.13 no.2
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• pp.1-19
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• 2008

BSC(balanced scorecard) is expected of the effective integrated tool of the management problem such as links of the management vision, the strategy, and the business scheme. This study discusses the recent development and problems of hospital BSC practices in in several countries. First, the article discuss the recent development and problems of hospital BSC implementation. Second, we review the links of strategic alignment with hospital's strategy and BSC on weight design, organizational culture and hospital performance. Finally, we explore hospital BSC framework that clarified easy to understand integrative approach to hospital BSC research using contingency theory model.

• SUVANNABHUMI
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• v.16 no.1
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• pp.205-228
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• 2024

The ASEAN and ROK have played a crucial role in fostering regional peace and economic development. Nevertheless, the recent strategic competition between the US and China has turned the region into a contested arena. The relationship faces challenges due to the ROK's growing alignment with the US, prompting a rising interest in minilateralism as an alternative collaboration model. This paper scrutinizes the impact of ROK's foreign policy behavior, with a focus on minilateralism as a preferred cooperation model with ASEAN. The study centers on BIMP-EAGA, investigating its effectiveness in sustaining collaboration amid geopolitical rivalry. The paper concludes that BIMP-EAGA, as a manifestation of minilateralism, serves as an alternative platform for ROK and ASEAN cooperation. However, the study reveals that the implementation of BIMP-EAGA falls short of expectations. This paper emphasizes the need for greater subregional focus and comprehensive coverage of BIMP-EAGA to truly reflect the shared interests of ASEAN member states.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.6
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• pp.69-80
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• 2015

This can be promoted collaboration environment for the system and the system is very important for competitiveness, it is equipped. If so, could work in collaboration with members of the organization to promote collaboration what factors? Organizational collaboration and cooperation of many people working, or worth pursuing common goals by sharing information and processes to improve labor productivity, defined as collaboration. Factors that promote collaboration are shared visions, the organization's principles and rules that reflect the visions, on-line system developments, and communication methods. First, it embodies the vision shared by the more sympathetic members are active and voluntary participation in the activities of the organization can be achieved. Second, the members are aware of all the rules and principles of a united whole is accepted and leads to good performance. In addition, the ability to share sensitive business activities for self-development and also lead to work to make this a regular activity to create a team that can collaborate to help the environment and the atmosphere. Third, a systematic construction of the online collaboration system is made efficient and rapid task. According to Student team and A corporation we knew that Cloud services and social media, low-cost, high-efficiency services could achieve. The introduction of the latest information technology changes, the members of the organization's systems and active participation can take advantage of continuing education must be made. Fourth, the company to inform people both inside and outside of the organization to communicate actively to change the image of the company activities, the creation of corporate performance is very important to figure. Reflects the latest trend to actively use social media to communicate the effort is needed. For development of systematic collaboration promoting model steps to meet the organizational role. First, the Chief Executive Officer to make a firm and clear vision of the organization members to propagate the faith, empathy gives a sense of belonging should be able to have. Second, middle managers, CEO's vision is to systematically propagate the organizers rules and principles to establish a system would create. Third, general operatives internalize the vision of the company stating that the role of outside companies must adhere. The purpose of this study was well done in collaboration organizations promoting factors for strategic alignment model based on the golden circle and collaboration to understand and reflect the latest trends in information technology tools to take advantage of smart work and business know how student teams through case analysis will derive the success factors. This is the foundation for future empirical studies are expected to be present.

• Journal of Distribution Science
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• v.12 no.12
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• pp.83-92
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• 2014

Purpose - A business ecosystem refers to mutually dependent systems interconnected by a loose foundation of various ecosystem members such as customers, suppliers, partners, and other stakeholders. The ecosystem-based strategy attempts to achieve competitive advantage for firms by enriching a business ecosystem or building a sustainable business ecosystem through the collaboration and co-evolution of its members. A sustainable business ecosystem is a source of competitiveness for firms anda manageable resource for gaining a competitive advantage. Customers represent the core membership of the business ecosystem and play a pivotal role in building a sustainable business ecosystem. This study examines the effects of customer participation on economic and social value in the business ecosystem and suggests a course of action for building a sustainable business ecosystem. Research design, data, and methodology - Two business cases of South Korea are selected from two different business types: business-to-business (B2B) and business-to-customer (B2C) firms. Business ecosystems for B2B and B2C firms reflect contrasting characteristics. Data was collected from in-depth interviews with four representatives of four firms. Results - The study suggested seven propositions for the relationships between customer participation and a sustainable business ecosystem through multiple case studies based on in-depth interviews. The results reveal the following four strategic actions for building sustainable business ecosystems based on the suggested propositions: alignment, systemization, socialization, and co-evolution. Alignment refers to achieving a harmonic balance or virtuous circle among the firm's mission, investment, and value creation. Systemization refers to building and implementing management and infrastructure systems rooted in the corporate culture. Socialization of customers in the business ecosystem reinforces the harmony or virtuous cycle. Finally, co-evolution is associated with the relationship between firms and customers as buyer firms in a restricted business ecosystem. Conclusions - This study considers multiple cases for the execution of a sustainable business ecosystem in collaboration with customers and suggests seven propositions and four strategic actions. The results are based on qualitative data from interviews with business associates from two firms in an open business ecosystem and two firms in a restricted business ecosystem, both in South Korea. Our research results regarding two contrasting business ecosystems shed light on business issues and policy making in Asian business environments, which are in the transition stages from a traditional conglomerate-driven to an inclusive growth-driven economy. The business ecosystem itself should be considered a manageable resource for firms' competitive positions in the market. A customer is a member of the business ecosystem and should thus be viewed not only as a purchasing entity and an object of relationship management but also as a co-creator of value. Therefore, firms should collaborate with customers to build sustainable business ecosystems. For this, firms must create social value, which cannot be created by customers alone, within the business ecosystem. Then, customers participate in a business ecosystem and build it to be favorable to them. Implications for academics and practitioners were suggested.

• Journal of Digital Convergence
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• v.9 no.5
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• pp.235-251
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• 2011

Despite the increasing importance of information technology in firms, the extent to which IT governance are established varies widely across the firms. To perform desirably the role of IS needed in most companies, high level of IT governance and the effective management should precede. However, the impacts of such activities and management on the IT governance have not been empirically examined in depth until now. Thus, building on the theory of governance and the institutionalization, the research model and the hypotheses of the study were formed and then empirically tested. The study used a survey of senior IT managers from 108 firms in order to examine hypothesized relationship among the following constructs: strategic alignment, IT governance committee, IT planning, EA, PMO, SLM, IT compliance, incident management, IS effectiveness, visibility, and corporate performance. A structural equation model is developed by using LISREL to assess the relative effects and interrelationship among these constructs. The results show that strategic alignment has positive influence on IT governance committee and IT planning. IT governance committee, IT planning, SLM, incident management from IT governance activities have positive effects on IS effectiveness, whereas IT compliance has a negative effect on IS effectiveness. Visibility is positively influenced by IT planning, EA, SLM. IT compliance, and both IS effectiveness and visibility have positive effects on corporate performance.