• International Journal of Quality Innovation
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• v.8 no.3
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• pp.1-10
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• 2007

A sample of Italian manufacturing companies was selected in order to verify the abilities and effects (relationships) of the management factors human resources, leadership and strategic planning on company performance. The Partial Least Squares (PLS) estimation method was used for analyzing the data collected, where the relationships between the management factors and performance were formalized by a Structural Equation Model (SEM). The analysis of the survey data showed unexpected result regarding the non significant direct relationship between Leadership and Performance. The effect of Leadership is obtained by an indirect relationship through Human Resources. The combination of Leadership and Human Resources has hence been identified as the management factors which have the highest impact on the performance of Italian industrial companies. Another interesting and unexpected result was that there was no significant impact of Strategic Planning on Performance. It seems that the leaders of Italian industrial companies have not understood that good strategic planning is a necessary condition for achieving excellence. So another improvement area is in fact Strategic Planning. This area should have the highest priority of any top management team and the focus should include how to establish a strong relationship between strategic planning and performance. No correlation between strategic planning and performance is a strong indication that something is wrong. It is not enough that Leadership is doing Strategic Planning-Leadership is also about studying and follow up on results in order to assure impacts on performance. This link seems to be missing in Italian industrial companies.

• International journal of advanced smart convergence
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• v.9 no.1
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• pp.121-131
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• 2020

We study empirically analyzes the relationship between the leadership styles and management strategies of executives perceived by members of small and medium venture companies through organizational performance through SPSS 24.0. The empirical results are as follows. First, the hypothesis that the strategic leadership of the one-level management team had a significant influence on the management strategy showed that strategic leadership (strategic direction, strategic control, maintaining effective organizational culture, ethical management, human resource development, competency development) The relationship between positive cost, strategy of differentiation, and strategy of concentration was positive. Second, the hypothesis 2 management strategy (cost advantage strategy, differentiation strategy, centralization strategy) was statistically significant for both organizational performance (financial performance and non-financial performance). Therefore, management strategy implemented by management acts as a factor to improve organizational performance. Therefore, the execution ability of management strategy should be strengthened. Third, hypothesis 3 (Strategic Direction, Strategic Control, Maintaining Effective Organizational Culture, Ethical Management, Human Resource Development, Competency Development) could be identified as an important role factor for financial and non-financial performance. The organizational performance of SMEs has been a key factor in the strategic leadership and management strategy implemented by management. Therefore, the establishment and implementation of various practical measures to upgrade this were continuously required.

• Journal of the Korea Society of Computer and Information
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• v.18 no.10
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• pp.183-192
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• 2013

This paper examines the impact of the strategic leadership of CEOs after M&A on resistance to change and on perceived performance. Most M&A research has focused on the strategic, financial and economic aspects, while studies on leadership and employee behavior have been limited. CEO leadership is critical to a successful M&A. Recently, strategic leadership has been attracting more attention. Strategic leadership can be defined as a person's ability to anticipate, envision, maintain flexibility, think strategically and to work with others to initiate changes that will create a viable future for an organization. It can also reduce resistance and improve perceived performance. So this paper used empirical studies from the IT industry after M&A.

• Journal of Korean Society for Quality Management
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• v.27 no.1
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• pp.1-17
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• 1999

To satisfy the needs of customers, firms must supply customers with products of high quality. This requires firms establish a quality management system which pursues customer satisfaction in a business strategy. Quality management must be connected with the strategic chain and the firm can obtain excellent performances only when top management leadership which places people over profit is exercised. The purpose of this study is to analyse whether elements of strategic quality management has any effect on quality and business performances. A questionnaire was used for the survey. In this study, it is showed that elements of strategic quality management(strategy, leadership, customer satisfaction, quality improvement activity, technological innovation, shop floor management, employee participation) are positively correlated with the quality and business performances. This tells firms have to carry out the strategic quality management effectively based on the strategic chain and emphasizing leadership.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.7
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• pp.613-623
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• 2021

This study aims to identify the effect of blue ocean leadership style on strategic decision making and it also aims to examine the mediating role of organizational politic and moderating role of emotional intelligence in the Government Link Companies (GLCs) in Malaysia. In order to achieve the objective of the study, a research framework had been developed to establish a relationship among the variables of the study based on resource-based view theory. Questionnaire method was used to collect the data form middle to top level employees in GLCs. All the items in the study's variables were assessed using the 5-point Likert scale. A stratified random sampling technique was used to identify the sample for this study. Data was derived from 135 middle to top level employees, which were involved in decision making process. The data was analyzed using the SPSS and the SmartPLS 3.0 software. This supplemented the theory surrounding blue ocean leadership styles and strategic decision making. The study also identified several avenues for further research by using different research methods and examining the impact of strategic decision making in different contexts.

• The Journal of Economics, Marketing and Management
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• v.8 no.1
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• pp.12-19
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• 2020

Purpose - Strategic causes for the failure include unrealistic growth, overexpansion, unfamiliar new markets, volume obsession, unrealistic promises and poor project selection. Organizational causes are insufficient capital and profits, lack of business knowledge, poor financial management, poor sales skills, inadequate marketing, poor leadership, poor leadership transfer, project losses, poor field performance and owner bankruptcy. Uncontrollable causes include industry and economic weakness and banking and surety changes. While helpful, the list provides insufficient clarity regarding the causal roots of failure. Research design, data and methodology - The research framework to organize the information involved with many of the recent and large failures in the industry. Results - This research then identified five dominant root causes - excessive egoism, poor strategic leadership, too much change, loss of discipline and inadequate capitalization. Conclusion - Finally, additional input from external forces may accelerate the firm's pace to failure. It is important on the development of diagnostic tools that are based on this model and that will provide new ways to assess a conglomerate's level of risk for incurring a financial crisis.

• Korea Journal of Hospital Management
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• v.4 no.1
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• pp.129-146
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• 1999

The overall objective of this article is to identify the strategic type of Korean hospitals in terms of Porter's framework and to examine differences in performance of the hospitals across strategic types. A survey was conducted through structured questionnaire for 739 hospitals in Korea and the data from 120 hospitals were utilized in the final analysis. Study results indicate that the most frequently used strategy was 'stuck-in-the-middle strategy'(26.7%), followed by 'focused cost leadership strategy'(24.0%), 'focused differentiation strategy'(20.8%), 'cost leadership strategy'(15.8%), and 'differentiation strategy'(13.7%). Overall, 'focused differentiation strategy' showed superior performance in terms of profitability of services, ability to retain patients and growth in revenue, while 'differentiation strategy' produced relatively low performance in general. Implications of these findings are also discussed.

• International Journal of Internet, Broadcasting and Communication
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• v.13 no.1
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• pp.123-133
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• 2021

We study confirmed the factors influencing the organizational culture(collective culture, development culture, rational culture, hierarchical culture) perceived by members of the organization and the manager's authentic leadership(self-awareness, balanced information processing, relational transparency, internalized moral perspective) on job crafting. In addition, the relationship between organizational culture and authentic leadership was empirically analyzed. In order to verify the hypothesis of the research model, the survey results of 269 parts were verified as follows using the statistical program of SPSS 24.0. First, the organizational cultures perceived by members of the organization, development culture and rational culture, showed positive (+) influence on job crafting. In other words, Hypothesis 1 established by the research model was partially adopted. Second, the group culture, development culture, and rational culture of organizational culture were statistically significant in the relationship between the hypothesis 2 organizational culture and authentic leadership. In other words, Hypothesis 2 was partially adopted. Third, the three hypotheses of authentic leadership (self-awareness, balanced information processing, relational transparency, and an internalized moral perspective) all showed positive (+) effects on job crafting. As a result of this study, it was possible to confirm the importance of the organizational culture that improves the job-crafting of the members of the organization and the strategic activation plan for authentic leadership. Therefore, the necessity of strategic human resource development for the development and application of programs to revitalize organizational culture and improve the manager's authentic leadership has emerged.

• Journal of Digital Convergence
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• v.11 no.10
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• pp.263-275
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• 2013

M&A is an important strategic decision made to ensure the competitiveness of companies and cases of M&A have been increasing in recent years. But the success of an M&A is not assured. In order to succeed, there should first be a well managed strategic leadership by the CEO and an integration strategy. Companies need also to overcome the resistance to change among members. A successful example of an M&A is that of LG Chem and Hyundai Petrochemical. By using this M&A as a case study, the influence of the CEO's Strategic Leadership, and the Integration Strategy on Resistance, Acceptance and Performance were assessed. For this study, research was conducted on CEO Strategic Leadership and Integration Strategy before members of LG Chem (DAESAN PLANT) were interviewed on the M&A's implementation by LG Chem's HR staff, management and members. The results show that CEO strategic leadership and the integration strategy are major change drivers and that they are important to the early stabilization of M&A companies. Finally, suggestions are made as to how such success may be replicated for other companies undergoing M&A in the future.

• Journal of Distribution Science
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• v.14 no.10
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• pp.81-91
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• 2016

Purpose - This study proposes a strategic model for the late mover to effectively penetrate an industry that is dominated by a leading company. Thus, this study presents strategic implications for several late movers in overcoming the advantages of the leading company. Research design, data, and methodology - This study begins with a literature review followed by the formation of a strategic model that consists of: Repositioning, Utilization of Competence, Strategic Leadership, and Innovation. Specifically, this research analyzes LG Electronics (LG) as an example and investigates how LG infiltrates and grows in the water purifier market, overcoming the advantages of the powerful leading company. Results - The major steps taken by LG are summarized into four. First, LG studied the market, which had been conventionally treated as a single market. To penetrate the market, LG founded a new, special market segment. Subsequently, LG further segmented the market, executing a marketing strategy for each segment. Second, the unbending will of top managers was a key factor that addressed the challenge persistently. Third, even though LG was the late mover in the water purifier market, it had several technology competences such as compressor, refrigeration cycles, and algorithms. LG had profound knowledge in technology and used it effectively. Fourth, LG created a premium market through three innovative and distinguished factors such as the stainless water tank, sterilization service, and luxury design. Conclusions - This research draws four key findings from the example of the late mover in the water purifier industry: the reestablishment of a strategic position based on environmental change is an effective strategy for the late mover; strategic leadership is an important motive to generate late mover performance; and the late mover can utilize its existing knowledge and resources to overcome the first mover, such as presenting new added value compared to existing products as an effective catch-up strategy. Consequentially, through the study of performance determinants and the market penetration strategy of the late mover, this research has significance in providing basic material for companies trying to penetrate the market.