• Journal of Digital Convergence
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• v.16 no.12
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• pp.579-591
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• 2018

The purpose of this research is to increase an understanding of social media users and construct a strategic, administrative foundation to measure the efficiency of communicating with them by validly classifying components of social media users' value expectation(VE). Reviewing prior research, in-depth interviews as qualitative research, pre-test and main survey as quantitative research are conducted. The result of quantitative research shows that social media users' VE was categorized in terms of utilitarian, hedonic, relational, self-evident, ethical, system functional, participative, self-ostentatious, and self-hiding perspectives. The significance of this study is as follows: 1) It views communication, psychology, marketing, media and etc. related fields from an integrated perspective. 2) It segments and categorizes social media users' VE from a practical perspective. 3) It contributes to constructing a foundation to predict, confirm, and manage social media users' attitudes from an administrative perspective. Thus, this research will aid future research on social media users' attitude using the constructed VE components as variables and future research that uses this as a basis to find media effects.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.3
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• pp.159-175
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• 2021

Business ecosystem is becoming more inclined towards platform ecosystem, which attracts multi-side participants based on digital technology. The burgeoning interest in digital ecosystem leads to the rapid rise of research. In this paper, we suggest a research agenda, focusing on the benefits of complementors in platform ecosystem. First, we outline the extant papers on benefits from platform to participants from economic perspective, strategic management perspective, technology management perspective, and economic sociological perspective to provide comprehensive understanding about platform ecosystem. Second, we suggest systemic framework to provide integrative insights on the the topic of benefit from platform to complementors- (1) open innovation view, (2) economic performance view, and (3) sociological view. Specifically, we focus on empirical studies that investigate the relationship between the benefits from platform and spillover effects on complementors based on various dataset. In addition, by reviewing the past empirical research, we suggest future research agenda and implications for policy in platform ecosystem.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.2
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• pp.115-123
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• 2018

This study is empirically intended to put forward the modeling and process improvement measures for the SCM capability in small venture firms. The findings are summarized as follows. There were strategic alliance, technological development and centralization in the modeling of strategic planning for supply chain, not the least of which is strategic alliance, followed by centralization and technological development. There were routing scheduling, network integration and third party logistics outsourcing in decision making, not the least of which was network integration. There were customer service management, productivity management and quality management in management control, not the least of which was quality management. And there were order management choice, pricing demand, shipment delivery and customer management in transaction support system, not the least of which was order management choice. As for the above-mentioned findings, to maximize the SCM capability and operate the optimized process in small venture firms, the existing strategic alliances can optimize the quality management and stabilize the transaction support system through the network sharing and integration from the perspective of relevant organizational members' capability and process improvement. And the strategic linkage between firms can maximize the integrated capability of information system beyond the simple exchange relation between electronic data, achieving a differentiated competitive advantage. Consequently, the systematization and centralization for the maximization of SCM capability, including the infrastructure construction based on the system compatibility and reliability for information integration, should be preceded before the modeling of the integrated capability for optimum supply chain and the best process management in the smart era.

• Information Systems Review
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• v.20 no.2
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• pp.87-110
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• 2018

This study reviews previous studies about the effects of RFID capabilities on strategic supply chain competence and business performance in the Chinese context. This study introduces a new perspective that measures the degree to which RFID capability levels contribute to business performance. Such an assumption is based on the fact that companies build their own capabilities through RFID capabilities and that these capabilities provide a competitive advantage for enterprises. Data on all sorts of logistics, distribution, and manufacturing companies that introduced RFID system in China were collected for data analysis. This study analyzes the structural equation modeling using Smart-PLS 2.0 program. This study confirms that internal reliability, convergent validity, and discriminant validity are satisfied. The hypothesis test result on the relationship between RFID capacity and strategic supply chain competence and strategic supply chain competence and company results is partially adopted. This study aids in establishing a RFID system construction strategy to enhance supply chain competence by suggesting guidelines for the successful introduction of RFID system through identifying the causal relationship between RFID capacity and strategic supply chain competence. This study also suggests the influence of RFID competency on visibility, agility, flexibility, and collaborations.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2001.10a
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• pp.111-115
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• 2001

A good business performance measurement system is an effective tool io sustained growth in profits. Although interest in creating performance measurement models is widespread, a well-designed system is rare. To be successful in today's competitive environment, a performance measurement system should incorporate strategic success factors and contain financial and non-financial measuring index to carry out strategic management. In the 1990s, Kaplan & Norton introduced a concept called the Balanced Scorecard. The Balanced Scorecard supplements traditional financial measures with criteria that measured performance from three additional perspectives - those perspectives of customers, internal business processes, and learning and growth. This paper presents five measuring index criteria for each perspective. To calculate the relative priority for These measuring index, we investigate weights investigated by interviews with management consultant. Then, AHP method is employed for calculating priority weight. Our evaluation model may be referred to as the Balanced Analytic Hierarchical Performance Model(BAHPM) in the sense that the analytic hierarchical scheme, along with the AHP, is applied. The BAHPM is the first kind of analytical model to cover a wide variety of measures. In comparison with previous evaluation models, our model shows strengths in structural flexibility, ease of incorporating feedback, group evaluation capacity, participation promotion, sensitivity analysis, and computational simplicity. A prototype based on the BAHPM can be applied to various industry sectors.

• Asian Journal of Innovation and Policy
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• v.5 no.3
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• pp.293-314
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• 2016

Patent information as a proxy measure of technological capability has been utilized to establish technological strategies of firms. It is important to monitor what competitors' plans for direction on research and development in the initial stage of new industry. Cancer metabolism has been considered as a beacon of hope for cancer research because it is anticipated that the research field will play a central role in developing effective cancer therapies. There is little attention given to understanding the status quo of organizational configurations. By utilizing network analysis, six sub-groups of cancer metabolism were categorized and the relationship between an individual field and participants were analyzed based on cluster and entire network-level. Although the largest drug and biotech companies tried to take an initiative across the whole fields, the differences in technological capabilities between them was discovered. This paper attempts to improve the validity of the suggested procedure and is significant in that it looks at the entire structure of cancer metabolism research from a strategic perspective for the first time.

• Proceedings of the Korea Society for Simulation Conference
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• 2001.10a
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• pp.37-43
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• 2001

New product development has been a key element fur organizational evolution. The bulk of research about new product strategy has focused solely on new product development function itself. This paper investigates cross-functional elements in new product development. More specifically, we suggest that there must exist a fit between new product strategy and value chain strategy. It means that, in order to support new product development activity, there must exist a relevant value chain strategy. We consider three types of integration - internal integration, customer integration, and supplier integration - as strategic elements of value chain strategy. For the case of new product strategy, we consider market newness and product technology unfamiliarity as strategic elements. We also consider two types of learning characteristic, i.e., \\\"fast-adaptive learning\\\" and \\\"slow-adaptive leaning\\\" as control factor. Learning characteristic represents firms organizational capability related with organizational learning. For example, fur fast-adaptive learning case, the effect of integration appears early in time. System dynamics simulation is employed to verify our research framework. The results exhibit that there must exist cross-functional relationships between value chain strategy and new product strategy in order to shorten total development time.al development time.

• Proceedings of the IEEK Conference
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• 2001.10a
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• pp.3-8
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• 2001

The mineral industry of the United States is going through a challenging time. The US as an industrial nation faces with increasing demand in raw materials to fuel various industrial sectors but, at the same time, meeting environmental constraints associated with excavating and extracting these raw materials. In addition, gradual depletion of material resources. and the necessity of handling more complex forms of resources of primary origin have led to a decline in her resource productivity, once a strategic advantage of the U.S. As a result. the United States currently relies heavily upon foreign importation of various materials such as precious and strategic metals. However, since the US is the major consumer of most of these materials, the recovery of these values from scrap would help renew her position as a resource-producing nation, and ultimately help spur its domestic economy. Furthermore. recycling would also help maintain a clean environment and reduce energy consumption. In this paper. the author attempts to discuss opportunities and challenges lied ahead of the US mineral in relation to recovering their much-needed resources from secondary sources. The need and demand in various metals in the US will be reviewed and discussed. The implication of resource recovery from secondary sources will also be discussed. Extraction methods treating secondary sources are inherently different from those for primary sources. There is a need for new technologies which are metallurgically efficient and environmentally benign in treating secondary sources. Ways to meet such a need will be examined and key factors to be considered in approaching these challenges will be discussed.

• Management & Information Systems Review
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• v.32 no.1
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• pp.241-258
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• 2013

HRD professionals should be able to contribute to performance improvement by focusing on strategic business partner activities such as planning, organizational development, and organizational design. Taking a systems view is important in the development of strategy because simply offering specific interventions neither changes nor improves the fundamental systems of an organization. In order to guide the management of organizations as systems, HRD professionals need to not only deal with resistance to change in solution implementation but also identify quantifiable measures to judge the effectiveness of implemented solutions with partnerships with relevant stakeholders. HRD professionals are particularly required to play a critical role in aligning process goals, process design, and process management to improve performance. Adjusting human performance policies and practices to local cultural differences is also among the urgent tasks for HRD professionals.

• International Journal of Naval Architecture and Ocean Engineering
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• v.3 no.3
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• pp.181-192
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• 2011

Recently, the speed of change related with enterprise management is getting faster than ever owing to the competition among companies, technique diffusion, shortening of product lifecycle, excessive supply of market. For the example, the compliance condition (such as delivery date, product quality, etc.) from the ship owner is getting complicated and the needs for the new product such as FPSO, FSRU are coming to fore. This paradigm shift emphasize the rapid response rather than the competitive price, flexibility and agility rather than effective and optimal perspective for the domestic shipbuilding company. So, domestic shipbuilding companies have to secure agile and flexible ship production environment that could respond change of market and requirements of customers in order to continue a competitive edge in the world market. In this paper, I'm going to define a standard shipbuilding production management system by investigating the environment of domestic major shipbuilding companies. Also, I'm going to propose a unified ship production management and system for the operation of unified management through detail analysis of the activities and the data flow of ship production management. And, the system functions for the strategic approach of ship production management are investigated through the business administration tools such as performance pyramid, VDT and BSC. Lastly, the research of applying strategic KPI to the digital shipyard as virtual execution platform is conducted.