• Journal of Korea Society of Digital Industry and Information Management
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• v.16 no.1
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• pp.131-147
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• 2020

Strategic agility plays an important role in maintaining a competitive advantage for companies, where information systems are introduced. The purpose of this study is to analyze the impact of the introduction of the information system on the strategic agility of the company through the analysis of the "H" resort, which has recently built the information system. Research shows that the introduction of resort management information systems promotes the level of strategic sensitivity, collective commitments and resource liquidity, which are key elements of strategic agility. This study confirmed that the establishment of resort information system has a positive effect on practitioners who want to create strategic agility. However, this study is a single case study and it is difficult to argue that the introduction of information systems is a positive for the strategic agility approach.

• The Journal of Information Systems
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• v.18 no.3
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• pp.47-70
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• 2009

Social network is one of the representative analytical method of the complexity theory and this research analyzed various and unique strategic alliance model of e-business domain using social network technique. A lot of small and medium firms of e-business field had developed many useful type of strategic alliances for the firms tried to maximize the effect of advertisement, marketing and to make up for their weak points and to compete with huge company with capital strength long before. But it is too rare to analyze the structure of the firm networks and to study the evolution and extension of business model considered the role of each company in the network. Social network analysis helps each firm's network easily visualized and completely modelized. Additionally, this paper cries to analyze the relationship between the role of hub and broke in the firm networks for strategic alliance, and financial performance. We demonstrate the firm with finer business model to the business environment can make higher financial performance. This implies that the firm that can create new finer business model, will lead the network of e-business firms and evolve the industry of e-business.

• 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 Information Systems
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• v.19 no.1
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• pp.63-77
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• 2010

Strategic agility plays a critical role in sustaining competitive advantage in the turbulent environment. This study examines the relationship between a logistics information system and, strategic agility through the analysis of "H" corporation case. The results of case study showed that the introduction of logistic information system facilitates the degree of strategic sensitivity, collective commitments and resource fluidity, which are primary elements of strategic agility. This study gives an insight to the practitioners who attempt to create strategic agility through the implementation of logistic information systems.

• Journal of Digital Convergence
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• v.3 no.2
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• pp.117-130
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• 2005

Managing of local government public service is innovation strategy of local government public service using choice and competition principle. Managing strategy of local government public service is new paradigm for innovating public service and role structure of government. It is important to understand properly substance and characteristics of local government public service Accordingly, the purpose of this study understand substance and characteristics of local government public service and describe strategic driving plan of managing local government public service in the future.

• Management & Information Systems Review
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• v.26
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• pp.133-152
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• 2008

In the knowledge and network economy, standards and standardization become an important factor in determining the competitiveness of nations and firms. This paper analyses some cases of firms' strategic standardization. We defined the concept of standards, standardization, strategic standardization, and standardization management, which have been unfamiliar in the academic society. The standardization strategy can be categorized into four types according to firm's management objectives or benefits, including technological innovation, market creation/extension. cost-down, and accreditation. This classification of standardization strategy is very useful in analysing the various kinds of the cases of strategic standardization implementation. We found that standards and standardization have a positive influence on firm's overall performance. In some cases, for example, Dell Computer, Sun Microsystems, Deere & Company, etc., strategic standardization plays a role as a key success factor(KSF).

• Korean Security Journal
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• no.54
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• pp.181-202
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• 2018

This study was conducted to investigate the effect of strategic human resource management on job stress and occupational commitment of security workers. A sample of 188 persons was extracted using the SPSS 18.0 program as a significant sampling method for the security worker. Frequency analysis, correlation analysis, and multiple regression analysis were conducted according to the purpose of the data, and the following conclusions were drawn. First, strategic human resource management has a significant effect on job stress. Second, strategic human resource management has a significant impact on occupation. Third, job stress had a significant effect on occupation commitment. That is, two factors of strategic human resource management and job stress play a decisive role in occupation commitment, and job stress plays an important role as a parameter. In conclusion, if we select the factors of strategic human resource management needed for each organization and develop new methods and competitiveness, it will be very helpful for qualitative growth of security industry.

• Korean Journal of Organic Agriculture
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• v.19 no.2
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• pp.157-184
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• 2011

This work is based on the experience of active and successful organic marketing initiatives, and aims to provide advice for genuine and practical sustainability. To make successful marketing possible we describe, on the one hand, the main challenges of the market and policy environment for organic marketing initiatives and, on the other hand, key factors for management. Management planning is a key issue for successful marketing and is therefore the focus of special attention in this work. This paper summarises and highlights those key factors which influence the operations of an organic marketing initiative. These include the role of key individuals, the role of innovation, the importance of strategic planning and clear objectives, the role of coherence, motivation and identity, brand policy, the role of networks, the importance of market research, public funding, economies of scale, systematized cooperation, hazards and risks in general.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.12 no.12
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• pp.5594-5600
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• 2011

Even though many studies have showed that competence is positively related to organizational performance, few studies have attempted to find out the process of competency - performance. This study focuses on the organizational factors to explore their effect on the competence of customer relationship. Based on the data collected by KRIVET and the Ministry of employment and labor, strategic role of HR department and information systems are examined. As well human resource competency is investigated as a mediating variable. This study used surveys targeting department managers and executive members in firms and sample size was 1086 after cleaning the dataset by deleting all the cases with many missing values. The findings show that strategic role of HR department and information system has an influence on human resource competency, significantly. In addition, the human resource competency affect customer relationship competency, positively. Implications and directions for future research are discussed.

• 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.