• Journal of Digital Convergence
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• v.16 no.3
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• pp.121-127
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• 2018

Enterprises' new technology development capability is essential for creating successful product innovation and process innovation in the heavy competition in the business context changing quickly with technology convergence and development. Based on the open innovation perspective, this research develops a research model about the direct effect of small and medium venture companies' exterior information network heterogeneity on their new technology development capability and the mediating impact of their product planning capability on this direct effect. This study statistically tests the research model by using the ordinary least squares regression with the 683 small and medium venture companies, providing two major findings as follows. One finding is that small and medium venture companies' exterior information network heterogeneity positively impacts their new technology development capability. The other finding is that small and medium venture companies' product planning capability perfectly mediates the positive effect of their exterior information network heterogeneity on their new technology development capability.

• Journal of Digital Convergence
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• v.10 no.9
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• pp.89-100
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• 2012

This study is designed to explore whether the integration of product development and quality management have influence on the success of localization of weapon system. To that end, empirical analysis has been conducted on a total of 110 systematic major defense contractors, their subcontractors and small-and-medium sized defense contractors. The result shows that success of the localization of weapons system, as well as the price of localization, manufacturing time, and quality turn out to have significantly influenced by factors of quality management capabilities including human resources development capability, organizational capability and process capability and R&D development factors including human resources capabilities, capability to accumulate technology and internal/external collaborative capabilities. To sum up, this study suggests that integration of quality management and product development continuously provides a competitive strength in developing new product by a non-defense company as well as localization of core parts of weapon system.

• Journal of Digital Convergence
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• v.14 no.11
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• pp.201-224
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• 2016

The main objective of this study is to identify and analyze the factors affecting technology innovation of the innovative IT SMEs. A research model is established based on the previous studies on the technology innovation of SMEs. The model consists of independent variables (Adhocracy culture, R&D capability, IT capability, Leadership, and Appraisal & Reward), an intermediate variable (Knowledge management), and dependent variables (product/service innovation and process innovation). Major research results can be summarized as follows: IT SMEs pursuing technology innovation should: (1) pay attention to innovation oriented culture, IT capability, and evaluation & compensation systems of the company; (2) recognize that knowledge management is an essential activity performed by the company; (3) strengthen the R&D capabilities of the company by not only exerting internal efforts but establishing cooperative network with various parties; and (4) resolve the decoupling problem of the evaluation & compensation system.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.6
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• pp.117-128
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• 2014

This is the case study of SATREC INITIATIVE company which is the unique domestic production of commercial satellites. We examined the path and pattern for accumulation of technological capability and technology learning process. This case study show that the process of technological innovation and their influencing factors. First, the technological learning of the satellite industry follows the stage of technological acquisition, absorption, improvement and is embodied by the technological capability. Second, accumulated technological capability of the satellite industry influences the technology innovation. Third, the top management team(TMT) affects the technological learning and technological capability. Fourth, TMT has a moderating role between the technological capability and the performance of technological innovation. Finally, technological innovations in the small and venture business would be the source of technological capability and technological learning. The implications of this study are as follows. TMT has the very important role for the technological innovation and affect the technology development and the production. Also technology-based companies must gain a competitiveness advantage through technological learning and technological innovations for sustainable growth.

• Asia pacific journal of information systems
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• v.17 no.3
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• pp.131-146
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• 2007

Recently, the role of IT service providers has been enlarged from managing a single function or system to reconstructing entire information management processes in new ways to contribute to shareholder value across the enterprise. This movement toward extensive and complex outsourcing agreements has been driven by the assumption that outsourcing information technology functions is a reliable approach to maximizing resource productivity. Hiring external IT service providers to manage part or all of its information-related services helps a firm focus on its core business and provides better services to its clients, thus obtaining sustainable competitive advantage. This practice of focusing on the strategic aspect of outsourcing is referred to as strategic sourcing where the focus is capability sourcing, not procurement. Given the importance of the strategic outsourcing, however, to our knowledge, there is little empirical research on the relationship between the strategic outsourcing orientation and outsourcing performance. Moreover, there is little research on the factor that makes the strategic outsourcing effective. This study is designed to investigate the relationship between strategic IT outsourcing orientation and IT outsourcing performance and the process through which strategic IT outsourcing orientation influences outsourcing performance, Based on the framework of strategic orientation-performance and core competence based management, this study first identifies core competency orientation as a proper strategic orientation pertinent to IT outsourcing and IT outsourcing process management capability as the mediator to affect IT outsourcing performance. The proposed research model is then tested with a sample of 200 firms. The findings of this study may contribute to the literature in two ways. First, it draws on the strategic orientation - performance framework in developing its research model so that it can provide a new perspective to the well studied phenomena. This perspective allows practitioners and researchers to look at outsourcing from an angle that emphasizes the strategic decision making to outsource its IT functions. Second, by separating the concept of strategic orientation and outsourcing process management capability, this study provides practices with insight into how the strategic orientation can work effectively to achieve an expected result. In addition, the current study provides a basis for future studies that examine the factors affecting IT outsourcing performance with more controllable factors such as IT outsourcing process management capability rather than external hard-to-control factors including trust and relationship management. This study investigates the major factors that determine IT outsourcing success. Based on strategic orientation and core competency theories, we develop the proposed research model to investigate the relationship between core competency orientation and IT outsourcing performance and the mediating role of IT outsourcing process management capability on IT outsourcing performance. The model consists of two independent variables (core-competency-orientation and IT outsourcing process management capability), and two dependent variables (outsourced task complexity and IT outsourcing performance). Comprehensive data collection was conducted through an outsourcing association. The survey data were analyzed using a structural analysis method. IT outsourcing process management capability was found to mediate the effect of core competency orientation on both outsourced task complexity and IT outsourcing performance. Further analysis and findings are discussed.

• Journal of Information Technology Applications and Management
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• v.12 no.2
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• pp.163-184
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• 2005

The purpose of this research is to examine the major determinants affecting the usage and performance of information technologies in Daedeok Valley and Zhongguancun venture firms. The development of the research model is based on the theoretical linkages of IDT (Innovation Diffusion Theory) and TAM(Technology Acceptance Model). Seven hypotheses are derived and tested using regression analysis. The results from regression analysis suggest that the usage of Information technologies is affected by innovation characteristics (perceived usefulness) as well as organizational characteristics (top management support, employee capability on information technology acceptance) in Daedeok Valley venture firms. But, The results from regression analysis suggest that the usage of Information technologies is affected by innovation characteristics (perceived usefulness), organizational characteristics (top management support, employee capability on information technology acceptance), and external pressure (environmental uncertainty, intensity of competition) in Zhongguancun venture firms.

• Knowledge Management Research
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• v.5 no.2
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• pp.25-51
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• 2004

The purpose of this study is to investigate the knowledge creating pattern of technology catching-up and pioneering phase in the new product development process. This paper first reviews the knowledge conversion, absorptive capability, learning orientation and the trigger of learning. The paper then presents the integrative model of knowledge creating. Based on the integrative model, in-depth case analysis was conducted on the new product development process in Phicom. As a result, the paper discuss that the pattern of absorptive capability building, knowledge conversion and knowledge transfer is different from technology catching-up and pioneering phase. Finally, the implications and limitations of the study are discussed.

• Journal of Information Technology Applications and Management
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• v.15 no.3
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• pp.209-225
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• 2008

The purpose of this study is to examine the relationship between IT human capability and knowledge transfer and the role of absorptive capacity between them. From the test of both measurement and structural model using Partial Least Squares (PLS), IT human capability is found to be significant to absorptive capacity and knowledge transfer. Absorptive capacity is also significantly related to knowledge transfer. The interesting result found in this study is that the path of absorptive capacity drawn from IT human capability to knowledge transfer is stronger than the direct relationship between IT human capability and knowledge transfer, indicating that absorptive capacity plays an important role in knowledge transfer. This result indicates that IT personnel with stronger technical skill, interpersonal skill and management capability are more likely to acquire and learn knowledge effectively from outside expertise. Moreover, this study shows that absorptive capacity, the individual’s ability to utilize external knowledge is derived from IT human capability and strongly effects on transferring knowledge from outsourcing vendors. This study suggests IT related managers that the development of IT human capability and absorptive capacity should be recognized for a successful exploitation of outside knowledge within a firm. It is also a necessary condition for a successful IT implementation and maintenance independently and economically from outside vendors.

• 한국경영정보학회:학술대회논문집
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• 2008.06a
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• pp.7-16
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• 2008

This research examined the mediation effects of knowledge absorptive capacity (KAC) and knowledge management capability (KMC), between information communication technology (ICT) implementation and firm performance. In the past, studies investigated KAC and KMC separately. While studies of KAC focus on the flow of information, those of KMC focus on knowledge creation triggered by innovative information. However, KAC and KMC are not mutually exclusive and as such we investigated them together in this research. We surveyed 126 companies and analyzed hypotheses with LISREL analysis. This research provided empirical support for the Nonaka's contention that the information processing has a positive effect on knowledge creation. We also found that there is a mediation effect between ICT implementation and firm performance. Not only is there a direct effect of ICT implementation on firm performance, but there is an indirect effect through KAC and KMC. KAC has a positive effect on both KMC and firm performance. However, it has been discovered that while KMC has mediation effect, it is not significant as an independent factor for firm performance.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.2
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• pp.121-131
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• 2022

The goal of the study was to see how quality management (QMA), strategy (STR), and innovative capability (INC) influence the competitive advantage of a Thai information communication technology (ICT) firm (COA). The researchers collected 431 surveys from Thailand's owners and managers employed in ICT enterprises from the beginning of June 2021 to the end of September 2021using diverse sample strategies. A questionnaire with an index of item-objective congruence (IOC) value of 0.60-1.00 and a reliability value of 0.92-0.96 was used as the research tool. Participants in the survey were requested to fill out a seven-level opinion survey posted on Google Forms. A latent variable structural equation model (SEM) path analysis using LISREL 9.1 was used for the four latent variables, 31 manifest variables, and the five hypotheses testing. The analysis showed that all three causal variables positively affected COA, which had a total effect (TE) R² value = 80% when combined with the other latent variables. Moreover, the values for the latent variables when ranked by total effect (TE) were STR, QMA, and INC with TE values of 0.95, 0.89, and 0.25, respectively. Finally, there were very strong influences from COA to STR (0.95), INC to QMA (0.86), and STR to QMA (0.71).