• 한국경영과학회지
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• 제41권4호
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• pp.15-32
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• 2016

This study examines the relationship between dynamic capabilities and operational capabilities as well as investigates the effect of these capabilities and performance. We also test these relationships on two industry groups categorized into high-tech industries and low-tech industries. We collected 221 firms' data from a questionnaire survey of small and medium-sized enterprises in Korea. Empirical results show that dynamic capabilities and operational capabilities influence performance positively. In high-tech industries dynamic capabilities directly affect performance while marketing capabilities appear to mediate the relationship between dynamic capabilities and performance. Dynamic capabilities show no significant effect on performance for low-tech industries; however, operational capabilities do mediate the relationship between dynamic capabilities and performance.

• 기술혁신연구
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• 제28권4호
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• pp.27-62
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• 2020

본 연구는 환경역동성이 기업의 동적역량과 운영역량의 변화와 혁신성과에 미치는 영향을 실증하였다. 이를 위하여 기업역량을 동적역량과 운영역량의 계층적 구조로 정의하고 계량화를 위하여 각 역량의 개념과 정의를 정리하였다. 동적역량, 운영역량, 혁신성과 및 환경역동성에 대한 선행연구를 통해 5개의 연구가설을 설정하였고, 우리나라 제조기업 300개 기업의 표본을 대상으로 가설을 검증하였다. 그 결과, 동적역량은 운영역량에 정(+)의 영향을 미치며 운영역량도 혁신성과에 정(+)의 영향을 미치는 것으로 나타났다. 환경역동성이 높은 기업군은 운영역량이 급진적 혁신에 정(+)의 영향을 주며, 반대로 환경역동성이 낮은 기업군은 운영역량이 점진적 혁신에 정(+)의 영향을 주는 것으로 나타났다. 그러나 환경역동성은 동적역량이 운영역량에 미치는 영향에 조절효과가 유의하지 않은 것으로 나타났다. 본 연구는 동적역량과 운영역량을 프로세스로 구체화하여 기업의 동적역량 특성을 실증적으로 분석할 수 있는 기반을 마련하고, 환경변화가 기업역량과 혁신성과에 미치는 영향을 실증한 것에 의의가 있다. 또한 급변하는 환경 속에서 기업이 경쟁우위를 지속하기 위해서 어떻게 역량을 변화해야 하는지에 대한 시사점을 제시한 것에도 의의가 있다.

• 한국산학기술학회논문지
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• 제20권1호
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• pp.41-51
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• 2019

본 연구는 동적역량과 혁신성과 간의 관계를 탐험과 활용의 관점에서 구분된 운영역량과 IT역량이 조절하고 매개하는지를 조사하였다. 178개 기업의 설문지를 분석한 결과, 포착역량과 재구성역량이 점진적 혁신성과와 급진적 혁신성과에 정(+), 탐험적 운영역량과 활용적 운영역량이 점진적 혁신성과에 정(+), 탐험적 운영역량이 급진적 혁신성과에 정(+)의 영향을 미치고 있다. 또한 유의적인 상호작용항은 점진적 혁신성과에 대하여 '탐험적 운영역량*탐험적 IT역량', '탐험적 운영역량*활용적 IT역량', '활용적 운영역량*활용적 IT역량' 등이며, 급진적 혁신성과에 대하여 '탐험적 운영역량*탐험적 IT역량'이다. 유의한 매개효과가 검증된 경우는 7가지였다. 본 연구의 의미는 동적역량이 혁신성과에 미치는 영향을 직접 효과와 간접효과로 나누어 실증적인 연구를 최초로 시도하였으며 운영역량과 IT역량을 탐험과 활용 역량으로 구분하여 정밀한 분석을 하였다는 점이다. 본 연구 결과를 통하여 기업이 적응하고 진화하는데 동적역량과 운영역량이 상호보완적인 역할을 한다는 시사점을 얻을 수 있다.

• The Journal of Asian Finance, Economics and Business
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• 제7권10호
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• pp.959-968
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• 2020

Research underlined that Small and Medium Enterprises' performance is enhanced by different types of innovation capabilities. This research tends to present a comprehensive model to explain the relationship between innovation capabilities and SMEs' financial and operational performance. Specifically, this study tends to achieve three objectives: explores the set of product, process, organizational and marketing innovation capabilities possessed by owners/managers of SMEs and their impact on Chinese manufacturing SMEs' operational and financial performance dimensions, identify the determinants of innovation capabilities, and determine the contextual factors that moderate innovation capabilities and SMEs' performance. This research employed a qualitative research method using in-depth interviews with eight owners/managers of Chinese manufacturing SMEs. Research findings revealed that product and marketing innovation capabilities have a significant impact on SMEs' financial performance while process and organizational innovation capabilities positively influence SMEs' operational performance. The major determinants of innovation capabilities involved availability of sufficient organizational resources, entrepreneurial orientation, knowledge development and external networks. The contextual moderating factors on the relationship between innovation capabilities and SMEs' performance involved internal factors which are: SME size, SMEs' owner/manager work experience, entrepreneurial mindset; and external factors: market dynamism and cooperation strategies. This paper ends by drawing some concluding remarks and proposing future research avenues.

• Nuclear Engineering and Technology
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• 제37권1호
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• pp.79-90
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• 2005

In this paper are reviewed the current status of nuclear fuel management and reactor operational aid tools. In addition, we indicate deficiencies in current capabilities and what future research is judged warranted. For the nuclear fuel management review the focus is on light water reactors and the utilization of stochastic optimization methods applied to the lattice, fuel bundle, core loading pattern, and for BWRs the control rod pattern/core flow design decision making problems. Significant progress in addressing separately each of these design problems on a single cycle basis is noted; however, the outstanding challenge of addressing the integrated design problem over multiple cycles under conditions of uncertainty remains to be addressed. For the reactor operational aid tools review the focus is on core simulators, used to both process core instrumentation signals and as an operator aid to predict future core behaviors under various operational strategies. After briefly reviewing the current status of capabilities, a more in depth review of adaptive core simulation capabilities, where core simulator input data are adjusted within their known uncertainties to improved agreement between prediction and measurement, is presented. This is done in support of the belief that further development of adaptive core simulation capabilities is required to further significantly advance the utility of core simulators in support of reactor operational aid tools.

• 품질경영학회지
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• 제41권4호
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• pp.513-525
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• 2013

Purpose: The purpose of this paper are to propose a strategic map for hotel industry through analyzing the relationship between service resource, operational capabilities, and performance. Methods: A phone survey was conducted among Korean hotels, and 102 data sets were collected. Measurement items are assessed using both cognitive and objective scales. Results: As results, 'superior group', which is superior in both physical resources and human resources, is excellent in all capabilities and also in room occupancy rate. On the other hands, 'inferior group', which is inferior in both physical resources and human resources, shows lower achievements is in most areas except speed. In addition, physical superior group is better than human superior group in most capabilities except speed, but human superior group shows better results than physical superior group in both room occupancy rate and customer satisfaction. Conclusions: Through the empirical analysis, the conclusions attained are as follows; First, human resources affect customer satisfaction more directly that physical resources. Second, the balancing between physical resources and human resources has an importance to improve operational capabilities.

• 유통과학연구
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• 제20권12호
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• pp.89-98
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• 2022

Purpose: Due to the rapid growth of e-commerce in Thailand, the operational excellence of distribution service providers has been elevated. Thus, this research investigated the key drivers of operational performance of e-commerce distributors in Thailand. The research contains key variables: the analytics capabilities of an organization, supply chain disruption orientation, innovation capability, and operational performance. Research design, data, and methodology: An online survey is administered to top managers and key personnel (N=425) employed for at least one year in Thailand's top five e-commerce distributors. The sampling methods were conducted using purposive sampling, quota sampling, and convenience sampling. Confirmatory Factor Analysis and Structural Equation Model were applied to analyze and confirm the model's goodness-of-fit and hypothesis testing. Results: The findings reveal that an organization's analytics capabilities significantly affect supply chain disruption orientation and supply chain resilience. Furthermore, operational performance is affected by supply chain disruption, supplier quality management, and innovation capability. Nevertheless, supply chain resilience and digital supply chain have no significant effect on operational performance. Conclusions: The results imply that supply chain digitalization could drive higher operational performance. Distribution businesses are encountering transformation and disruption, which should address the high level of a digital supply chain, innovation, and quality management to maximize their profit margin and delivery service quality.

• Asia pacific journal of information systems
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• 제23권1호
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• pp.87-106
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• 2013

In the service-oriented economy, knowledge and skills are considered core resources to secure competitive advantages and service innovation. Knowledge management capability, which facilitates to produce, share, accumulate and reuse knowledge, becomes as important as knowledge itself to create service value. Along with knowledge management capability, dynamic capability and operational capability are the key capabilities related to managing service delivery processes. Previous studies indicated that these three capabilities are related to service innovation. Although separately investigate the relationship between the three capabilities. The purpose of this study is 1) to define variables that have effects on service innovation including knowledge management capability, dynamic capability and operational capability, and 2) to empirically test to identify relationship among variables. In this study, knowledge management capability is defined as the capability to manage knowledge process. Dynamic capability is regarded as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Operational capability refers to a high-level routine that, together with its implementing input flows, confers upon an organization's management a set of decision options for producing significant outputs of a particular type. The proposed research model was tested against the data collected through the survey method. The survey questionnaire was distributed to the managers who participated in an educational program for management consulting. Each individual who answered the questionnaire represented a knowledge based service firm. About 212 surveys questionnaires were sent via e-mail or directly delivered to respondents. The number of useable responses was 93. Measurement items were adapted from previous studies to reflect the characteristics of the industry each informant worked in. All measurement items were in, 5 point Likert scale with anchors ranging from strongly disagree (1) to strongly agree (5). Out of 93 respondents, about 81% were male, 82% of respondents were in their 30s. In terms of jobs, managers were 39.78%, professions/technicians were 24.73%, researchers were 12.90%, and sales people were 10.75%. Most of respondents worked for medium size enterprises (47,31%) in their, less than 30 employees (46.24%) in their number of employees, and less than 10 million USD (65.59%) in terms of sales volume. To test the proposed research model, structural equation modeling (SEM) technique (SPSS 16.0 and AMOS version 5) was used. We found that the three organizational capabilities have influence on service innovation directly or indirectly. Knowledge management capability directly affects dynamic capability and service innovation but indirectly affect operational capability through dynamic capability. Dynamic capability has no direct impact on service innovation, but influence service innovation indirectly through operational capability. Operational capability was found to positively affect service innovation. In sum, three organizational capabilities (knowledge management capability, dynamic capability and operational capability) need to be strategically managed at firm level, because organizational capabilities are significantly related to service innovation. An interesting result is that dynamic capability has a positive effect on service innovation only indirectly through operational capability. This result indicates that service innovation might have a characteristics similar to process innovation rather than product orientation. The results also show that organizational capabilities are inter-correlated to influence each other. Dynamic capability enables effective resource management, arrangement, and integration. Through these dynamic capability affected activities, strategic agility and responsibility get strength. Knowledge management capability intensify dynamic capability and service innovation. Knowledge management capability is the basis of dynamic capability as well. The theoretical and practical implications are discussed further in the conclusion section.

• The Journal of Asian Finance, Economics and Business
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• 제9권9호
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• pp.249-261
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• 2022

Globally, COVID-19 has significantly impacted many different organizations and people. From the banks' perspective, this pandemic has affected banks' corporate and retail customers. Also, banks had to adjust to distributed workforce model. This paper analyses the lessons learned from the COVID-19 pandemic, which can be effectively used to rebuild banks' Operational Risk Management capabilities. The present study used the survey research methodology, which includes structured questionnaires completed by senior banking professionals to analyze the learnings from COVID-19 and understand the distributed workforce model and remote working effectiveness. Findings: The Pandemic accelerated the pace of digital transformation. The lockdown imposed due to the pandemic led to employees working remotely, which has been effective because of enhanced digital capabilities. However, enhanced monitoring is required to prevent data-related issues, and action needs to be taken to address challenges faced in having a remote distributed workforce model, like negative impact on on-the-job learning, data-related risks, and employee wellbeing. COVID-19 is an unprecedented event that could not have been predicted in any scenario analysis. This crisis has highlighted various systemic drawbacks that need to be addressed. Banks can apply the lesson learned from this Pandemic to become more robust in the future.

• 산업경영시스템학회지
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• 제43권1호
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• pp.110-122
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• 2020

Many companies make considerable efforts in implementing supply chain management systems to increase their competitiveness. In particular, there are significant investments in their ICT (Information and Communication Technology) and supply chain. However, considerable diversity exists in how well firms have been able to assimilate ICT and leverage the business value of it. In addition, studies on supply chains, particularly Real Time Enterprise (RTE) competence, which is cited for rapid information sharing and dynamic capabilities for each role in the supply chain, are insufficient. The purpose of this paper is to explore and evaluate effect of ICT utilization capabilities, including 'ICT internal cooperative capabilities' and 'ICT operational flexibility capabilities', on RTE capabilities (flexibility, visibility and prediction) and supply chain performance. To validate the research model proposed in the study, survey was conducted on companies using ICT along the supply chain of manufacturing industries. 216 data were used, SPSS and AMOS were used for the analysis methods. Study results showed that ICT internal collaboration capabilities affect agility, one of RTE capabilities, but not visibility and prediction, and ICT operational flexibility capabilities have affected all three RTE capacities. And, RTE capabilities had a huge impact on supply chain performance as expected. In this paper, it has been found that the ICT capabilities in manufacturing are an important factor in improving RTE capabilities that are important in the supply chain and improving the performance of the supply chain.