• Asia pacific journal of information systems
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• v.15 no.3
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• pp.9-39
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• 2005

Recently, knowledge transfer has been recognized as one of the major factors for success of IT projects but little investigated in Information Systems research. IT project, which needs collaboration between organization's IT project team and external partner, is an critical source for a firm to acquire external knowledge and to achieve its competitive advantage. Based on this recognition on knowledge transfer under IT project, we investigate a mediation role of knowledge transfer to IT project performance after identifying its antecedents such as project team capabilities and partner capabilities. The research model is tested by analyzing 161 sample data gathered from firms' employees who have participated IT projects within last two years. The results reveal that knowledge transfer has full-mediation effect between its antecedents and IT project performance. Moreover, project team capabilities have more impacts on knowledge transfer than partner capabilities do.

• International Commerce and Information Review
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• v.14 no.2
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• pp.249-269
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• 2012

The focus of our work is to identify and understand the drivers of alliance performance so that businesses can maximize their chances of a successful alliance-an area that has received little attention in empirical modeling. Although both conceptual and applied research on alliances has increased, an empirically tested comprehensive theoretical model that explains alliance performance has yet to be developed. Using five salient perspective, namely market power theory, transaction cost theory, the resource-based view, institutional theory, real option theory, this paper attempts to provide a theoretical rationale linking motives of global alliance networks on firm's capabilities, partner's capabilities, operating structures, and performances of Korean companies. The key contribution of this study is that it paints a picture of what matters in driving alliance performance. Our work shows the complex nature of driving performance and the interplay of firm's capabilities, partner's capabilities, and operating structures for understanding alliance performances. This study has given us a small but significant step forward towards understanding the intricacies of alliance performance. We are now better able to understand the respective roles played by various alliance factors and derive insights that lead to improved alliance performance.

• Journal of the Korean Operations Research and Management Science Society
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• v.40 no.4
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• pp.1-18
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• 2015

This paper proposes relational capability as a main driver of constructing inter-organizational collaboration networks. Based on social network theory and relational view literature, three components of relational capability are constructed and implemented by an agent-based model. The components include organizational capability, structural capability, and trust between a partner and a focal firm. These three components are updated by two micro mechanisms: structural mechanism and relational mechanism. Structural mechanism is a feedback loop in which the relational capability increases structural capability and vice versa. Relational mechanism is a learning-by-doing process in which a focal firm experiences success or failure of collaboration and the experience increases or decreases cumulative trust in a partner firm. Result of agent-based simulation shows that a collaboration network emerges through interactions of firm's relational capabilities and the characteristics of emerged networks vary with the contribution of structural capability and trust to relational capability. Specifically, in case structural capability contributes more to relational capability, the average degree centrality and collaboration proportion increases as time passes and enters into an equilibrium state. In that case, almost every firms participated in the network collaborates each other so that the emerged network becomes highly cohesive. In case trust contributes more to relational capability, the results are reversed. In an equilibrium state, the balance of contribution between structural capability and trust makes an emerged network larger and maximizes average degree centrality of the network.

• Asia pacific journal of information systems
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• v.23 no.3
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• pp.25-53
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• 2013

This study analyzes the effect of Computer Aided Innovation (CAI) to improve R&D Capabilities empirically. Survey was distributed by e-mail and Google Docs, targeting CTO of 235 SMEs. 142 surveys were returned back (rate of return 60.4%) from companies. Survey results from 119 companies (83.8%) which are effective samples except no-response, insincere response, estimated value, etc. were used for statistics analysis. Companies with less than 50billion KRW sales of entire researched companies occupy 76.5% in terms of sample traits. Companies with less than 300 employees occupy 83.2%. In terms of the type of company business Partners (called 'partners with big companies' hereunder) who work with big companies for business occupy 68.1%. SMEs based on their own business (called 'independent small companies') appear to occupy 31.9%. The present status of holding IT system according to traits of company business was classified into partners with big companies versus independent SMEs. The present status of ERP is 18.5% to 34.5%. QMS is 11.8% to 9.2%. And PLM (Product Life-cycle Management) is 6.7% to 2.5%. The holding of 3D CAD is 47.1% to 21%. IT system-holding and its application of independent SMEs seemed very vulnerable, compared with partner companies of big companies. This study is comprised of IT infra and IT Utilization as CAI capacity factors which are independent variables. factors of R&D capabilities which are independent variables are organization capability, process capability, HR capability, technology-accumulating capability, and internal/external collaboration capability. The highest average value of variables was 4.24 in organization capability 2. The lowest average value was 3.01 in IT infra which makes users access to data and information in other areas and use them with ease when required during new product development. It seems that the inferior environment of IT infra of general SMEs is reflected in CAI itself. In order to review the validity used to measure variables, Factors have been analyzed. 7 factors which have over 1.0 pure value of their dependent and independent variables were extracted. These factors appear to explain 71.167% in total of total variances. From the result of factor analysis about measurable variables in this study, reliability of each item was checked by Cronbach's Alpha coefficient. All measurable factors at least over 0.611 seemed to acquire reliability. Next, correlation has been done to explain certain phenomenon by correlation analysis between variables. As R&D capabilities factors which are arranged as dependent variables, organization capability, process capability, HR capability, technology-accumulating capability, and internal/external collaboration capability turned out that they acquire significant correlation at 99% reliability level in all variables of IT infra and IT Utilization which are independent variables. In addition, correlation coefficient between each factor is less than 0.8, which proves that the validity of this study judgement has been acquired. The pair with the highest coefficient had 0.628 for IT utilization and technology-accumulating capability. Regression model which can estimate independent variables was used in this study under the hypothesis that there is linear relation between independent variables and dependent variables so as to identify CAI capability's impact factors on R&D. The total explanations of IT infra among CAI capability for independent variables such as organization capability, process capability, human resources capability, technology-accumulating capability, and collaboration capability are 10.3%, 7%, 11.9%, 30.9%, and 10.5% respectively. IT Utilization exposes comprehensively low explanatory capability with 12.4%, 5.9%, 11.1%, 38.9%, and 13.4% for organization capability, process capability, human resources capability, technology-accumulating capability, and collaboration capability respectively. However, both factors of independent variables expose very high explanatory capability relatively for technology-accumulating capability among independent variable. Regression formula which is comprised of independent variables and dependent variables are all significant (P<0.005). The suitability of regression model seems high. When the results of test for dependent variables and independent variables are estimated, the hypothesis of 10 different factors appeared all significant in regression analysis model coefficient (P<0.01) which is estimated to affect in the hypothesis. As a result of liner regression analysis between two independent variables drawn by influence factor analysis for R&D capability and R&D capability. IT infra and IT Utilization which are CAI capability factors has positive correlation to organization capability, process capability, human resources capability, technology-accumulating capability, and collaboration capability with inside and outside which are dependent variables, R&D capability factors. It was identified as a significant factor which affects R&D capability. However, considering adjustable variables, a big gap is found, compared to entire company. First of all, in case of partner companies with big companies, in IT infra as CAI capability, organization capability, process capability, human resources capability, and technology capability out of R&D capacities seems to have positive correlation. However, collaboration capability appeared insignificance. IT utilization which is a CAI capability factor seemed to have positive relation to organization capability, process capability, human resources capability, and internal/external collaboration capability just as those of entire companies. Next, by analyzing independent types of SMEs as an adjustable variable, very different results were found from those of entire companies or partner companies with big companies. First of all, all factors in IT infra except technology-accumulating capability were rejected. IT utilization was rejected except technology-accumulating capability and collaboration capability. Comprehending the above adjustable variables, the following results were drawn in this study. First, in case of big companies or partner companies with big companies, IT infra and IT utilization affect improving R&D Capabilities positively. It was because most of big companies encourage innovation by using IT utilization and IT infra building over certain level to their partner companies. Second, in all companies, IT infra and IT utilization as CAI capability affect improving technology-accumulating capability positively at least as R&D capability factor. The most of factor explanation is low at around 10%. However, technology-accumulating capability is rather high around 25.6% to 38.4%. It was found that CAI capability contributes to technology-accumulating capability highly. Companies shouldn't consider IT infra and IT utilization as a simple product developing tool in R&D section. However, they have to consider to use them as a management innovating strategy tool which proceeds entire-company management innovation centered in new product development. Not only the improvement of technology-accumulating capability in department of R&D. Centered in new product development, it has to be used as original management innovative strategy which proceeds entire company management innovation. It suggests that it can be a method to improve technology-accumulating capability in R&D section and Dynamic capability to acquire sustainable competitive advantage.

• The Journal of Information Systems
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• v.18 no.3
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• pp.89-110
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• 2009

In today's e-business environment, it is important to make decisions cooperatively between companies on a supply chain for their business success. This research analyzes empirically the influences of organizational factors on joint decision making and the ones of the joint decision making on business performance. We collected 188 corporate-level data through a Web survey and tested them statistically through PLS method based on a structured equation modeling. The results showed that (i) partner's knowledge creation capabilities, inter-organizational process modularity, and inter-organizational trust had direct effects on joint decision making, (ii) joint decision making and electronic business interfaces bad direct impacts on business performance. Contrary to our expectation, however, the moderating effects of electronic business interfaces between corporations on the relationship between joint decision making and business performance was not significant. On the basis of these results, we discussed theoretical and managerial implications of the findings. The results are expected to provide useful perspectives when companies establish strategies to improve capabilities of cooperative decision making and business performance.

• Journal of Korean Institute of Industrial Engineers
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• v.29 no.2
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• pp.157-164
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• 2003

The amount of information increases rapidly when working in a distributed environment where multiple collaborative partners work together on a complex product. Today's PDM (product data management) systems provide good capabilities regarding the management of product data within a single company. However, taking into account the variety of systems used at partner sites in an engineering environment one can easily imagine problems regarding the interoperability and the data consistency. This paper presents a concept to improve the workflow management using the parameters network. It shows a parameter driven engineering workflow that is able to manage engineering task across company boarders. We introduce a mechanism of workflow management based on the engineering parameters and an architecture of the distributed workspace to apply it within a PDM system. For a parameter mapping between CAD and PDM system we developed an XML-based CATIA data interface module using CAA.

• Journal of Venture Innovation
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• v.4 no.2
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• pp.57-75
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• 2021

KHNP's shared growth activities are based on such public good. Reflecting the characteristics of a comprehensive energy company, a high-tech plant company, and a leading company for shared growth, it presents strategies to link performance indicators with its partners and implements various measures. Key tasks include maintaining the nuclear power plant ecosystem, improving management conditions for partner companies, strengthening future capabilities of the nuclear power plant industry, and supporting a virtuous cycle of regional development. This is made by reflecting the specificity of nuclear power generation as much as possible, and is designed to reflect the spirit of shared growth through win-win and cooperation in order to solve the challenges of the times while considering the characteristics as much as possible as possible. KHNP's shared growth activities can be said to be the practice of the spirit of the times(Zeitgeist). The spirit of the times given to us now is that companies should strive for sustainable growth as social air. KHNP has been striving to establish a creative and leading shared growth ecosystem. In particular, considering the positions of partners, it has been promoting continuous system improvement to establish a fair trade culture and deregulation. In addition, it has continuously discovered and implemented new customized support projects that are effective for partner companies and local communities. To this end, efforts have been made for shared growth through organic collaboration with partners and stakeholders. As detailed tasks, it also presents fostering new markets and new industries, maintaining supply chains, and emergency support for COVID-19 to maintain the nuclear power plant ecosystem. This reflects the social public good after the recent COVID-19 incident. In order to improve the management conditions of partner companies, productivity improvement, human resources enhancement, and customized funding are being implemented as detailed tasks. This is a plan to practice win-win growth with partner companies emphasized by corporate social responsibility (CSR) and ISO 26000 while being faithful to the main job. Until now, ESG management has focused on the environmental field to cope with the catastrophe of climate change. According to KHNP is presenting a public enterprise-type model in the environmental field. In order to strengthen the future capabilities of the nuclear power plant industry as a state-of-the-art energy company, it has set tasks to attract investment from partner companies, localization and new technologies R&D, and commercialization of innovative technologies. This is an effort to develop advanced nuclear power plant technology as a concrete practical measure of eco-friendly development. Meanwhile, the EU is preparing a social taxonomy to focus on the social sector, another important axis in ESG management, following the Green Taxonomy, a classification system in the environmental sector. KHNP includes enhancing local vitality, increasing income for the underprivileged, and overcoming the COVID-19 crisis as part of its shared growth activities, which is a representative social taxonomy field. The draft social taxonomy being promoted by the EU was announced in July, and the contents promoted by KHNP are consistent with this, leading the practice of social taxonomy

• Research in Community and Public Health Nursing
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• v.14 no.4
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• pp.646-656
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• 2003

Purpose: The Purpose of this study was to investigate how elders in rural communities maintain their sexual life. Methods: Data were collected through in-depth interviews with 20 participants who were 65 years old or older, and either were married couples or were continuing the sexual relationship though widowed. Data were analyzed based on Strauss and Corbin's (1990) Grounded Theory Methodology. Results: The core category of experiences of the elderly's sexual life was identified with 'changeable sexual life at husband's mercy'. This process could be divided into 3 stages, which were the stage of recognition of sex difference and obstacle in sexual life, the stage of observation of partner's attitude and the stage of husband's lead in sexual life. Conclusions: This study found that sexuality was an important aspect for the elderly although their sexual interests and activities declined along with aging. In addition, the husband's sexual and economic capabilities and sexual difference were very important factors in the elderly's sexual life. It is suggested to consider sexuality as a normal aspect of life for the elderly when nurses plan for their care.

• Korean Journal of Labor Studies
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• v.24 no.2
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• pp.367-408
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• 2018

This study examines the features of globalization process in GM and Hyundai Motors, especially in the expansion into China auto market, through a joint venture(hereafter JV) research center. Due to the large scale market in China and the 50:50 JV, the two companies had to respond in some way to the Chinese government's request for localization of research and development functions, and their response affected the role of the JV research center. Even though the improvement in technological capability expected from the JV by the Chinese side did not appear well in the early stage in both JV, but relatively the Shanghai GM JV research center had a technological progress compared to the Beijing Hyundai JV research center. This paper explains the differences in the technical capabilities of the two JV research center, despite the same type of JV, as the difference between the status of the Chinese partner and the global strategy of the parent company. SAIC, a Chinese partner in Shanghai GM as a top-tier company, not only has been strongly demanding technology transfer from GM since the beginning of the JV, but has also made efforts to improve its own technical capabilities. Meanwhile, BAIC, a Chines partner in Beijing Hyundai as a mid-tier company, has not been strongly demanding technology transfer and lacked its own research base. Regarding the parent company's global strategy, although both companies controlled the core areas of research and development by their parent companies, GM actively considered using the Chinese RV to develop Chinese and emerging country vehicles. On the other hand, Hyundai Motors responded to the localization demand of the Chinese government while paying more attention to preventing technology leakage through its independent research center in China. The above discussion shows that the process of globalization of a company is a political process in which the global strategy of the parent company and the demands of the stakeholders surrounding the subsidiary are collided and compromised, rather than a process in which the harmony and cooperation between the parent company and its subsidiaries are smoothly achieved as the parent company's policies are unilaterally implemented.

• Acta Via Serica
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• v.6 no.1
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• pp.55-90
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• 2021

In the last several decades, and especially since the Chinese launching of the Belt and Road (BRI) initiative in 2013, the Chinese presence in Central Asia has intensified. Russia and Chinese leaders deny that there is any conflict of interests between them, while the standard narrative has been that the two states adhere to a functional division of tasks in which China concentrates on economic activity while Russia acts as the security guarantor for the region. This article argues that the professed equanimity between the Russian and Chinese leaderships masks the emergence of widening cracks in their relationship with regard to Central Asia. The convenient narrative of a functional division of tasks between the two states is called into question by China's increasingly active presence in the military and security sector in the region, but China's influence is growing throughout the Central Asian economic, political, and social order. China's movement into Central Asia challenges Russia's claim to act as an equal partner of China, as well as its pretensions to regional hegemony. This development reflects the widening disparity between the two states with respect to their power capabilities but it also exposes the interactions between Russia and China in Central Asia as the most vulnerable aspect of their relationship. In Central Asia, a defensive Russia encounters an ascendant China.