• Journal of the Korea Society of Computer and Information
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• v.13 no.1
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• pp.261-272
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• 2008

The primary research objects of this study is to evaluate an importance of supplier selection factors as an index according the level of product standardization and to present the evaluation model for supplier selection. For this purpose, this study adopts the AHP method to calculate the importance of supplier selection factors. In this study 16 factors which affect on the supplier selection decision making are classified into three factors-product supply related factor, product related factor, management ability related factor. Results also indicate that standardized products are much more dealt by means of on-line compare to customized products. It means the buyer opportunities is potentially an increase in the amount of current supplier re-evaluation, which may lead to new suppliers being considered more often.

• Journal of the Korea Society of Computer and Information
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• v.12 no.4
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• pp.169-177
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• 2007

Competitive international business environment has forced many firms to focus on supply chain management to cope with highly increasing competition. Hence the supplier selection is the most important decision of a company. Because it has a direct effect on cost reduction and quality, profitability and flexibility improvement of a company, so the right supplier selection significantly affect on the organization's efficiency and effectiveness and competitiveness. The primary research objects of this study is to evaluate an importance of supplier selection factors as an index and to present the evaluation model for supplier selection. For this purpose, this study adopts the AHP method to calculate the importance of supplier selection factors. In this study, 16 factors which affect on the supplier selection decision making are classified into three factors-product supply related factor, product related factor, management ability related factor.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.3
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• pp.33-60
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• 2007

This study alms to analyze the entrepreneur characteristics of founder on enterprise performance from the strategic viewpoint as well as features of founder of small firms such as background feature of founder, psychological features and management skill. As considered by Background features of founder include educational background of founder, his experience in business creation, consultation or course related to business creation. This study verified the effects of factor which business performance (financial, non financial) on small firms. Also, this study considered psychological features of founder include achievement desire, risk-free propensity, level of patience on vagueness and control position. And it analyzed that between such factors and performance of small firms were examined in related. In the mean time, management ability of founder, entrepreneur ability, technical and function ability were considered for management skill of founder and alalyzed effect of the factors on performance of small firm were examined. Effects of strategic intention of founder of small firm were analyzed by the strategic viewpoint. At this time, strategy of small firm was divided into product-service reform differentiation strategy, marketing differentiation strategy and cost leadership strategy. This study distributed questionnaire on CEO of small firms in Daejeon and Chungnam area for accomplish the study objective and it collected a total of 145 copies of questionnaires. As a result of analyzing collected questionnaire, this study deduced the following study results and suggestions. First, results different from those of existing studies were found Since sales, net income and profit rate of small firm were not high cause economic depression on the whole. Second, entrepreneur ability was found to be required for success of business creation. Entrepreneur ability of founder was the factor that affects both financial and non - financial performance of small firm. As such, entrepreneur ability can be regarded as the most important factor for success in business creation of small firm. Accordingly, entrepreneur ability is the most important source for success in business creation of small firm. Third, strategy of small firm was found to be the important factor that affects the non-financial performance even if it could not give significant effects on financial performance. Thus, product service reform differentiation strategy, marketing differentiation strategy and cost leadership strategy have significant effects on non - financial performance of small firm. Accordingly, it is required to operate small firm with strategic mind - set for small firm to achieve success. This study analyzed the effects of feature of founder and strategy of small firm on business performance of small firm through practical analysis on small firms in Daejeon and Chungnam area, and deduced meaningful results. However, Since this study collected data on small firms in Daejeon and Chungnam only, there is a limit in generalizing the results of this study to all small firms in Korea. Companies answering to this questionnaire process were mainly wholesale and retail service companies. In addition, there is a limit in that it failed to analyze feature of representative type of industry due to limit in number of sample, it is required to divide representative type of industry and to compare and analyze types of industry in future studies.

• The Journal of Information Systems
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• v.26 no.3
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• pp.1-23
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• 2017

Purpose With the advent of the 4th Industrial Revolution era, ICT convergence industry is leading the wave of new change. These changes in the industrial field are recognizing convergence as a strategic cooperation tool of management for creating new value. In order to achieve the research purpose, conceptual understanding of ICT convergence is summarized by focusing on concepts, features, types and cases. In addition, this study established the theoretical rationale for the determinants of ICT convergence performance, and examined previous researches related to ICT convergence. Design/methodology/approach The empirical research method is based on a survey of 510 companies including managers and mid-level practitioners who understand the contents of the relevant field, 305 data were used for analysis. We conducted exploratory factor analysis to verify the grouping of these questionnaire items and conducted confirmatory factor analysis to analyze the validity and reliability of the measurement model. Through the statistical analysis, we analyzed the structural relationship of ICT firms' competencies for convergence performance. Findings Linkage of ICT strategies established by corporations is an important factor for enhancing resource capacity and convergence ability. It is important to ensure that product innovation, consumer-oriented strategies, and ICT strategies for the implementation of business strategies are closely linked. In addition, in the convergence environment, companies should make efforts to develop convergence ability and improve organizational performance through utilization of ICT resources. From the CEO's perspective, it is necessary to understand the knowledge, technology and resources arising from the convergence environment, and to integrate with the resources possessed by the enterprise to induce the organization's performance.

• Journal of Convergence for Information Technology
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• v.9 no.12
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• pp.30-38
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• 2019

The purpose of this study is to analyze the level of competitiveness of semiconductor design firms of Korea. The categories of competitiveness are divided into product development, accumulated technology, market-related competencies, human resources, and management system. The sample of 73 semiconductor design companies were used, and the analysis data were gathered by parallel with the questionnaire and the surveyor visited. For respondents, importance of competitiveness factor was prioritized using nominal scale and the competitiveness of each item is expressed based on 100 points. It was confirmed that there was a difference between the order of importance and the actual level of core competence. The ranking of the importance of core competencies is in the order of product development, technical capability, market-related competencies, human resources, and management system. However, in terms of actual competitiveness in each category, human resources were the best, followed by the management level. The product development and technology competencies were in order. The market-related competitiveness was found to be the most urgently raised. In order to increase the market related competitiveness, a new customer base must be developed and the information acquisition capability of the customer, and the ability to analyze their data needs to be improved.

• Proceedings of the Safety Management and Science Conference
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• 2011.04a
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• pp.731-746
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• 2011

The successful and sustainable growth of SMEs depends on their ability of strengthen their competitiveness in quality and cost and service more than anything else as a fundamental of operation. Among these key competitive factors of SMEs, quality is the most critical factor in manufacturing business fields. Because quality strongly influence cost and service performance on this manufacturing business field. There are many different ways to improve the quality performance but it needs proper management decision to choose the best way what can maximize outputs with minimum inputs. And it needs effective measurement methods and some indicators to analysis the quality performance properly. The quality cost is one of the simplest key indicators to measure the quality performance and the effectiveness of quality related management decisions. The major purpose of this study is to diagnose the categorized current level of actual quality cost of local SMEs to maximize their quality management effectiveness through comparing their level with others what's expressed in early studies. In this study, through survey on local SMEs, we found that their average annual quality cost ratio versus turnover - Total amount of annual quality cost divided by annual turnover - is around 3.69% excluded some SME's performances what have different quality control measures with others. And we found some results what corresponded with the early studies on the correlations between those categorized quality costs factors and some discrepancies between some of the literature model and the early case study results as follows. There were negative correlations between the Prevention costs and the External failure costs, and the Appraisal costs and the External failure costs, and there was positive correlation between the Appraisal costs and Internal failure costs same as early studies. But, we couldn't found any strong negative correlations between the Cost of control - Preventive costs & Appraisal costs - and the Cost of Failure of control - Internal & External failure costs -. It reveals not only the lack of effectiveness on their preventive or appraisal activities but also it can reveal there were so many effective ways to prevent the failure costs properly such as some innovative investment on Factory automation includes Error Proofing and more preventive actions to improve the effectiveness of the typical management methods likes CE (Concurrent Engineering), APQP (Advanced Product Quality Planning), FMEA (Failure Mode & Effect Analysis) etc.

• Journal of Global Scholars of Marketing Science
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• v.19 no.3
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• pp.5-16
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• 2009

Corporate social responsibility (CSR) activities have been shown to be potential factors that can improve corporate image and increase the ability of corporations to compete. However, most previous studies related to CSR activities investigated how these activities influence product and corporate evaluation, as well as corporate image. In addition, some researchers treated consumers' perceptions of corporate motives as moderator variables in evaluating the relationship between corporate social responsibilities and consumer response. However, motive-based theories have some weaknesses. Corporate social responsibility activities cause two motives(egoistic vs. altruistic) for consumers, but recently, Vlachos et al. (2008) argued that these motives should be segmented. Thus, it is possible to transform the original theory into a modified theory model (persuasion knowledge model, PKM). Vlachos et al. (2008) segmented corporate social responsibility motives into four types and compared the effects of these motives on customer loyalty. Prior studies have proved that CSR activities with positive motives have positive influences on customer loyalty. However, the psychological reasons underlying this finding have not been determined empirically. Thus, the objectives of this research are twofold. First, we attempt to determine why most customers favor companies that they feel have positive motives for their corporate social responsibility activities. Second, we attempt to measure the effects of consumers' reciprocity when society benefits from corporate social responsibility activities. The following research hypotheses are constructed. H1: Values-driven motives for corporate social responsibility activities have a positive influence on the perceived reciprocity. H2: Stakeholder-driven motives for corporate social responsibility activities have a negative influence on the perceived reciprocity. H3: Egoistic-driven motives for corporate social responsibility activities have a negative influence on perceived reciprocity. H4: Strategic-driven motives for corporate social responsibility activities have a negative influence on perceived reciprocity. H5: Perceived reciprocity for corporate social responsibility activities has a positive influence on consumer loyalty. A single company is selected as a research subject to understand how the motives behind corporate social responsibility influence consumers' perceived reciprocity and customer loyalty. A total sample of 200 respondents was selected for a pilot test. In addition, to ensure a consistent response, we ensured that the respondents were older than 20 years of age. The surveys of 172 respondents (males-82, females-90) were analyzed after 28 invalid questionnaires were excluded. Based on our cutoff criteria, the model fit the data reasonably well. Values-driven motives for corporate social responsibility activities had a positive effect on perceived reciprocity (t = 6.75, p < .001), supporting H1. Morales (2005) also found that consumers appreciate a company's social responsibility efforts and the benefits provided by these efforts to society. Stakeholder-driven motives for corporate social responsibility activities did not affect perceived reciprocity (t = -.049, p > .05). Thus, H2 was rejected. Egoistic-driven motives (t = .3.11, p < .05) and strategic-driven (t = -4.65, p < .05) motives had a negative influence on perceived reciprocity, supporting H3 and H4, respectively. Furthermore, perceived reciprocity had a positive influence on consumer loyalty (t = 4.24, p < .05), supporting H5. Thus, compared with the general public, undergraduate students appear to be more influenced by egoistic-driven motives. We draw the following conclusions from our research findings. First, value-driven attributions have a positive influence on perceived reciprocity. However, stakeholder-driven attributions have no significant effects on perceived reciprocity. Moreover, both egoistic-driven attributions and strategic-driven attributions have a negative influence on perceived reciprocity. Second, when corporate social responsibility activities align with consumers' reciprocity, the efforts directed towards social responsibility activities have a positive influence on customer loyalty. In this study, we examine whether the type of motivation affects consumer responses to CSR, and in particular, we evaluate how CSR motives can influence a key internal factor (perceived reciprocity) and behavioral consumer outcome (customer loyalty). We demonstrate that perceived reciprocity plays a mediating role in the relationship between CSR motivation and customer loyalty. Our study extends the research on consumer CSR-inferred motivations, positing them as a direct indicator of consumer responses. Furthermore, we convincingly identify perceived reciprocity as a sub-process mediating the effect of CSR attributions on customer loyalty. Future research investigating the ultimate behavior and financial impact of CSR should consider that the impacts of CSR also stem from perceived reciprocity. The results of this study also have important managerial implications. First, the central role that reciprocity plays indicates that managers should routinely measure how much their socially responsible actions create perceived reciprocity. Second, understanding how consumers' perceptions of CSR corporate motives relate to perceived reciprocity and customer loyalty can help managers to monitor and enhance these consumer outcomes through marketing initiatives and management of CSR-induced attribution processes. The results of this study will help corporations to understand the relative importance of the four different motivations types in influencing perceived reciprocity.