• Proceedings of the Korea Water Resources Association Conference
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• 2015.05a
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• pp.216-216
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• 2015

Frequent hydro-meteorological events caused by global climate change and human exacerbate activities, make the water resource problem more complicated. The increasing speed urbanization brings a significant impact on the city flood control and security, water supply safety, water ecological security, water environment safety and the water engineering security in China, and puts forward higher requirements to urban water integrated management, undoubtedly which become the biggest obstacle for water ecological civilization construction, thus urgent requiring an advanced methods to enhance the effectiveness of the water integrated management. The other fields of smart ideas point out a development path for water resource development. The construction demand of smart water resource is expounded in the paper, combining the philosophy of modern Internet of things with the application of cloud computing technology. The concept of smart water resource is analyzed, the connotation characteristics of smart water resource is extracted, and the general model of smart water resource is refined. Then, the frame structure of smart water resource is put forward. The connotation and the overall framework of the smart water resource represent a higher level of water resource informationization development and provide a comprehensive scientific and technological support to transform water resource management from an extensive, passive, static, branch and traditional management to a fine, active, dynamic, collaborative and modern management.

• Asia-Pacific Journal of Business
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• v.14 no.1
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• pp.281-294
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• 2023

Purpose - The purpose of this study is to explore the determinants of the organizational level for the advancement of smart factory. We suggested three determinants of the organizational level such as CEO's entrepreneurship, high-involvement human resource management, and cooperative industrial relations. Design/methodology/approach - The population of our survey was manufacturing SMEs, and we took a sample and conducted a survey of 232 companies. Since the level of smart factory advancement, which is a dependent variable, was measured on an ordinal scale, ordinal logistic regression analysis was used to test the hypothesis. Findings - The higher the level of high-involvement human resource management, the higher the level of smart factory advancement. As the level of high-involvement human resource management increases by one unit, the probability of smart factory advancement increases by 22.8%. On the other hand, the CEO's entrepreneurship did not significantly affect the level of smart factory advancement. Interestingly, the cooperative industrial relations negatively affected to the level of smart factory advancement, contrary to the hypothesis prediction. Research implications or Originality - This study explored determinants at the organizational level that affect the advancement of smart factories. Through this, various implications are presented for related research and policy fields.

• Journal of the Korea Society of Computer and Information
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• v.26 no.2
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• pp.79-88
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• 2021

In this paper, we propose a API Gateway technique for the expansion of human resource management module, one of the ERP functions. The institution has introduced ERP (Enterprise Resource Planning) based on its efforts to transform all human and physical resources into business competitiveness and its response to the digital knowledge informatization environment, and listed it as multiple success factors. Human resource management is one of the factors that have been dealt with. However, ERP's Human Resources Management Module remains in the role of functional personnel management. How to utilize human resources begins with navigating and recognizing human resources. The proposed API Gateway technique leverages blockchain networks to design and implement APIs for human resource sharing and navigation, including the possibility of extending ERP's human resource management module. Secondly, it was designed and implemented using a smart contract that behaves like an API for preventing information forgery. The proposed method will not only be used as a tool that can actively utilize human resources, but will also be a complete resource for utilizing big data technology.

• Knowledge Management Research
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• v.22 no.1
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• pp.85-103
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• 2021

While there is a rapid transition to smart work due to COVID-19, not many studies have measured the changes in organizational culture after firm-wide institutionalization of smart work. Through a questionnaire and a series of stakeholder interviews, this study examined how and to what extent employees' perception of organizational culture changed after the introduction of smart work in a large leisure service company H in South Korea. The working culture of the organization is measured as the changes in the organizational members' perception on seven dimensions: strategic innovativeness, organizational flexibility, fair human resource management, rational decision making processes, organizational vitality, trustful collaboration, proactive leadership. The results demonstrated that, after the introduction of smart work, the organizational members' perception on strategic innovativeness, organizational flexibility, organizational vitality, trustful collaboration have declined significantly while the changes in fair human resource management, rational decision making processes, and proactive leadership are insignificant. Though found to be insignificant, follow up interviews revealed that participants think that the role of management leadership is very critical for the smart work systems to be institutionalized successfully. While the smart work may have different effects depending upon industry or organizational characteristics, this study present a case for changes in organizational culture after institutionalizing smart work. Implications are discussed with further research issues at the end.

• Journal of Smart Tourism
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• v.3 no.1
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• pp.35-39
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• 2023

This research note probes the largely ignored sphere of smart tourism curriculum as destinations and institutions seek to develop graduates ready to embrace the demands and challenges of future work environments where technology has a ubiquitous presence. This knowledge gap is somewhat surprising, even as destinations progress towards smart tourism futures, without necessarily clarifying what human resources need to possess in the coming decades. Drawing from available smart tourism curriculum across the globe, and emergent trends associated with Generation Alpha and Beta, this research note paints a timely picture of how smart tourism curriculum should be designed and developed to meet the needs of industry and consumer demands and expectations.

• Asia Pacific Journal of Business Review
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• v.6 no.2
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• pp.1-26
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• 2022

This study uses the human resource management (HRM) practice and ability, motivation, and opportunities (AMO) theory and corporate social and environmental responsibility, to explore the effects of environmental responsible human resource management practice (ER-HRM) on energy-intensive manufacturing's green technology innovation and organizational effectiveness. A self-completed questionnaire was administered to managers of energy-intensive manufacturing in the Lao PDR. The data was collected from 198 managers of energy-intensive manufacturing for analysis. We used structural equation modeling (SEM) by smart PLS 3.0 to test the hypotheses in this research. The findings have shown a strong direct and positive impact of the environmental ability, motivation, and opportunity of ER-HRM practice on green technology innovation and organizational effectiveness. The ability of ER-HRM practice has the highest influence on green technology innovation and organizational effectiveness. The findings also prove the partial mediation of green technology innovation links ER-HRM with organizational effectiveness. This research is expected to identify the influences of ER-HRM in energy-intensive manufacturing to achieve innovation and performance while reducing emissions.

• Knowledge Management Research
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• v.24 no.4
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• pp.219-235
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• 2023

The advancement of digital technology and the impact of COVID-19 have brought about changes in corporate innovation and organizational culture, thereby highlighting the significance of Smart Learning in the field of HRD (Human Resource Development). This trend has led to an increased interest in personalized Smart Learning among employees due to the growth of hybrid work and the widespread adoption of smart work practices. This study aimed to illuminate the relative importance of the factors that constitute Smart Learning from the perspective of HRD practitioners. Through a review of prior literature, Smart Learning hierarchy and factors most fitting to the current context were identified, and their relative importance was determined using the AHP method. Consequently, in the first-tier factors, importance was confirmed in the order of 'Learning Activities', 'Teaching Activities', 'Learning Content', 'Assessment and Evaluations', and 'Learning Time and Space'. At the second-tier encompassing all factors, 'Pedagogical Strategy', 'Learning Results', 'Learning Tasks', 'Learning Goal', and 'Learning Support' emerged within the top five factors. These findings are significant in that they redefine the concept of smart learning and propose an academic framework for future research. Additionally, from a practical perspective, it is anticipated that this study will contribute valuable insights for HRD practitioners, aiding them in focusing on which factors to prioritize for enhancing and advancing Smart Learning initiatives.

• International journal of advanced smart convergence
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• v.13 no.2
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• pp.154-165
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• 2024

The purpose of this study is to investigate the relationship between organizational culture (innovation culture, relationship culture, hierarchy culture, task culture) as perceived by organizational members and its impact on organizational justice and job performance. This contributes to providing additional data for the revitalization and development of the organizational system for efficient management and operation measures included in the organization's sustainable management. To this end, the hypothesis established through the traditional process of quantitative research was tested as follows. First, organizational culture showed a positive effect on organizational justice. Second, organizational culture had a positive (+) effect on job performance. Third, organizational justice was significantly analyzed in terms of job performance. In other words, the importance of systematic re-establishment and continuous implementation of organizational culture (innovation culture, relationship culture, hierarchy culture, task culture) and organizational justice consistent with organizational characteristics was emphasized in order to improve job performance, which is the result of organizational competitiveness. In addition, it is the aspect of drawing practical implications for strategic human resource management and human resource development to systematically improve it.

• International journal of advanced smart convergence
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• v.11 no.2
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• pp.142-152
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• 2022

We study confirmed the relationship between the adversity index, entrepreneurial orientation, and organizational learning competency perceived by organizational members as follows. First, the adversity index showed a positive (+) effect on entrepreneurial orientation (hypothesis 1) and organizational learning competency (hypothesis 2). Second, the entrepreneurial orientation was statistically significant in organizational learning competency (hypothesis 3). Third, the partial mediating role of entrepreneurial orientation (Hypothesis 4) was confirmed in the process of the adversity index affecting organizational learning competency. Meanwhile, the main implications of this study are as follows. First, it is the aspect that provides additional theoretical implications in the reality that studies on the adversity index and entrepreneurial orientation that affect organizational learning competency are lacking. Second, it is the aspect that the importance of adversity index and start-up orientation was confirmed in improving organizational learning competency based on securing differentiated competitiveness for the advancement of the organization's sustainability management system. In addition, it is the aspect of drawing practical implications for strategic human resource management and human resource development to systematically improve it.

• 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.