• Management & Information Systems Review
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• v.2
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• pp.47-73
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• 1998

According to the structural contingency theories, organizational structures are determined by such a contingency variables as organizational environment, technology, size, power and strategy. Therefore, many scholor believed that organizational effectiveness will be maximized in the condition of the fit between organizational structure and its contingency variables. But contingency theories have limitations in explaining of the manager's discretion by way of environmental determinism. In 1972, Child introduced strategic choice theory, and this perspective spurred significant, systematic studies of the influence of the managerial voluntary will on the organizational performance. Especially, the question of whether tap managers have an impact on business performance has been addressed by the strategic leadership theory that demonstrates strong associations between the characteristics of top managers, strategic orientation. Therefore, this study has investigated a theoretical literature and an empirical survey that explains the impact of top manger characteristics and organizational characteristics about strategic orientation. In order tn do that, this study develops a research model on the subjects, designed manager's characteristics, strategic typology. Managerial characteristics could be operationalized in terms of demographic measures. In this study, strategic orientation was classified using the Miles & Snow typology. This research model provides hypotheses. Hypotheses H1: The demographic characteristics of the tap manager will differ according to the types of strategic types. H2: The organizational characteristics of the firm will differ according to the types of strategic types. To test these hypotheses, this study conducted questionaire surveys on 108 firms in the Korea national wide. This study has utilized ANOVA, Chi-square analysis, cluster analysis, discriminant analysis for testing the hypotheses. The major findings of this study are summarized as follows. First, this study builds on the central tenent of cotingency theory in provide a comprehensive explanation of the process by which top manager's influence. Second, Manager's characteristics(demographics) are different from each other according to 4 strategic types(Prospector, Defender, Analyzer, Reactor). Third, Organizational characteristics are different from each other according to 4 strategic types. In conclusion, the major contributions of this study are to examine the development of a more comprehensive theoretical framework in the strategic leadership theory and to analyze their contingent relationships among managerial characteristics, organizational characteristics and strategic types in the context of Korea's industry.

• Knowledge Management Research
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• v.7 no.2
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• pp.35-52
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• 2006

Increasing competitive pressure, the constantly accelerating transformation of the economy, and a stronger focus on value creation have initiated the search for sustainable sources of competitive advantage in organizations. In this context, the concept of treating organizational knowledge as a valuable strategic resource has become quite popular recently. Knowledge has become the most critical component in the struggle for sustained competitive advantage and knowledge management (KM) has also been described for its possible role in creating sustainable competitive advantage. In order to examine the contingency between KM resources, KM strategies, and KM performance of organizations, a contingency model of KM, which is based on resource-based theory as well as knowledge-based theory, is developed from the information systems and strategic management literature in order to assess the following questions: (i) What KM resources affect the organization's KM strategies? (ii) Is there a relationship between KM strategies and organizational performance enhanced by KM? A detailed exploratory analysis of survey responses from 79 Korean companies provides the following significant findings: (i) This study found support for the proposed contingency model of KM; (ii) The organization's KM strategies are determined by social resources and its capabilities; (iii) An organization with a culture-based KM strategy is more likely to enhance organizational KM performance than an organization with a technology-based KM strategy.

• Journal of Industrial Convergence
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• v.2 no.1
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• pp.73-89
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• 2004

This study uses theoretical perspectives and models from organizational ecology to examine the dynamics and viability of strategic groups. Integrating the ecological perspective and the contingency theoretical view of strategic management, this study developed propositions demonstrating the impact of environmental density and variation on the effectiveness of strategic groups. Justifications for linking ecological perspectives to strategic management theory are discussed and the importance of the integrative approach to strategic management is highlighted.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.1035-1046
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• 2020

This study aims to find empirical evidence of causal relationship between strategy type, market orientation, strategic management accounting (SMA) strategic costing technique, and financial sector performance of private universities in Indonesia. The research object in this study are private universities in Yogyakarta, Indonesia. Yogyakarta is chosen because universities there are one of the barometers of higher education in Indonesia, and the city has quite a number of universities. The respondents in this study are the leader (manager) of private universities in Yogyakarta, Indonesia. The data analysis is done using SEM-PLS with WarpPLS 3.0 software. The results of this study show that market orientation has significant influence on the development and implementation of SMA strategic costing technique, while strategy type does not have significant influence on the development and implementation of SMA strategic costing technique. This study also finds that the implementation of SMA strategic costing technique significantly influences the financial sector performance of private universities in Yogyakarta, Indonesia. This study provides theoretical implication regarding SMA development in universities that consider that contingency factors (market orientation) can encourage increased organizational performance. It indicates support for contingency theory that states there are no general principles that apply to all situations.

• Asia pacific journal of information systems
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• v.5 no.2
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• pp.177-197
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• 1995

In a study involving 52 large organizations in the savings institutions industry, the relationship between information systems technology (IST) structure and competitive strategy was investigated based on structural contingency theory. Structural contingency theory argues that organizational performance is contingent on the congruence between structure and contingent factors. Competitive strategy is considered to be the most important contingent factor among organizational context variables. Two dimensions of IST structure and three types of competitive strategy were employed to test a contingency model. It was found that enhanced congruence between IST structure and competitive strategy was associated with higher competitive advantage. The structural dimension significantly associated with the "defender" strategic stance was more centralized and more integrated application of IST, while the structural dimension significantly associated with "prospector" positioning was more decentralized and less integrated application of IST.

• Journal of Information Technology Applications and Management
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• v.21 no.4
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• pp.225-245
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• 2014

ICT based convergence application is one of the most prevalent industrial issue these days. Despite of criticalness and potential economic opportunities of the ICT based convergence, theoretical research to analyze the feasibility and estimate the economic impact of the application is rather limited. This paper is intended to fill this research gap. In this respect, we develop theoretical framework to quantitatively estimate the differential benefits of convergent applications, which necessarily include underling ICT technology's contribution attributes extractions, and resulting value increments engendered from user's process effectiveness when ICT based service application is adopted. The research model to assess the differential value of the ICT based service application is developed, grounded on theoretical framework of TPC (Technology-to-performance chain) and contingency fit theories. Scenario based survey method is adopted, and SmartPLS 2.0. is used for statistical analysis of the structural equation model using 312 questionnaire. Valid statistical results are presented to provide useful insight.

• Korea Journal of Hospital Management
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• v.13 no.2
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• pp.1-19
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• 2008

BSC(balanced scorecard) is expected of the effective integrated tool of the management problem such as links of the management vision, the strategy, and the business scheme. This study discusses the recent development and problems of hospital BSC practices in in several countries. First, the article discuss the recent development and problems of hospital BSC implementation. Second, we review the links of strategic alignment with hospital's strategy and BSC on weight design, organizational culture and hospital performance. Finally, we explore hospital BSC framework that clarified easy to understand integrative approach to hospital BSC research using contingency theory model.

• Journal of Information Technology Applications and Management
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• v.16 no.2
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• pp.1-21
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• 2009

The balanced scorecard(BSC) framework is a tool for strategic decision making and task support that aims for efficiency in performance management and strategy execution. BSC evolved from an old performance management practice, which tended to be limited to a finance-only perspective, to a new system of corporate management looking at corporate tasks from a multi-dimensional, future-inclined value perspective. This form of BSC amounts to a framework capable of driving management innovation and renewing the ways in which companies conceive their strategy and perform their operations. Since BSC draws integrally on user participation, it can be expected that users' satisfaction with BSC systems is an important factor in systems' success or failure. However, previous studies of the BSC system have not yet considered it as a theoretical model, specifically examining BSC system and task characteristics. To date, only a few studies have put forward plans for the implementation and use of BSC systems, and these studies have the common limitation of failing to consider the circumstances or theoretical structure of the companies for which a BSC system is being proposed. This paper then begins to fill some of this gap by characterizing the BSC system from the perspective of contingency theories. Contingency theories can be particularly useful in the Korean context in exploring how different companies use the BSC system in ways determined by their unique environmental characteristics, which may also determine the performance factors behind the application of a company's particular BSC system. In order to provide concrete suggestions for implanting and using the BSC system from a contingency theory perspective, this study sets out to determine the relationships between the contingency variables affecting BSC system performance and BSC system property variables(in given cases) through an empirical analysis. The study takes into account the perspective from which contingency theory is to be applied in individual cases, sets contingency and BSC property variables with reference to the BSC system user's environment and BSC system's character, and frames initial hypotheses concerning corporate structure and environmental variables and BSC system performance variables with reference to previous studies. A survey was then conducted on users in Korean companies that have implemented the BSC system in order to verify the research model and understand results.

• The Journal of the Korea Contents Association
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• v.4 no.1
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• pp.40-48
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• 2004

In a study involving 52 large organizations in the savings institutions industry, the relationship between information systems technology(IT) structure and competitive strategy was investigated based on structural contingency theory. Two dimensions of IT structure and two types of competitive strategy were employed to test a contingency mood. It was found that enhanced congruence between IT structure and competitive strategy was associated with higher competitive advantage. The structural dimension significantly associated with the "defender" strategic stance was more centralized and more integrated application of IT, while the structural dimension significantly associated with "prospector〃 positioning was more decentralized and less integrated application of IT.lication of IT.

• 한국IT서비스학회:학술대회논문집
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• 2008.05a
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• pp.339-342
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• 2008

최근 IT서비스 산업은 복잡한 서비스 시스템 통합과 더불어, 제품과 서비스의 융/복합화를 위한 IT서비스 제조 (manufacturing)산업으로 활발히 확장되고 있다. 이는 제품의 서비스화 (product servicize)와 서비스의 제품화 (service productize) 현상의 가속화로 인해 제품과 서비스의 구분이 모호해 지고 있는 산업변화에 대응하려는 산업의 노력으로 판단된다. 고객 가치 향상을 위해 IT서비스 제조산업에서는 제품과 서비스의 모호한 경계를 극복하고, 서비스중심의 신규 IT서비스를 개발할 수 있는 무형의 프로세스 정립이 요구되었다. 본 연구에서는 서비스 사이언스 측면에서 제공되는 이론들 (NPD, NSD, UCD, Contingency theory)을 검토하여, IT서비스 제조산업의 특성이 반영된 마케팅 지원 process template를 개발하는 데에 목적이 있다. 제안된 template는 목표시장 및 기술환경의 분석과 동시에 IT서비스 제품 분석을 통해 IT서비스 사업 마케팅 기회를 전략적으로 탐색할 수 있는 도구가 될 수 있을 것으로 판단된다.