• Asia pacific journal of information systems
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• v.13 no.4
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• pp.29-47
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• 2003

This research explores early mover advantages and performance in the cyber market based on an empirical test. It also examines whether early mover strategic capabilities are able to adopt mutually cumulative relationship in the cyber market. Early movers such as eBay.com and Amazon.com seem to have been able to defy exclusive relationship between strategic capabilities. Compared with their followers such as uBid.com and buy.com, they have been able to adopt strong focus, differentiation, and cost leadership strategies. The purpose of this paper is to investigate the differences in strategic choices based on the strategic capabilities and performance of online firms between early movers and followers. The study reviews early mover advantages and disadvantages, and a strategic typology based on Porter's model, as well as strategic capabilities based on the sand cone model.

• Asia pacific journal of information systems
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• v.17 no.3
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• pp.131-146
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• 2007

Recently, the role of IT service providers has been enlarged from managing a single function or system to reconstructing entire information management processes in new ways to contribute to shareholder value across the enterprise. This movement toward extensive and complex outsourcing agreements has been driven by the assumption that outsourcing information technology functions is a reliable approach to maximizing resource productivity. Hiring external IT service providers to manage part or all of its information-related services helps a firm focus on its core business and provides better services to its clients, thus obtaining sustainable competitive advantage. This practice of focusing on the strategic aspect of outsourcing is referred to as strategic sourcing where the focus is capability sourcing, not procurement. Given the importance of the strategic outsourcing, however, to our knowledge, there is little empirical research on the relationship between the strategic outsourcing orientation and outsourcing performance. Moreover, there is little research on the factor that makes the strategic outsourcing effective. This study is designed to investigate the relationship between strategic IT outsourcing orientation and IT outsourcing performance and the process through which strategic IT outsourcing orientation influences outsourcing performance, Based on the framework of strategic orientation-performance and core competence based management, this study first identifies core competency orientation as a proper strategic orientation pertinent to IT outsourcing and IT outsourcing process management capability as the mediator to affect IT outsourcing performance. The proposed research model is then tested with a sample of 200 firms. The findings of this study may contribute to the literature in two ways. First, it draws on the strategic orientation - performance framework in developing its research model so that it can provide a new perspective to the well studied phenomena. This perspective allows practitioners and researchers to look at outsourcing from an angle that emphasizes the strategic decision making to outsource its IT functions. Second, by separating the concept of strategic orientation and outsourcing process management capability, this study provides practices with insight into how the strategic orientation can work effectively to achieve an expected result. In addition, the current study provides a basis for future studies that examine the factors affecting IT outsourcing performance with more controllable factors such as IT outsourcing process management capability rather than external hard-to-control factors including trust and relationship management. This study investigates the major factors that determine IT outsourcing success. Based on strategic orientation and core competency theories, we develop the proposed research model to investigate the relationship between core competency orientation and IT outsourcing performance and the mediating role of IT outsourcing process management capability on IT outsourcing performance. The model consists of two independent variables (core-competency-orientation and IT outsourcing process management capability), and two dependent variables (outsourced task complexity and IT outsourcing performance). Comprehensive data collection was conducted through an outsourcing association. The survey data were analyzed using a structural analysis method. IT outsourcing process management capability was found to mediate the effect of core competency orientation on both outsourced task complexity and IT outsourcing performance. Further analysis and findings are discussed.

• Journal of the Korean hospital association
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• v.37 no.3 s.313
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• pp.74-87
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• 2008

As healthcare environment being more complex and turbulent, strategic approach of hospitals became more important. This study was to investigate strategic orientation of Korean hospitals and their related characteristics. We surveyed managers of 360 hospitals randomly selected from all hospitals in Korea. For typology of strategic orientation, we used that developed by Miles and Snow, and results are as follows. Firstly, major types of organizational strategic orientation of Korean hospitals were analyzer(42.0%) and prospector(34.0%). Secondly, characteristics affecting to hospitals' strategic orientation significantly were hospital ownership and sex of managers. Medical corporation had a high tendency of prospector strategic orientation by 2.7 times compared to personal ownership. Female managers had a low tendency of prospector strategic orientation by 0.2, which was statistically significant. Though 60+ age group (compared to twenties and thirties) and middle managers (compared to CEO) had a tendency of being more prospector strategic orientation, but insignificant. The study result that majority of strategic orientation were prospector and analyzer reflects Korean hospital environment are complex and unstable. Hospital managers need to more focus on environment and boundary spanning function for maintenance and survival of their organizations.

• International Journal of Quality Innovation
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• v.8 no.3
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• pp.1-10
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• 2007

A sample of Italian manufacturing companies was selected in order to verify the abilities and effects (relationships) of the management factors human resources, leadership and strategic planning on company performance. The Partial Least Squares (PLS) estimation method was used for analyzing the data collected, where the relationships between the management factors and performance were formalized by a Structural Equation Model (SEM). The analysis of the survey data showed unexpected result regarding the non significant direct relationship between Leadership and Performance. The effect of Leadership is obtained by an indirect relationship through Human Resources. The combination of Leadership and Human Resources has hence been identified as the management factors which have the highest impact on the performance of Italian industrial companies. Another interesting and unexpected result was that there was no significant impact of Strategic Planning on Performance. It seems that the leaders of Italian industrial companies have not understood that good strategic planning is a necessary condition for achieving excellence. So another improvement area is in fact Strategic Planning. This area should have the highest priority of any top management team and the focus should include how to establish a strong relationship between strategic planning and performance. No correlation between strategic planning and performance is a strong indication that something is wrong. It is not enough that Leadership is doing Strategic Planning-Leadership is also about studying and follow up on results in order to assure impacts on performance. This link seems to be missing in Italian industrial companies.

• The Journal of the Korea Contents Association
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• v.7 no.9
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• pp.156-166
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• 2007

Traditional financial approaches have been failed to satisfy the firms in evaluating the payoffs from information technology(IT) investment. This research developed a processed-oriented model to evaluate the impacts of IT on the primary business activities within the value chain. The model proposed in this research incorporates corporate goals for IT and strategic alignment as key measurements of IT impacts. We found that corporate goals for IT can be classified into one of four categories: unfocused, operations focus, market focus, and dual focus(operations and market focus), using survey data collected from 137 corporate executives in Korea. The empirical analysis confirms that corporate goals for IT are useful indicators of impacts from IT in that executives in firms with more focused goals for IT perceive higher payoffs from IT in the value chain. We also found that strategic alignment contributes to higher perceived levels of IT payoffs.

• Proceedings of the Technology Innovation Conference
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• 1998.06a
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• pp.57-90
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• 1998

This study attempts to explore the evolution paths of Korean SMEs'strategies and their technological teaming processes. Several different evolution paths are identified based on a dynamic strategic group analysis of 115 SMEs'strategy in the Korean electronic component industry for the period of 1990-1995. Further, inadept case analyses on technological learning processes in 5 firms are undertaken. Major findings of this study can be summarized as follows : 1) There are three dominant evolution paths in SMEs'strategy. First path indicates the evolution from a subcontractor or petty imitator group(a strategic group with the narrow product/market domain and the low level of accumulated resource/capabilities) into an innovator group(a strategic group with the narrow domain but high level of technological capability) by accumulating technological capabilities. Second, some firms move from a subcontractor group into a generalizer group(a strategic group with broad product/market domain but relatively low level of technological capability) by simply adding product lines. Third path involves firms which evolve from a subcontractor group into a production focus group(a strategic group with high level of production capability) by investing in production capabilities. 2) An in-depth case analysis shows those who succeeded in technological learning are managed by CEOs, who have technological expertise and strategic vision, and have made an effort to establish management practices to support innovation, such employee educational program, performance-based reward system, etc. The successful firms also aggressively pursue diverse external linkages with outside technology sources to learn product and process technologies. Fiendly, this study discusses several implications of the findings for the theoretical development and strategic management of small firms in Korea.

• Journal of Navigation and Port Research
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• v.35 no.8
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• pp.691-699
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• 2011

The culture is a criteria of behavior and judgement for the member of the society and it also affects strategic alliance. The fail of strategic alliance between lines is affected more culture factors than financial factors and sales factors. Due to cultural factors impact on the strategic alliance partner for the failure of the most overlooked result of cultural differences so than most other factors, cultural factors should be considered for the first. Openness to cultural understanding and our partners, strategic alliances, consider the satisfaction of the members to perform successfully, can lead to strategic alliances.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.35 no.3
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• pp.210-216
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• 2012

Recently, it is not sufficient that contemporary firms satisfy customers to be really successful, they must create new value. To do so, many firms focus on the blue ocean strategy. The blue ocean strategy proposed the strategic canvas as a main tool for identifying the opportunities for value differentiation. It is easy to understand and for the use, but has weakness that is a unclear procedure to make it done. To complement its weak point, this study proposes a refined strategic canvas based on the concept of the business evolution that comes from a discontinuous evolution trend of 5 stages known as customer expectation.

• Electronics and Telecommunications Trends
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• v.38 no.4
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• pp.12-24
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• 2023

The acquisition of advanced scientific and technological knowledge is essential for the economic and security interests of any nation. Major countries are actively accumulating capacities by strategically identifying and nurturing key technologies, aiming to gain a competitive advantage amidst internal and external environmental shifts and the global competition for technological dominance. By comparing and analyzing trends in strategic technology policies in leading countries, we may be able to understand Korea's technology status and level as well as identify technologies to focus or develop. Accordingly, this study scrutinizes policy trends, criteria for technology selection, objectives, and strategies adopted by major countries regarding strategic technologies and offers insights into Korea's technological development by means of comparative analyses across strategic technologies among these countries.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.13 no.21
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• pp.7-10
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• 1990

In the modern society where information system based on the computer in organization have been developed over again. A decision support system is one of the most popular topics. The computer have been discussed in relation to management strategy between enterprisers and researchers so far, but the accumulation of data resource and communication foundation have not been attended in actuality. The organic connection between business and information technique have been less progressed than our expectation. At this point of time. such a technical restrution getting removed, We have closed a gap between management strategy and computer. Now we are taking a growing interest in computer use for supporting proceedings decision, a lot of strategic marketing decision is wifely used in such a case, and the technical development is comming to advanced. In this study, I Investigate such a new tendency as strategic program and proceedings decision system. I will especially focus my study on a strategic program and a budget control corporation, so to speak, on strategic budget management system. Concretely the purpose of this study is to investigate what functions the proceedings decision support system requires in order to deal with the problem of strategic level and to practically establish the system with the use of DSS GENERATOR/ARISTOTLE in my laboratory.