• Journal of Technology Innovation
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• v.10 no.2
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• pp.69-90
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• 2002

This paper investigates the determinants of the firm's decision to carry out innovative activities in terms of the resource-based view(RBV) in strategic management. Two types of resources are distinguished: tangible(financial autonomy, firm size, capital intensity) and intangible(human resource, entrepreneurship, and commercial resource). R&D intensity and patent statistics are used as proxies for innovative activity. Specific hypotheses about their effect on the probability of a firm carrying out innovative activities are derived and tested on a sample of 337 listed firms in Korean manufacturing industry for the year 1999, using the logistic regression model. Empirical findings suggest that firm size and human resource are the main determinants of firm's internal innovative activities. The results show that the hypotheses concerning financial autonomy, debt ratio, capital intensity, entrepreneurship, and commercial resource are rejected.

• Journal of the Korea Institute of Building Construction
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• v.10 no.6
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• pp.39-47
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• 2010

Top-notch global construction firms have been responding strategically in order to survive in a rapidly-changing market environment by training and securing excellent human resources. The purpose of this study is to propose a guideline for establishing a strategic human resources management system for the Chinese construction sector. Specifically, this study intends to suggest an overall strategic plan for improving the human resources management system based on the research outcomes obtained through an analysis of the Chinese construction market and human resource management practices. To meet the proposed research purpose, questionnaire survey and in-depth interviews were conducted in China. The analysis results indicated that Chinese construction firms are generally not prepared to carry out efficient training programs. In addition, the available contents and materials for education and technical training are extremely limited. Based on the problems drawn from the analysis results, an overall plan for the improvement of the education system is suggested.

• Journal of Korean Society for Quality Management
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• v.27 no.3
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• pp.17-39
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• 1999

A strategic model on quality management system was developed and applied for the public service sector. The public service sector includes a wide range of organizations such as local authorities responsible for education, social services and housing, government departments, military forces, and public enterprises like post office and Korean Railroad. Quality management requires strategic integration of management system for achieving customer satisfaction. Questionnaire was developed, and data was collected and analyzed for this study. Conclusively, leadership and organization culture are the important drivers among the quality management activities. Human resource development and process management are significantly related to employee satisfaction, which also significantly influences on customer satisfaction in the public sector.

• 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.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.

• 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 the Korea Safety Management & Science
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• v.10 no.4
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• pp.297-307
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• 2008

At the spots of enterprises experiencing rapid environmental changes, necessity for ceaseless managemental innovation is raised. We can't deny that management quality is also a part of such managemental innovation. Introduction of management quality by an organization is different from introduction of other individual innovative techniques. Management quality is not one time project but complete historical change program to be pursued continuously. Furthermore, it must be understood as a strategic 'Quality Journey' looking for far future of an organization. Malcolm Baldrige Model has been increasingly used in Korea as a global standard for management quality. The model, however, has shown a number of limitations in application due to nonsystematic elements in the implementation process. The deployment process of the model should be detailed through a real world case study. In this research, we proposed a quality evaluation standard model which is suitable for the Korean public enterprise based on the Malcolm Baldrige Non-profit Criteria, and examined the model. A 7-Point Likert Scale was used based on the seven categories within the 2007 Malcolm Baldrige Non-profit Criteria: Leadership, Strategic Planning, Customer and Market Focus, Management Analysis and Knowledge Management, Workforce Focus, Process Management, and Results. Furthermore, we analysed the validity and causal relationship among the factors within the model. Through the above case study, following common factors for successful Malcolm Baldrige Model have been derived. The following is a summary of the results of this study. First, for Malcolm Baldrige Model management, needs powerful support Leadership. Second, for Malcolm Baldrige Model management, needs systematic Strategic Planning. Third, for Malcolm Baldrige Model management, needs the continuous Customer and Market Focus. Fourth, for Malcolm Baldrige Model management, needs systematic Measurement Analysis and Knowledge Management. Five, for Malcolm Baldrige Model management, needs systematic Workforce Focus. Six, for Malcolm Baldrige Model management, needs systematic Process Management. The finding are surely necessary factors to arrange the human resource management for upgraded management quality, those factors help to explain why all enterprises consider human resource as the strategic view.

• Journal of the Korean Society of Safety
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• v.27 no.5
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• pp.171-178
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• 2012

Shipbuilding is basically labor-intensive industry. It creates a number of job opportunities, but it is classified as a high risk industry like the construction industry. Shipyards show similarities in many aspects compared with the construction sites. There are many stakeholders of the HSE managements in the shipbuilding industry, such as ship owner, primary contractor and multi-layered subcontractors. The ship owners who are almost foreigners are treating strictly about safety and health. Therefore, it is necessary to development an appropriate HSE management systems and for the management systems it is desirable to information technology (IT) to accommodate these complex and complicated problems and situations. It was developed the ISP (Information Strategic Planning) as a HSE management system for the shipbuilding industry. It consisted of the environment analysis, the As-Is analysis and the To-Be design. In this study, the ISP is introduced and further it is suggested that it should be connected to system of HR(Human resource), PM(Plant maintenance) and KM(Knowledge Management) to make the HSE management system efficient.

• Journal of Global Scholars of Marketing Science
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• v.12
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• pp.1-27
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• 2003

The purpose of this study is to verify what kind of influence do strategic factors (clarification of outsourcing goals, clarification of outsourcing scope, co-sourcing, management of supply businesses, and human resource participation) have on marketing performance factors (improvement of service quality, customer satisfaction, and improvement of employees' ability). Another purpose is to examine whether the influence of strategic factors of outsourcing on marketing performance differ depending on the outsourcing motives and the degree of human resources outsourcing. Hypothesis of influences of strategic factors of outsourcing on marketing performance is verified. The study shoes that co-sourcing has a significant influence on improvement of service quality, participation of human resources on improvement of service quality and employees' ability, and management of supply businesses on customer satisfaction and improvement of employees' ability. However, the study indicates that clarification of outsourcing goals and outsourcing scope do not affect variables in marketing performance.

• Journal of Digital Convergence
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• v.10 no.10
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• pp.333-338
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• 2012

Human resource management is bringing the various changes with the IT technology. In particular, if HRM is non-scientific method such as group management, physical plant, working hours constraints, personal contacts, etc, the current enterprise human resources management(e-HRM) appeared in the individual dimension management, virtual workspace (for example: smart work center, home work, etc.), working time flexibility and elasticity, computer-based statistical data and the scientific method of analysis and management has been a big difference in the sense. Therefore, depending on changes in the environment, companies have introduced a variety of techniques as RFID card, fingerprint time & attendance systems in order to build more efficient and strategic human resource management system. In this paper, time and attendance, access control management system was developed using multi camera for 2D and 3D face recognition technology-based for efficient enterprise human resource management. We had an issue with existing 2D-style face-recognition technology for lighting and the attitude, and got more than 90% recognition rate against the poor readability. In addition, 3D face recognition has computational complexities, so we could improve hybrid video recognition and the speed using 3D and 2D in parallel.