• Information Systems Review
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• v.18 no.2
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• pp.39-57
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• 2016

Previous studies on the success factors of big data implementation have called for future research and further examination of the top management leadership's impact. This research proposes and empirically tests three hypotheses, including how top management leadership can directly affect big data investment, how it can mediate the causal relationship between big data investment and idea usefulness, and how it can mediate the relationship between idea usefulness and business utilization. Based on the data collected from 108 big data users in Korean companies, we determined that all three hypotheses are statistically significant. By shedding light on top management leadership and its characteristics, we can provide better suggestions on what needs to be done to ensure the success of big data.

• The Journal of Society for e-Business Studies
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• v.19 no.1
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• pp.63-78
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• 2014

This paper is to analyze how the information security leadership of top management affects controls of information security. Controls of information security include the activity related to making information security policy, the activity related to making up information security organizational structure and job responsibilities, the activity related to information security awareness and training, the activity related to technical measures installation and operation, and the activity related to emergency response, monitering and auditing. Additionally we will analyze how Internet incidents affect controls of information security and find implications.

• Journal of the Korea Society of Computer and Information
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• v.18 no.10
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• pp.183-192
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• 2013

This paper examines the impact of the strategic leadership of CEOs after M&A on resistance to change and on perceived performance. Most M&A research has focused on the strategic, financial and economic aspects, while studies on leadership and employee behavior have been limited. CEO leadership is critical to a successful M&A. Recently, strategic leadership has been attracting more attention. Strategic leadership can be defined as a person's ability to anticipate, envision, maintain flexibility, think strategically and to work with others to initiate changes that will create a viable future for an organization. It can also reduce resistance and improve perceived performance. So this paper used empirical studies from the IT industry after M&A.

• Review of KIISC
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• v.22 no.6
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• pp.9-14
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• 2012

정보보호 활동에 대한 이사회 및 최고경영층의 역할과 책임을 강조하는 거버넌스에 대한 이슈가 최근 공공기관 및 민간기업 공히 화두로 등장하고 있다. 조직 내 정보보호가 효과적으로 수행되기 위해서는 무엇보다도 정보보호에 대한 주요 방향 제시와 통제 기능을 수행하는 최고경영층의 리더십과 지원체계가 핵심성공요인이라는 것을 인식하기 시작한 것이다. 이러한 정보보호의 새로운 패러다임을 반영하여 현재 정보보호 거버넌스에 관한 국제표준화 작업이 완성단계에 있어 2013년에는 국제표준으로 발표될 예정이고, 국내 KS 표준으로도 상정될 예정이다. 또한 최근 금융권을 비롯하여 정보보호 거버넌스 도입을 위한 프로젝트가 수행되었다. 본 연구에서 국제표준의 내용을 중심으로 거버넌스를 위한 원칙과 프로세스를 소개하고, 국내 정보보호 거버넌스 도입 사례 연구를 통해 거버넌스의 현 수준을 살펴보고 향후 추진되어야 할 과제를 제시하고자 한다.

• Journal of Korean Society for Quality Management
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• v.31 no.4
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• pp.81-94
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• 2003

Six sigma is a management innovation strategy which improves all managerial processes in an integrated manner, Six sigma can be applied to every aspect of managerial functions such as marketing, engineering, purchasing, accounting, and so on. Six sigma is trying to solve quality problems from the customer's viewpoint in the scientific manner, thus maximizing profits through the elimination of quality costs. This paper is presented to verify empirically the successful factors of implementing six sigma through the survey of black­belts of Korean firms. The blue­chip companies in Korea and across the world have already adopted Six Sigma, and it is becoming an integral part of the corporate culture of these companies. In conclusion, the most important factors to the success of six sigma are found to be the leadership of top management, and the compensation/ incentive system. The analysis also shows that the important factors are different in terms of both the process type and implementing stage.

• Journal of the Korean Society of Food Science and Nutrition
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• v.39 no.12
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• pp.1880-1892
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• 2010

The purposes of this study were to: a) provide evidence concerning the effects of emotional intelligence on job outcomes, b) examine the impacts of emotional intelligence on employee-related variables such as 'job satisfaction', 'organizational commitment', 'organizational performance', and 'turnover intention' c) identify the conceptual framework underlying emotional intelligence. A survey was conducted to collect data from foodservice managers (N=231). Statistical analyses were completed using SPSS Win (16.0) for descriptive analysis, reliability analysis, factor analysis, t-test, correlation analysis, cluster analysis and AMOS (16.0) for confirmatory factor analysis and structural equation modeling. The concept of emotional intelligence (EI) has been on the radar screens of many leaders and managers over the last several decades. The emotional intelligence is generally accepted to be a combination of emotional and interpersonal competencies that influence behavior, thinking and interaction with others. The main results of this study were as follows. The four EI (Emotional Intelligence) dimensions correlated significantly with age. The means of job satisfaction score were above the midpoint (3.04 point) scale. The organizational commitment score was above the midpoint (3.41 point) scale and was higher at 'loyalty' factor than 'commitment' factor. The means of organizational performance score were above the midpoint (3.34) scale. The correlations among the four EI (emotional intelligence) factors were significant with job satisfaction; organizational commitment, organizational performance and turnover intention. The test of hypothesis using structural equation modeling found that emotional intelligence produced positive effects on job attitude and job performance. Emotional intelligence enhanced organizational commitment, and in turn, managers' attitude produced positive effects on organizational performance; emotional intelligence also had a direct impact on organizational performance. This study has identified the effect of emotional intelligence on organizational performance and attitudes toward one's job.

• The Journal of Small Business Innovation
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• v.19 no.2
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• pp.53-68
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• 2016

Motivation and activities for technological learning, entrepreneurship, innovation, and creativity are driving forces of economic development in Asian countries. In the early stages of technological development, technological learning and entrepreneurship are efficient ways in which to catch up with advanced countries because firms can accumulate skills and knowledge quickly at relatively low risk. In the later stages of technological development, however, innovation and creativity become more important. This study aims to identify a) the factors (learning capabilities) that influence technological learning performance and b) barriers to enhancing innovation capabilities for the creative economy and organizations. The major part of this study is related to learning capabilities in the post-catch-up era. Based on a literature review and observations from Korean experiences, this study proposes a technological learning model composed of various influencing factors on technological learning. Three hypotheses are derived, and data are collected from Korean machine tool manufacturers. Intense interviews with CEOs and R&D directors are conducted using structured questionnaires. Statistical analysis, such as correlation and ANOVA are then carried out. Furthermore, this study addresses how to enhance innovation capabilities to move forward. Innovation enablers and barriers are identified by case studies and policy analysis. The results of the empirical study identify several levels of firms' learning capabilities and activities such as a) stock of technology, b) potential of technical labor, c) explicit technological efforts, d) readiness to learn, e) top management support, f) a formal technological learning system, g) high learning motivation, h) appropriate technology choice, and i) specific goal setting. These learning capabilities determine firms' learning performance, especially in the early stages of development. Furthermore, it is found that the critical factors for successful technological learning vary along the stages of technology development. Throughout the statistical and policy analyses, this study confirms that technological learning can be understood as an intrinsic principle of the technology development process. Firms perform proactive and creative learning in the late stages, while reactive and imitative learning prevails in the early stages. In addition, this study identifies the driving forces or facilitating factors enhancing innovation performance in the post catch-up era. The results of the preliminary case studies and policy analysis show some facilitating factors such as a) the strategic intent of the CEO and corporate culture, b) leadership and change agents, c) design principles and routines, d) ecosystem and collaboration with partners, and e) intensive R&D investment.