• IE interfaces
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• v.23 no.4
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• pp.275-285
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• 2010

In complex industrial world, many companies make every effort to analyze their competition capability through various performance evaluation tools to cope with rapidly changing business environment. Among evaluation tools the balanced scorecard (BSC), put forward by Kaplan and Norton in 1992, is a strategic performance management tool for measuring whether the smaller-scale operational activities of a company are aligned with its larger-scale objectives in terms of vision and strategy. The BSC tool offers a comparative advantage over others to evaluate the objective achievement of a company by linking its strategic objectives with operational KPI. In this paper, we introduce a case that the BSC performance evaluation system was implemented based on product data management and applied it to the business process. Specially, we shows a implementation procedure to derive discipline-specific topics and key performance metrics.

• Journal of Information Technology Services
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• v.12 no.1
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• pp.99-113
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• 2013

In spite of IT performance can be achieved through the interaction of IT and organization, many previous study has been treated the introduction of the information system itself as a final outcome. But if it doesn't clear about understanding on IT performance, performance management is difficult and also it is impossible to produce the intended outcomes. This study investigates the improvement of the business performance of SMEs through IT investment, whether the investment process on business performance. Analytical methods that were used in previous studies were maintained and new model IO(Information Orientation) analysis was applied. Therefore, this study is meaningful to establish a new methodology, that is not attempted until now, for evaluating the performance of IT investment, and analysis relationship between IT investment and business performance.

• Asia-Pacific Journal of Business
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• v.14 no.1
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• pp.1-19
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• 2023

Purpose - The purpose of this study was to examine the internal relevance between digital transformation, manipulation of asset evaluation and corporate M&A performance and further explores the impact path of manipulation of asset valuation on corporate M&A performance. Design/methodology/approach - This study based on the financial data of A-share listed companies in Shanghai and Shenzhen Stock Exchanges from 2013 to 2021. Findings - First, manipulation of asset evaluation is negatively correlated with M&A performance. Second, Digital transformation significantly weakens the negative correlation between manipulation of asset evaluation and corporate M&A performance. Third, The effectiveness of internal control plays a partially intermediary role in the process of manipulation of asset evaluation affecting M&A performance. Research implications or Originality - Enriching the existing literature on the subject, the study can also provide useful reference for improving the performance of corporate mergers and acquisitions, regulating asset valuation, promoting the digital transformation of enterprises and improving internal control mechanisms, with both theoretical and practical implications.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.1
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• pp.1-13
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• 2014

This study examines the relationship between firms' external search strategy and their innovation performance. In addition to revisiting the relationship between open search strategy and product innovation, we further extend the impact of use of external knowledge sources to process and organizational innovation. Using the 2010 Korean Innovation Survey (KIS) of manufacturing firms, we report that on average, venture firms search more widely (external search breadth) and deeply (external search depth) across a variety of external search channels than non-venture firms. We then further explore the impact of venture and non-venture firms' use of external search strategies on innovation performance. We find that both searching widely and deeply increase the likelihood of non-venture firm's successes in product, process and organizational innovation. Similar results can be found for the venture firm's success in organizational innovation. However, only searching deeply increases the likelihood of venture firms' success in product and process innovation.

• Journal of Korea Society of Industrial Information Systems
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• v.15 no.3
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• pp.77-92
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• 2010

The purpose of this study is to explore how IT routines influence firm performances. To do this, a research model are proposed which includes 5 constructs: firm performance, business process performance, IT infrastructure flexibility, IT personnel knowledge, and IT routines. It is presumed that the IT routines enhance other IT capabilities (IT infrastructure flexibility and IT personnel knowledge) and subsequently business process performance which in turn influence firm performance. Then, with 243 firm level data, the proposed dynamics were empirically validated and tested using PLS. The study result revealed that all the routes proposed in the model are statistically significant.

• Asia pacific journal of information systems
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• v.13 no.1
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• pp.119-140
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• 2003

The business value of IT has been the focus of the academic and business field in recent years, along with the massive IT investment. Unfortunately, those studies have not been able to demonstrate strong linkages between the IT investment and performance. The impact of IT investment on performance is an important research topic that needs to consider the role of key contextual factors and intermediate factors. This study develops an integrated model for IT investment, with the mediating effects of production/coordination performance towards firm performance. In addition, the model is moderated by some factors like ISP(Information Systems Planning), Business Planning alignment, top management support, IT education and training, and process innovation. The empirical result, based on the moderating regression analysis, indicates that the relationship between IT Investment and production/coordination performance is significantly positive depending on moderating factors. However, production/coordination performance is partially related to firm performance.

• Journal of the Korea Safety Management & Science
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• v.12 no.4
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• pp.239-246
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• 2010

The purpose of this study is looking for the effects of innovation on business performance in Korean SMEs. We were able to obtain participations of 169 questionnaire, and derived statistics by means of SPSS/PC version 15.0 and AMOS. In this study we found that employee's quality mind and organizational supports for company innovation activities are significant to product innovation and process innovation. The reason is easy to adoption and participation in the innovation for all the members of the staff. As a statistical result, the research conduced that both product innovation and process innovation largely affects the business performances increase.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.8
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• pp.47-56
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• 2021

ASEAN Economic Community (AEC) was established in 2015 from 10 countries to realize the ultimate (adopted in 1997), which aimed to transform ASEAN into a stable, prosperous, and highly competitive region with equitable economic development, reduced poverty, and socioeconomic disparities. The purpose of this paper is to examine the effect of knowledge level on the AEC of Vietnamese small and medium enterprises (SMEs) in the textile and apparel industry towards attitudes, readiness, and performance. This study uses convenience sampling to get questionnaires from 150 SMEs in Hanoi, Vietnam. Then, the paper applies SPSS-AMOS 24 to process data. The empirical results show that AEC's implementation only has a small impact on improving SME performance. However, SMEs have adequate knowledge, attitude, and readiness about AEC. The structural modeling findings indicate that the knowledge factor has an indirect effect on SMEs' performance. This finding is to provide new insight into the roles of attitude and readiness in the case of Vietnam. These factors are needed to mediate the effect of attitudes and readiness in the relationship between knowledge and business performance, a framework strategy of business organizations, and can be used as a conceptual model to improve SMEs' performance.

• Journal of Korean Institute of Industrial Engineers
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• v.23 no.1
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• pp.77-94
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• 1997

Reengineering, also known as a business process redesign, involves a fundamental rethinking, and often a radical redesign, of an entire business process or a set of process to achieve dramatic improvements. The central paradox of reengineering is that its own advantages constitute the greatest threat to its success. For reengineering to be the right choice, the organization must have real capacities to embrace changes across the board. The key is to begin with, and to preserve, a vision of the new order, which drives this structured approach, and is in turn calibrated by that approach. However, in most cases of these calibrations, the empirical evidences on the effect of determinants in the reengineering are required. Seemingly, the research results in this area are scarcely verified. This article tried to search the effect of four dimensions of the reengineering toward the performance of reengineering. The results showed that the factors of the organization behavior and of the methodology/operation had more affected on the performance.

• Journal of Digital Convergence
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• v.7 no.1
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• pp.149-156
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• 2009

Enterprise Resource Planning (ERP) system is one of key information technology to shape doing business. ERP adoption characteristics like IS planning and change management before ERP implementation are rising in importance, because of gaining competitive advantage. The purpose of this study is to analyze the impact of the characteristics of ERP adoption on ERP implementation success. From previous researches on ERP adoption and implementation, two characteristics of ERP adoption such as IS planning and change management, and 2 dependent variables such as process innovation and business performance, are identified. From data collection processes, 122 samples are collected. The results of hypothesis testing show that organizations with IS plan have higher implementation performance than organizations without IS plan. Also, organizations with the process of change management have higher implementation performance than organizations without the process of change management. Also, The interaction effect between IS planning and change management shows bigger impact in ERP implementation success.