• Journal of Korean Society of Industrial and Systems Engineering
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• v.46 no.3
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• pp.231-240
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• 2023

This empirical analysis investigates the impact of consultant competency and project manager (PM) competency on business performance. Two hundred and twenty four chief executive officers and executive members at small and medium sized firms in the manufacturing sector were surveyed, yielding several outcomes. First, consultant competency positively affects consulting performance. Second, consultant competency positively affects business performance. Third, PM competency does not have a significant influence on consulting performance. Fourth, PM competency does not have a significant impact on business performance. Fifth, consulting performance does not have a significant effect on business performance. Finally, regarding the mediation effect of consulting performance on the influence of consultant competency and PM competency on business performance, consulting performance had no significant impact. Thus, expertise and insight are crucial for a consulting business to enable the growth of professional consultants. Furthermore, this study is expected to enhance the consulting performance of small and medium sized manufacturing firms by providing useful data to consultants and project managers when carrying out consulting projects.

• The Journal of Information Technology
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• v.4 no.3
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• pp.35-48
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• 2001

Information technology leadership roles have undergone fundamental change over the past decade. Despite increase interest in recent years, little empirical research on Information Technology has been done. This paper suggests results from a survey in Korea on Information Technology. The survey collected data on general leadership roles such as information roles, decisional role and interpersonal role, as well as on specific Information Technology leadership roles such as planning leader, R&D manager, general manager, chief operating strategist. The role of a change leader is positively influenced by the number of years, the extent of strategic responsibility and the organization's revenue while it is negatively influenced by the number of years in the current position. R&D manager can be predicted by strategic responsibility and chief executive's IT use, Manager can be predicted by the extent of strategic responsibility. Although several significant predictors of Information Technology leadership roles were identified, the more signigicant study should continue in the future.

• Journal of Practical Engineering Education
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• v.11 no.1
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• pp.105-115
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• 2019

This study focused on the importance of job position as a role model for female career adaptation. To do this, we used the KWMP data to conduct a Multinomial logit analysis to examine the influence factors of the tenure women managers. As a result, first, section chief position showed a low level of life satisfaction and showed difficulty of beginner's manager. Second, it is predicted that the position of the Deputy Head of Department will establish the identity of work as an intermediate manager. Third, head of department Director showed a high age, target status, possibility of achieving the target, and duration of the next job. Fourth, executive level has the least average experience of discrimination on monthly average wage. It was suggested that it is important to develop individual career by recognizing that the organizational atmosphere and personnel management are lower than those of the other positions. It was found that age, organizational atmosphere and personnel management, goal status, possibility of achieving goals, next job tenure period, monthly average wage, welfare, and life satisfaction factors were the most influential factors in women career adjustment. Finally, implications and limitations were discussed based on the results of this study.

• Journal of Practical Agriculture & Fisheries Research
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• v.9 no.1
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• pp.105-117
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• 2007

This study was carried to analyze the demonstrational cultivation process of selenium supplemented P. linteus and G. lucidum from 2005 to 2006 and ifs effect at Hochimin Agricultural Technology College(HATC) in Vietnam, according to the mutual contract between the Yunjung-nongwon, a fanning company in Korea and HATC. As a result of the demonstrational cultivation of selenium supplemented P. linteus and G. lucidum, the external aspect, such as size, thickness and color of the P. linteus and G. lucidum were very much high qualified comparing to the same strain P. linteus and G. lucidum generally cultivated in Korea. The major contribution factors to this high qualified mushroom product could be drawn as followings; keeping growing condition of the mushroom with precise data collection of Vietnam climate and weather, involvement of the various professors of Korea National Agricultural College(KNAC), maintenance of bio-technical security through the strain cultivation on the oak log in Korea, the Yunjung-nongwon manager's endeavor being consulted by the various professors of KNAC even to be a student of the agricultural chief executive officer(CEO) training course in KNAC and the HATC's constant cooperation to the mushroom demonstrational cultivation instead of the orchid which was originally contracted item.

• Journal of Digital Convergence
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• v.12 no.10
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• pp.35-43
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• 2014

Many researchers in the knowledge management area pointed out that leadership is a important factor affected knowledge management. But, research focused on relationship between knowledge management and leadership was very rare. This study analyzes, by qualitative approach of in-depth interviews for employees and CEO of 2 rolled-rated municipalities, relationship between leadership of CEO in local government and knowledge management. The results show that participatory leadership expand opportunity of participation in decision-making of employees in local government, and enable successful knowledge management through free communication among employees. Participatory leadership is positively associated with high levels of employee knowledge management activities. Future research may want to focus on relationship between leadership and knowledge management through a quantitative approach.

• Journal of Distribution Science
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• v.13 no.6
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• pp.105-118
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• 2015

Purpose - Currently, strengthening small and medium-sized enterprises (SME) in terms of competitiveness is a key economic issue. However, the problem is that many SMEs lack the internal competence required to cope with a rapidly changing market structure. Such problems can act as an obstacle to economic development, yet most SMEs in Korea are dealing with this problem today. A company's source of competitive advantage is changing from quantity to quality, facility to knowledge, and hardwork to creativity. Under such circumstances, a company should place learning and sharing of knowledge and continuously creating new knowledge as its priority. This study aims to identify the effect of a chief executive officer's (CEO) compassion and forgiveness - positive factors in organizational emotion - on learning organization activities and organizational performance, through a theoretical comparison. Research design, data, and methodology - For this study, SMEs based in Daejeon and Chungcheong area were selected. To secure credibility of the data, the subjects were selected among those who have been working at the business for six months or longer. The survey was conducted for 30 days from March 5, 2015 to April 5, 2015. Both offline and online surveys were conducted. Fifty companies were chosen and 700 questionnaires were distributed, with 506 used for analysis. Fifty subject companies (25 from Daejeon, 10 from Chungnam, 10 from Chungbuk, and five from Sejong) were selected and the objective, target, and survey content were explained to a manager at each company either face-to-face or on the phone. Of the total of 700 questionnaires distributed via mail or e-mail, 78.6% or 550 copies were returned. Excluding 44 insufficient questionnaires, the remainder, 506 questionnaires, were used for analysis. Results - This study analyzed how the CEO's compassion and forgiveness affects learning organization activities and organizational performance. First, compassion of the CEO at the SMEs directly affected the learning organization activities and indirectly affected the organizational performance. Second, forgiveness of the CEO at the SMEs did not affect the learning organization activities and organizational performance directly or indirectly. Conclusions - The study conclusions are as follows. First, CEO compassionate behavior at the SMEs was a significant variable that directly and indirectly affected learning organization activities and organizational performance. Therefore, the CEO of an SME can create a positive organizational atmosphere through compassionate behaviors in the organization. Second, the forgiving behavior of the CEO did not have direct or indirect effects on learning organization activities and organizational performance. However, the reason for a CEO to continue his or her forgiving behavior is because it strengthens employee resilience, commitment, and self-efficacy to protect the organization from negative influences such as layoffs, risks, and wrongdoings. The action of forgiveness does not have direct or indirect effects. However, the CEO shall continue such behavior to strengthen members' physiological resilience, commitment, and self - effectiveness, and to protect the organization from risks including layoff and external negative factors.