• Journal of Digital Convergence
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• v.10 no.4
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• pp.63-78
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• 2012

This research aimed at constructing consultant's competencies of having the biggest effect upon consulting performance with competencies, knowledge and attitude, clarifying the effect upon service quality and consulting performance and being useful for some researches developing future consultant's competencies and looking for service quality improvement plan. The results of the study can be summarized as follows. First, it was identified that the consultant's competencies had positive effect upon consulting service quality. Second, it was verified for service quality to have positive effect upon consulting performance. Third, consultant's competencies proved that it has positive effect upon consulting performance.

• Journal of Digital Convergence
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• v.9 no.6
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• pp.255-266
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• 2011

For the empirical research, consultant competencies are constructed as consultant ability, attitude, and knowledge, and project manager competencies are constructed as management ability, participating attitude, and absorption capacity. For the more accurate research, moderate effects such as consulting project's manager tested.

• Journal of Digital Convergence
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• v.10 no.5
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• pp.89-103
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• 2012

This paper analyzed the effect of learning motivation and conation(endurance, effort) on the consultant' entrepreneurship(innovativeness, proactiveness, risk- taking) and competencies(ability, knowledge, attitude), and the mediating effect of the entrepreneurship on the consultant's competencies. The result shows that the learning motivation and conation have a positive impact on the partial factors of the consultant's entrepreneurship(innovativeness, proactiveness) and competencies(ability, knowledge), but not impact on the risk- taking and the attitude. Innovativeness and proactiveness have an positive impact on the consultant's competencies, but not the risk-taking. Innovation and proactiveness fully mediated the effect of learning motivation on the ability, and partially mediated on the knowledge. The effect of learning conation on the ability and knowledge was partially mediated by the innovation, not by the proactiveness. This study shows that the management of the learning motivation and conation, the education of entrepreneurship(innovativeness, proactiveness) are very important for the cultivating the consultant' competencies.

• 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.

• Journal of the Korea Institute of Information Security & Cryptology
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• v.26 no.1
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• pp.227-235
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• 2016

As various measures of law observance obligations such as mandatory obligation of privacy impact assessment (PIA) for public institutions and authorization of information security management system (ISMS) are put into practice, increase in demand for information security consulting and securement of information security consultants are emerging as a major issue. The purpose of this study is to empirically investigate what core competencies information security consultants should possess and how much they actually possess them. By analyzing the differences in perception between practitioners and managers on core competencies, this study understands difference of views between the two groups and suggests ideas for cultivation of information security consultants.

• Industry Promotion Research
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• v.4 no.1
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• pp.45-55
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• 2019

The purpose of this study is to examine the effects of common competency, managerial competency, and job competency, which are perceived management consultants' competencies, on organizational performance and management characteristics of these managers. The hypothesis 2 shows that the influence of the management consultant capacity and the management performance on the Hypothesis 1 and the moderating effect of the hypothesis 2 management characteristics are as follows. First, common competence, management competence, and job competence, which are H1 management consultant capacities, have been shown to have a positive (+) influence on financial performance and non - financial performance. Second, the characteristics of manager in H2 were partially shown by the common competence between management consultant capacity and management performance. Therefore, in order to establish a corporate sustainability management system and implement it strategically, a consulting firm should select a consultant with excellent management consultant capability and execute management consulting. In addition, management consultants were required to have diverse learning, experience and management plans to improve their qualitative performance. Despite the fact that managerial characteristics represent partial regulatory roles, they actively play a central role in the survival and development of corporations, requiring active publicity so that the organizational characteristics of managers can be understood.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.30 no.4
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• pp.33-44
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• 2022

As the majority of Korean MRO demand is outsourced overseas, AMO by major foreign authorities is required to promote the Korean MRO industry to keep Korean MRO demand on shore. This study aims to promote consulting for AMO (obtaining repair station certification) by U.S. Federal Aviation Administration (FAA) for Korean maintenance companies. We analyzed AMO process, studied various industry cases, developed a model for AMO consulting, and identified core competencies for consultants. We suggested a five-step modified Milan model to apply AMO consulting process. We identified seven core competencies (ethics, communications, problem-solving, technical, relationship, resource management, organizational understanding) both social and technical for consultants. Additionally, we text analyzed more than 260 FAA AMO consultant resumes on Linkedin and interpreted frequent words (airline, audit, inspector, DER, regulation, ISO, system) to their competencies. This study contributes to promote consulting for the Korean MRO industry to be recognized by FAA and to develop the Korean MRO industry.

• Asia-pacific Journal of Multimedia Services Convergent with Art, Humanities, and Sociology
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• v.7 no.5
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• pp.655-664
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• 2017

As the external environment of SMEs is changing drastically, it is necessary to establish an appropriate management strategy. The purpose of this study was to analyze the effect of consultant's competency, on consulting performance, consulting utilization and repurchase intention, and effect of consulting's understanding and participation on consulting performance. Participants were 103 questionnaires collected from 154 SMEs that received technology and management consulting support from the Technology Guarantee Fund. According to the practical analysis result, knowledge(β=.377, p<.001) and attitude(β=.461, p<.001) among the consultant's competencies were positively correlated(R2=.623) with consulting performance, and consulting performance had positive correlation(R2=.668) with consulting utilization and repurchase intention(β=.817, p<.001). Participation in consulting had a moderating effect on the effect of consulting performance on consulting utilization.

• Journal of Information Technology Services
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• v.14 no.4
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• pp.61-80
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• 2015

This paper has explored the analyzing and defining the core competencies of IT consultants who carry out IT consulting projects which desperately are needed by companies to survive in business competitions. Many companies have used IT consultants for their IT projects to achieve their project objectives. The problem of this is the results of IT projects carried out by IT consultants from the recognized consulting firms are quite often criticized by many clients who pay high price for hiring IT consultants. The purpose of this paper is that to weight of capability evaluation model for IT consultants. To define the capability model, I conducted the surveys from the IT professionals by the interview and e-mails. The result of this, this paper defines what core skills IT consultants should have to perform well when they carry out the IT projects. There are 6 major skills and 17 sub skills IT consultants should have in succeeding IT projects. 6 major skills are job competence skill, communication skill, business attitude, vocational values, job performance skill, leadership skill and related 17 sub skill are defined. With the capability evaluation model, the managers who are in the charge of incubating and enhancing the capability of IT consultants in the large corporation and also small, medium companies will utilize their companies' strength to get the advantage on the business competition.

• The Journal of the Korea Contents Association
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• v.14 no.5
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• pp.498-511
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• 2014

This study was designed to investigate the perception of the competencies of using Importance-Performance Analysis (IPA). The subjects of the study were 318 clients and 118 consultants. Descriptive statistics, paired t-tests, and Importance-Performance Analysis (IPA) were conducted based on perception levels of clients and consultants to increase understanding of current situations and trends. Findings are expected to assist in planning. Regarding the perception of clients, Quadrant 2 (Concentrate Here) included consulting supervision expertise and content expertise, and Quadrant 4 (Possible Overkill) included skill expertise. Regarding the perception of consultants, Quadrant 1 (Keep Up the Good Work) included skill expertise; Quadrant 2 (Concentrate Here) included content expertise; and Quadrant 3 (Low Priority) included consulting supervision expertise. Results revealed that clients had no responses for Quadrant 1, but they offered 10 items associated with Quadrant 2, one item for Quadrant 3, and four items for Quadrant 4. Consultants responded with five items for Quadrant 1, three items for Quadrant 2, three items for Quadrant 3, and four items for Quadrant 4.