• Asia pacific journal of information systems
• /
• v.14 no.4
• /
• pp.123-145
• /
• 2004

This paper empirically and longitudinally examines relationships among corporate strategy, competitive advantage of information technology (CAIT), and organizational performance. This research replicates the research done in 1997 and compares the results to observe any noticeable changes. Research results confirm that information technology provides several traits of strategic advantages such as efficiency, threat, functionality, preemptiveness, and synergy and significantly contributes to corporate performance both in 1997 and 2004. The findings reinforce the accepted belief that alignment between corporate strategy and CAIT is critical for firms to attain sustainable competitive advantage, subsequently enhances corporate performance and competitive position against rivals, potential entrants, substitutes, suppliers, and buyers. Research results of 2004 show stronger relationships among corporate strategy, competitive advantage of information technology, and organizational performance than research results of 1997.

• Proceedings of the Korean Operations and Management Science Society Conference
• /
• 2007.11a
• /
• pp.256-263
• /
• 2007

Corporate managers look at IT outsourcing as long-term strategic choices not as short-term tactical ones, and maximizing the effect that IT outsourcing brings about is the main concern to them. Emerging different types of IT outsourcing and their effects on the corporate business decisions necessitate the research on this subject. According to previous researches, the Intent for IT outsourcing is categorized as IS Improvement, Business Impact, and Commercial Exploitation. The decison factors for these IT outsourcing include corporate strategy types, IT role, and interaction between these two. Firm size and IT maturity are selected as moderating factors to add the credibility to the research of the effect of IT outsourcing decision making. Analyzing IT outsourcing data collected from 61 large-size and mid-size domestic firms revealed that corporate strategy rather than IT role is more significant factor affecting the intent for IT outsourcing decision. That means the decision of outsourcing intent is affected by corporate strategy types. Defenders(as in corporate strategy types) tend to use IT outsourcing more as a means to improve information systems, compared to analyzers and reactors. Prospectors tend to use IT outsourcing more as a commercial exploitation, compared to analyzers and reactors. These outcomes prove that corporate strategy characteristics reflect outsourcing intent. There were previous researches that showed outsourcing decision depends on IT role however the hypothesis was rejected that IT role determines outsourcing intent. It was also rejected that the interaction between corporate strategy types and IT role determines outsourcing intent. Corporate decision makers should first analyze corporate strategy, and reflect it on the outsourcing intent when they make IT outsourcing decisions. Only the precise defining of IT outsourcing intent will lower the risk and increase the possibility of success.

• Proceedings of the Korean Operations and Management Science Society Conference
• /
• 2000.10a
• /
• pp.22-25
• /
• 2000

With the dawn of the 21st century, the corporate business environment started to witness the unprecedented, intense competition on global basis. As a result, the kind of corporate business activity that can respond swiftly to the new changes emerged as one of the most critical factors to increase corporate competitiveness. Being reborn as a strategy-focused organization means seeking innovation. And the strategy not involving innovation is just meaningless. It is this innovation that lies at the heart of the corporate strategy, and that is the only way for continuation of the corporation. The most important pending issue facing companies today is to bolster corporate competencies fit for new business environment, to develop corporate culture required for getting competitiveness edge back, and ultimately to put the company on the continued growth path. Corporate culture, as the very underlying belief and philosophy, is not just woven into the fabric of the corporate management strategy and into the way the company is doing its business. It also, as a regulation and norm for its employees to stick by, affects the way they think and behave. This paper aims at presenting the role of the corporate culture in working out problems encountered by companies today, like corporate innovation, instilling vitality to the organization, beefing up the underlying corporate capabilities, and making transformation required by the changing business environment.

• 한국체육학회지인문사회과학편
• /
• v.54 no.4
• /
• pp.347-361
• /
• 2015

The purpose of this study was to examine whether corporate sports marketing strategy using professional teams changes corporate image. In particular, this study was intended to analyze the effects of origin and corporate reputation on the change of corporate image in the process of persuading corporate image. Finally 211 effect data were secured by pre-test and post-test. The change of corporate image and the moderating effect of origin perception and corporate reputation were analyzed. The results were as follows. First, corporate trust image and social contribution image showed statistically significant increase. Second, corporate image had a difference before and after the test according to origin perception and after the test, corporate trust image and social contribution image were increased. Third, corporate image had a difference before and after the test according to corporate reputation. After the test, corporate trust image and social contribution image were increased and trust image confirmed the mediating effect according to corporate reputation. Based on the findings, this study suggests that corporate sports marketing strategy using professional teams has an effect on the persuasion of corporate image. Moreover, it demonstrates that the strategy is an important marketing tool to change consumers' corporate image.

• Asia pacific journal of information systems
• /
• v.8 no.1
• /
• pp.65-86
• /
• 1998

This paper empirically examines relationships among corporate strategy, competitive advantage of information technology(CAIT), and organizational performance. Effects of information technology on the linkage between corporate strategy and performance is investigated and CAIT measures suggested by Sethi and King(1994) as well as Sung(1997) are tested for verification. Research results confirm that information technology provides several traits of strategic advantages such as efficiency, threat, functionality, preemptiveness, and synergy and significantly contributes to corporate performance. CAIT measures developed by Sethi and King show strong reliability and validity, Generally, service industry firms show more strong relationship among CAT strategy, and performance than manufacturing industry firms. The findings reinforce the accepted belief that alignment between corporate strategy and CAT is critical for firms to attain sustainable competitive advantage, subsequently enhances corporate performance and competitive position against rivals, potential entrants, substitutes, suppliers, and buyers.

• Asia-Pacific Journal of Business
• /
• v.12 no.2
• /
• pp.61-79
• /
• 2021

Purpose - The purpose of this study was to analyze the impact of a company's competitive strategy on corporate performance in the highly competitive Chinese automotive industry. Design/methodology/approach - This study collected 14 survey data from automotive companies in China which be listed more than one year. We chosen the exploratory study with deriving research assignments, and the final research results are presented as propositions to proceed with the study. Findings - First, in the Chinese automobile industry, a company's competition strategy has a positive impact on corporate performance. and also the Differentiation strategy and the Low-cost strategy both have a positive impact on corporate performance. In addition, a company pursuing the Differentiation strategy that it would achieve better corporate performance than a company pursuing the Low-cost strategy. Second, it has been shown that the hybrid strategy rather than the pure strategy in the Chinese automobile industry can achieve higher corporate performance. Research implications or Originality - First, the type of competitive strategy in Chinese automotive industry were identified through the original strategies presented by Porter and Murray, and the impact of the Low-cost and the Differentiation strategies on corporate performance was analyzed. Second, contributing to the study of pure and hybrid strategies that are still under discussion now. Third, it also suggested practical implications that companies in China's automotive industry should pursue cost or differentiation advantages to secure competitive advantage.

• The Journal of Asian Finance, Economics and Business
• /
• v.9 no.4
• /
• pp.325-332
• /
• 2022

This research aims to examine and assess how management methods, financial conditions, and corporate governance strategies affect stock returns. This study employs a quantitative approach with a population of 1968 firms with stock returns (return) and a sample of 225 companies with corporate governance practices in the manufacturing industry in Indonesia from 2013 to 2018. The findings of this study show that strategic management has a significant impact on stock return, financial condition, and corporate governance strategy. The findings of this study on debt strategy as a proxy for management strategy, debt default as a proxy for economic conditions, corporate governance strategy as a proxy for centralized ownership, and independent commissioners function as a mechanism of internal and external control in increasing stock return for investors all support increasing stock return for investors. The cost reduction strategy includes reducing operating costs unless the audit committee has not yet functioned as an internal control or requirement for a company to be listed with the Financial Services Authority on the Indonesia Stock Exchange.

• Journal of the Ergonomics Society of Korea
• /
• v.31 no.1
• /
• pp.33-40
• /
• 2012

Objective: Service industry has become the most important industry among various economic activities, as the percentage of service related industry in advanced nations is over 60% of their GDP and the percentage of service industry in South Korea, a traditional manufacturing nation, now takes up over 60% of the entire economy. Background: Such industry paradigm shift has changed consumers from those that simply purchased products into groups of people that evaluate the companies that manufacture products, thereby further intensifying competition among companies and increasing the importance of integrated communication between companies and consumers. However, the excessive existence of sub-identities that have been developed for integrated management of the existing corporate identities, as well as the undifferentiated general management strategies by companies are creating confusion not only for consumers but also for various corporate interest parties. In addition, service identity strategy has become the most important strategy than any other sub-identity strategies in forming corporate identity at the increased importance of corporate service in the era of service industry. However, the current domestic circumstance is that the concept of service identity has not been well established through specific related studies. Method: Accordingly, the existing academic and field studies on the corporate identity(CI), brand identity(BI) and product identity(PI) used for the communication with consumers were reviewed in this study to establish and summarize the concept of service identity(SI) that appeared at the service economization. Results: The purpose is to examine the kind of change that could be brought about by SI for the corporate integrated identity strategy developed through the existing corporate, brand & product image in order to present a new direct in corporate identity strategy according to the industry paradigm shift through a SI centered new corporate identity framework. Conclusion: For preparing the new era of service industry, the corporate integrated identity strategy must be integrate with concept of service identity and which is essential to differential from other companies. Application: The proposed concept and framework of service identity on this paper will help to understand and clearly define why service identity is important factor of the new idea of corporate identities.

• Journal of the Korean Society for Aviation and Aeronautics
• /
• v.6 no.1
• /
• pp.71-98
• /
• 1998

The study proved the fitness between competitive strategy and service operation strategy of service companies. The competitive strategy of a corporation is a major strategy playing the role of bridge linking both corporate strategy and functional strategy. And it is a choice of method how to win competitors in given area. There have been such a specific methodologies for acquiring competitive advantage as Porters competitive strategy, Miles and Snows adaptive strategy, and Life cycle strategy. But, many scholars have pointed that its more important for high corporate performance to determine the competitive strategy of a corporation fitting the external environment and internal structure. So its needed for successful cost-leadership or differentiation strategy to differentiate organizational function, resources, and various organizational factors. But there have been no methodologies or practical guidelines fitting competitive strategy, corporate structure, and external environment in sprite do service corporations growth. So, the study proved the fitness between competitive strategy and service operation structure in Airlines after selecting service structural elements necessary for strategic management.

• Journal of Information Management
• /
• v.34 no.2
• /
• pp.89-105
• /
• 2003

The change of corporate business environment according to the worldwide competitiveness and the development of information technology threaten the survival of corporate libraries. Corporate libraries have to redesign their services and prove the significance of existence within their company. This paper examines the competitive corporate environment of corporate libraries, and the effective management strategy of corporate libraries. Also management strategies of two corporate libraries are analyzed.