• Journal of Korean Society for Quality Management
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• v.43 no.2
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• pp.151-168
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• 2015

Purpose: The purpose of this study was to investigate the effect of the innovation performance through business innovation activities by small and medium size company as well as to test the moderating effects on the innovation techniques'understanding and conformance. Methods: The data for the empirical analysis was collected from 132 companies mainly located in Jeolla and Gyeonggi Province. Cronbach's alpha factor analysis, multiple regression analysis and hierarchical multiple regression were used for statistical methods. Results: The Statistical analysis results show that innovation performance through business innovation techniques and activities was effected by CEO leadership, company capability and training for employees. Conclusion: Through this study we tried to give some suggestions for improving innovation performance through business innovation activities for the small and medium size company.

• Journal of Internet of Things and Convergence
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• v.8 no.4
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• pp.85-96
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• 2022

The purpose of this study was to investigate how the management strategies and organizational culture required in the digital economy have an effect on business performance. It provided basic data on management strategies and organizational culture necessary to approach as a digital leading country. For data collection, a survey was conducted from March 1 to May 30, 2022 for companies located in J province and engaged in industries related to the digital economy. The survey was conducted online and non-face-to-face, and a total of 225 companies participated in the survey. For statistical analysis, frequency analysis, exploratory factor analysis and reliability analysis, cluster analysis, independent sample t-test, and multiple regression analysis were performed. The research results are as follows. First, organizational culture was classified into high and low groups according to preference in innovation oriented, relationship oriented, task oriented, and hierarchical oriented. Second, the 4 types of organizational culture showed differences in prospectors strategy, analyzers strategy, defenders strategy, differentiation strategy, cost leadership strategy, financial performance, and non-financial performance according to preference. Third, management strategies affecting financial performance were found to be analyzers strategy, differentiation strategy, prospectors strategy, and cost leadership strategy. Fourth, management strategies affecting non-financial performance were found to be differentiation strategy, defenders strategy, analysis strategy, offensive strategy, cost leadership strategy, and focus strategy. Fifth, organizational culture affecting financial performance was found to be task oriented. Sixth, organizational culture affecting non-financial performance was found to be innovation oriented and relationship oriented. Through these studies, it is expected that the economy will be revitalized in the domestic market and a growth ecosystem that can take a new leap forward is created in the global market.

• International Journal of Contents
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• v.10 no.3
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• pp.64-72
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• 2014

This study explored the elements that affect team achievements in virtual environments. In this study, consideration was given to the role of group dynamics in facilitating productive interaction. We aspired to reveal the mechanisms of group dynamics and examined how group dynamics affected team achievements in virtual environments. The empirical study was performed with undergraduate students enrolled in an e-learning course. In collaboration with other majors, students executed team projects and managed project issues in forums or chat rooms. The results of the empirical study indicated that leadership, creative friction, and group cohesion (components of group dynamics) had positive relationships with team achievements. The findings confirmed that addressing creative conflict is a method to improve team performance and that leadership is a key factor in project teams.

• The Journal of the Korea Contents Association
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• v.20 no.10
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• pp.654-678
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• 2020

Job crafting has gained prominence in organizational practice as an important factor to cultivate positive performance, the purpose of this study is to present theoretical and practical implications of job crafting by examination of the effective variables that induce job crafting. We verify the correlation between shared leadership and job crafting and the mediating effect of learning goal orientation and knowledge sharing in the relationship between these two variables. Hypotheses were established on the basis of precedent research and various theories including social cognitive theory and affective events theory. The data were collected by conducting online surveys of 318 office workers who have served in various domestic organizations. The reliability and validity of the collected data were verified by SPSS 25.0 and AMOS 25.0, and the hypotheses were analyzed by SPSS process macro 3.0. The study found that shared leadership yields positive effects on the learning goal orientation, knowledge sharing and job crafting of participants respectively and that learning goal orientation and knowledge sharing have a mediating effect in the relationship between shared leadership and job crafting. The results of this study present the effectiveness of shared leadership to facilitate the job crafting and implications and future research measures for the organization to develop a system for activating shared leadership, and for strengthening learning goals orientation and knowledge sharing.

• Journal of Digital Convergence
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• v.19 no.8
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• pp.113-132
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• 2021

This study is about the factors affecting organizational effectiveness and to suggest implications for encouraging organizational effectiveness. The conditional process model was analyzed with transformational leadership as an independent variable, educational service quality as a mediator, organizational effectiveness as a dependent variable, and trust as a moderator. The data collected from the financial institutions were analyzed using SPSS v22.0 and PROCESS macro v3.4. As a result, transformational leadership has a (+) effect on educational service quality, and educational service quality has a (+) effect on organizational effectiveness. Except for the relationship between charisma and innovative behavior, transformational leadership affect organizational effectiveness. Excluding the relationship between charisma and innovative behavior, educational service quality mediate between transformational leadership and organizational effectiveness. Trust only moderates between educational service quality and innovative behavior. Trust moderated the mediating effect of educational service quality between transformational leadership and innovative behavior. The results suggest the importance of education service quality management in a non-face-to-face working environment and the importance of individual consideration in innovative actions.

• Journal of Korea Society of Industrial Information Systems
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• v.28 no.4
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• pp.45-58
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• 2023

In a world of uncertainty and complexity, leadership is essential to lead collaborative and positive interactions among employees. In other words, if members share opinions and work through voluntary leadership, they will respond more effectively to uncertain challenges and get closer to the targeted management performance. Therefore, in this study, we would like to elucidate the importance of shared leadership, which has recently become an issue. We will examine the impact of shared leadership on team efficacy, team organizational citizenship behavior, and turnover intention. A survey was conducted among members working in a team organization in Busan, and the results were as follows. First, the effects of shared leadership on team efficacy were found to have significant positive(+) effects, such as the hypotheses set at planning and organizing 0.202(C.R.=2.853), problem solving 0.463(C.R.=5.620), support and caring 0.237(C.R.=3.326), and development and mentoring 0.366(C.R.=5.132), respectively. Second, the effects of team efficacy on team organizational citizenship behavior and turnover intention were 0.545(C.R.=5.895) and -0.143(C.R.=-0.817), respectively, and team efficacy was found to have a positive(+)positive(+) effect on team organizational citizenship behavior, but team efficacy did not have a significant effect on turnover intention.

• Asia pacific journal of information systems
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• v.12 no.3
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• pp.213-233
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• 2002

Recently, a lot of companies intend to make spin-offs as the Internet usage is proliferating in the business area. A spin-off means a small but autonomous company which is thought to show higher profitability rather than it stays under the influence of a mother enterprise. To prove our hypotheses, we collected questionnaire data from 104 companies considering spin-offs. From experiments with Factor Analysis, we found that there exist four factors which decision-makers should consider before deciding spin-offs such as competence of unit, competence of mother company, competence of spin-off company, and support of mother company. After massive experiments with Regression Analysis we also found that there are significant three performance factors such as competence of unit, competence of spin-off company, and support of mother company. The survey also asked about three potential strategies that they may have been following for achieving business objectives: Cost leadership, Focus, and Differentiation, Six benefits factors emerged from this study: External competitiveness, Internal competency, Productivity, Change, Cost saving, and Improvement. External competitiveness was the most important benefit, and it predicted a Differentiation and Focus strategy. Productivity and Improvement also predicted a Differentiation strategy. External competitiveness, Change, and Cost saving predicted a Cost leadership strategy. However, organizations followed Differentiation and Focus strategies significantly more than Cost leadership. The assessment thus sheds light on the link between information strategy and spin off. We hope that based on our results, many companies considering a spin-off can make a right decision and expect higher performance in a turbulent business environment.

• Journal of Distribution Science
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• v.14 no.10
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• pp.81-91
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• 2016

Purpose - This study proposes a strategic model for the late mover to effectively penetrate an industry that is dominated by a leading company. Thus, this study presents strategic implications for several late movers in overcoming the advantages of the leading company. Research design, data, and methodology - This study begins with a literature review followed by the formation of a strategic model that consists of: Repositioning, Utilization of Competence, Strategic Leadership, and Innovation. Specifically, this research analyzes LG Electronics (LG) as an example and investigates how LG infiltrates and grows in the water purifier market, overcoming the advantages of the powerful leading company. Results - The major steps taken by LG are summarized into four. First, LG studied the market, which had been conventionally treated as a single market. To penetrate the market, LG founded a new, special market segment. Subsequently, LG further segmented the market, executing a marketing strategy for each segment. Second, the unbending will of top managers was a key factor that addressed the challenge persistently. Third, even though LG was the late mover in the water purifier market, it had several technology competences such as compressor, refrigeration cycles, and algorithms. LG had profound knowledge in technology and used it effectively. Fourth, LG created a premium market through three innovative and distinguished factors such as the stainless water tank, sterilization service, and luxury design. Conclusions - This research draws four key findings from the example of the late mover in the water purifier industry: the reestablishment of a strategic position based on environmental change is an effective strategy for the late mover; strategic leadership is an important motive to generate late mover performance; and the late mover can utilize its existing knowledge and resources to overcome the first mover, such as presenting new added value compared to existing products as an effective catch-up strategy. Consequentially, through the study of performance determinants and the market penetration strategy of the late mover, this research has significance in providing basic material for companies trying to penetrate the market.

• The Journal of the Korea Contents Association
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• v.19 no.5
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• pp.316-330
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• 2019

This study examines the effect of goal orientation (GO) on employee' self-esteem and organizational citizenship behavior (OCB). Also, this paper investigates the mediating effect of employee' self-esteem and the moderating effect of leader's ethical leadership. The results of this study targeted 1,656 employees working at company and public institution were as follows: First, we found that learning goal orientation (LGO) and performance prove goal orientation (PPGO) had a positive impact on employee' self-esteem. But performance avoid goal orientation (PAGO) was not directly related to self-esteem. Second, LGO and PPGO had a positive effect on employee' OCB. But PAGO was not related to OCB. Third, the mediating role of self-esteem in the relationship between GO variables (LGO, PPGO) and OCB was statistically significant. Finally, the interaction term of employee' GO (LGO, PPGO) and leader's ethical leadership was not related to OCB, whereas the positive link between PAGO and OCB was stronger when leader's ethical leadership was high. In particular, this study presented with implications for future research, limitations of this study.

• Journal of Digital Convergence
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• v.18 no.6
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• pp.225-235
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• 2020

The purpose of this study is to identify the effect of the start-ups' quality management system implementation on differentiated competitive advantage and management performance, and to verify the effect of the moderating effect of company size between the quality management system implementation and differentiated competitive advantage. A questionnaire was conducted for start-ups and 259 samples were analyzed using SmartPLS 2.0. First, it was found that leadership, planning, support, operation, performance evaluation, and improvement have a positive effect on differentiated competitive advantage, and contexts of organization does not have a positive effect. Second, differentiated competitive advantage has a positive effect on financial and non-financial performance. Third, company size has a moderating effect in the relationship between leadership, support, operation, improvement and competitive advantage. The results of the study can be interpreted that the quality management system improves the quality of start-ups and has a positive effect on management performance. In addition, it implies that the organizational situation and the size of the company should be considered when implementing the quality management system.