• The Journal of Society for e-Business Studies
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• v.19 no.4
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• pp.101-117
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• 2014

A purpose of this study is to learn about the impact on organizational effectiveness by analyzing the relationship between entrepreneurship and dynamic capabilities. Investigation was based on the theory of dynamic capabilities of Teece (2002), and established a research model to study the details accordingly. The research hypothesis is as follows. First, entrepreneurship will have a significant impact on dynamic capability. Second, dynamic capabilities will have a significant impact on organizational effectiveness. Survey was conducted for employees in IT ventures, which was used to analyze 412 additional. The results are as follows. Has had a significant impact on organizational effectiveness is the relationship between entrepreneurship and dynamic capabilities. In particular, this shows that a high impact on the organizational effectiveness of the organization's dynamic capabilities are assimilation exploitation capabilities, not the absorptive transformation capability of dynamic capabilities. CEO should actively consider whether the employees of the organization are developing the assimilation exploitation capabilities to make an impact on their organization's effectiveness.

• International Journal of Computer Science & Network Security
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• v.21 no.8
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• pp.327-341
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• 2021

The knowledge management was considered as the inevitable result of the rule of knowledge in this era, and its importance became clear in being the main source for achieving success, the need to consider and manage knowledge as an independent field that must be addressed with a clear scientific methodology has become intangible - they are very valuable and a strategic asset. On the other hand, the innovation process relates to all parts of the organization, and helps to improve the behavioral patterns of individuals and their attitudes towards adopting modern and innovative ideas, it is a purposeful process adopted by the senior management and works to provide the capabilities and requirements for embodying the innovative behavior in it. In the field of dealing with the market, it is a product of the organization's innovative approach, which aims at advancement, change, and intended and organized renewal. The main objective of this article is to determine the most appropriate ways to integrate knowledge management mechanisms to employ innovation factors within universities based on the role of universities in supporting innovation. This was achieved through reviewing many relevant research and listing the most prominent concepts of knowledge management, its importance, objectives, and processes determining the stages of knowledge management application, the requirements for applying knowledge management, and the obstacles that impede its application; Then the statement "Innovation in universities, through which it addressed the concept of innovation, its importance, stages, and requirements for its application, as well as identifying the most prominent models of innovation, and obstacles to innovation, in addition to that the role of universities in supporting innovation will be identified. From the surveyed study done in this article, we concluded that the relationship among organizational culture, knowledge management and innovation capability can provide useful insights for managers regarding developing a strong culture, promote knowledge management practices effectively and eventually enhance the whole organization's innovation capability. Also, we found that different components of Knowledge Management as Knowledge activities, Knowledge types, transformation of knowledge and technology have a significant positive effect in bringing innovation through transformation of knowledge into knowledge assets in universities.

• Asia Marketing Journal
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• v.17 no.1
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• pp.123-148
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• 2015

Built on regulatory focus theory, this article develops a research model proposing the relationship between management controls (outcome, activity and capability), sales employees' prevention and promotion focus and their behavioral responses (feedback seeking from different sources and relationship investment). The model also suggests that salesperson perceived organizational fit (P-O fit) contributes by influencing the situational self-regulatory mechanism based on regulatory fit theory. To analyze the data, a structural equation model procedure using LISREL 8.5 was employed. To access the potential common method bias, the MV" marker method was applied using a scale theoretically unrelated to at least one scale in the analysis as the MV marker. The results showed that the greater the salesperson's perceived activity control system, the greater the extent of employee prevention focus. The findings also showed that output control and capability control system are positively related to the promotion focus of salespeople. Salespeople's prevention focus relates negatively to the relational investment and positively to organization feedback seeking. The results indicate that salespeople who have promotion focus exhibit the predicted positive influence on their relationship investment. A significant contribution of this research framework is suggesting salesperson regulatory focus as a mediator and its' effects on different types of sales-related behaviors. The author suggests that the motivational orientations of salespeople play key roles in shaping feedback seeking behaviors from different sources; broadly, that employees with a promotion focus will be more sensitive to customers' feedback, and employees with a prevention focus will seek more feedback from the organization. Furthermore, salespeople with a promotion focus will invest more resources to build relationships with customers than salespeople with a prevention focus. This research also explains the moderating role of person-organization fit on the effect of salespeople's regulatory focus and behavioral responses based on regulatory fit theory

• Journal of Korea Technology Innovation Society
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• v.17 no.2
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• pp.380-420
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• 2014

We increasingly see the importance of employees acquiring enough expert capability or innovation capability to prepare for ever growing uncertainties in their operation domains. However, despite the above circumstances, there have not been an enough number of researches on how operational input components for employees' innovation outcome, innovation activities such as acquisition, exercise and promotion effort of employee's innovation capability, and their resulting innovation outcome interact with each other. This trend is believed to have been resulted because most of the current researches on innovation focus on the units of country, industry and corporate entity levels but not on an individual corporation's innovation input components, innovation outcome and innovation activities themselves. Therefore, this study intends to avoid the currently prevalent study frames and views on innovation and focus more on the strategic policies required for the enhancement of an organization's innovation capabilities by quantitatively analyzing employees' innovation outcomes and their most suggested relevant innovation activities. The research model that this study deploys offers both linear and structural model on the trio of learning, innovation capability and innovation outcome, and then suggests the 4 relevant hypotheses which are quantitatively tested and analyzed as follows: Hypothesis 1] The different levels of innovation capability produce different innovation outcomes (accepted, p-value = 0.000<0.05). Hypothesis 2] The different amounts of learning time produce different innovation capabilities (rejected, p-value = 0.199, 0.220>0.05). Hypothesis 3] The different amounts of learning time produce different innovation outcomes. (accepted, p-value = 0.000<0.05). Hypothesis 4] the innovation capability acts as a significant parameter in the relationship of the amount of learning time and innovation outcome (structural modeling test). This structural model after the t-tests on Hypotheses 1 through 4 proves that irregular on-the-job training and e-learning directly affects the learning time factor while job experience level, employment period and capability level measurement also directly impacts on the innovation capability factor. Also this hypothesis gets further supported by the fact that the patent time absolutely and directly affects the innovation capability factor rather than the learning time factor. Through the 4 hypotheses, this study proposes as measures to maximize an organization's innovation outcome. firstly, frequent irregular on-the-job training that is based on an e-learning system, secondly, efficient innovation management of employment period, job skill levels, etc through active sponsorship and energization community of practice (CoP) as a form of irregular learning, and thirdly a model of Yί=f(e, i, s, t, w)+${\varepsilon}$ as an innovation outcome function that is soundly based on a smart system of capability level measurement. The innovation outcome function is what this study considers the most appropriate and important reference model.

• East Asian Journal of Business Economics (EAJBE)
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• v.9 no.4
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• pp.57-67
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• 2021

Purpose - The corporate culture's energy is recognized to go through the company and facilitate a new balance to realize success, which means that the culture in an environment of various organizations affects the performance of its employees. The purpose of the current research is to investigate the impact of organizational culture on employee performance. Research design, data, and methodology - The current research conducted a qualitative content analysis. The primary research approach applied by qualitative content analysis is an inductive methodology, and this approach is a type of reasoning that seeks the application of logic, which later helps develop a theory that will guide the future research. Result - Research findings of the present study indicated that five solutions to the problems encountered through the execution of culture are attached to how effective the organizational culture are when workers execute. Thus, culture is realized to boost structure, because the structure of an organization elevates the behavior of the organization. Conclusion - Workers will be aware of both the negative and positive implications of executing culture in the organization. Therefore, organization managers must learn that various employees are vital people in their vicinity, and creating a culture that would make a good rapport with them is vital.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.10 no.11
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• pp.3390-3398
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• 2009

The knowledge management starts from the enhancement of learning capability in the members of the organization. The strategic change into the learning organization should be aligned with the change of organizational strategy, structure and processes. The study employed action learning methodology to transform the traditional organization into the learning one. The learning organization project has been successful thanks to the members' zeal and consensus to change the processes. However, not every learning team has been so successful. Some cases complained time consuming where others expect to be helpful for their incentives. The researchers concluded that the most important point for success of the learning organization project should be the support of top management.

• Korea Journal of Hospital Management
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• v.16 no.3
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• pp.92-114
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• 2011

The study has its purpose on providing basic resource to enforce the capability of the middle managers by examining the level of performance and the level of awareness about the capabilities of the managers and by understanding the significance of the difference and the reasons for the differences. The source of the study was 195 survey questionnaires that were carried out to the managers of the 9 general hospitals and the method of the analysis was the frequency analysis, analysis of the credibility, matching to sample T-test, independent sample T-test, dispersion analysis, correlation analysis, and multiple linear regression analysis using accumulated variables. The followings are the main result of the study. First, the difference between the level of awareness about the capabilities and the level of performance of the mediator managers in general hospitals had high capability in change management. The following orders were: competence in achievement and behavior, competence in management, competence in recognition, competence in influence, competence in individual effectiveness, and competence in personal relationship service. Second, as the result of the relation analysis in order to understand the correlation between awareness and performance of the mediator managers, everything had significant positive correlation. In the study about the level of importance, the cognitive capability and the management capability had the highest correlation with the correlation number of 0.88. In the study about the level of performance, the cognitive capability, individual capability, and the management capability had the highest correlation with the correlation variable number of 0.79. Third, as the result of studying the reason for the difference between the level of the awareness capability and the level of the performance, lack of the support recognition compensation in the organization level, inappropriate work environment, limit in the regulation were found as the highest reason in the order. As the result of the study, it was concluded that the creation of the efficient capability estimation model and the securement of the system that estimate the capability of the managers should be carried out in order to enforce the capability of the mediator managers in general hospitals.

• Convergence Security Journal
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• v.13 no.5
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• pp.45-56
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• 2013

In order to prepare against the unpredictable provocation of nK on NWI, instead of the threat based force enhancement, sufficient capability based force planning is required in consideration to enemy capability, operations environment, and technological development. This thesis proposes a method on how to prioritize the required capabilities of NWI during the process of identifying capabilities and investing on the decided acquisition assets. Ambiguity in deciding the priority is eliminated and detailed planning is possible through instituting relationship of organization, operation and capability, and by designating weight based on the above relationship. This method identify the various operations and required capabilities, classify the order of priority clearly for NWI, when compare to other method of priority decision. Although capability based force planning requires more assets and faces limitations due to budget, this method will provide and efficient decision making procedure through precise prioritization.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.388-393
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• 2003

Since the Construction Management(CM) was introduced into the Korea construction industry, the efforts for acceleration of CM adaption have been continued. The fact that an owner organization has the essential key to successful application of CM delivery method is true, but there has been no study on owner's organization. An owner should decide their organization type and measure their current needs of each CM business functions for successful application of CM. After the needs of CM business functions are measured, the owner should reinforce their required business functions through strengthening their in-house capability or outsourcing. Thus, this paper defines four kinds of owner organization type and suggest the form for evaluation of owner's CM ability and analyze about needs of each type's CM ability through making up question.

• Asia pacific journal of information systems
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• v.23 no.1
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• pp.87-106
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• 2013

In the service-oriented economy, knowledge and skills are considered core resources to secure competitive advantages and service innovation. Knowledge management capability, which facilitates to produce, share, accumulate and reuse knowledge, becomes as important as knowledge itself to create service value. Along with knowledge management capability, dynamic capability and operational capability are the key capabilities related to managing service delivery processes. Previous studies indicated that these three capabilities are related to service innovation. Although separately investigate the relationship between the three capabilities. The purpose of this study is 1) to define variables that have effects on service innovation including knowledge management capability, dynamic capability and operational capability, and 2) to empirically test to identify relationship among variables. In this study, knowledge management capability is defined as the capability to manage knowledge process. Dynamic capability is regarded as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Operational capability refers to a high-level routine that, together with its implementing input flows, confers upon an organization's management a set of decision options for producing significant outputs of a particular type. The proposed research model was tested against the data collected through the survey method. The survey questionnaire was distributed to the managers who participated in an educational program for management consulting. Each individual who answered the questionnaire represented a knowledge based service firm. About 212 surveys questionnaires were sent via e-mail or directly delivered to respondents. The number of useable responses was 93. Measurement items were adapted from previous studies to reflect the characteristics of the industry each informant worked in. All measurement items were in, 5 point Likert scale with anchors ranging from strongly disagree (1) to strongly agree (5). Out of 93 respondents, about 81% were male, 82% of respondents were in their 30s. In terms of jobs, managers were 39.78%, professions/technicians were 24.73%, researchers were 12.90%, and sales people were 10.75%. Most of respondents worked for medium size enterprises (47,31%) in their, less than 30 employees (46.24%) in their number of employees, and less than 10 million USD (65.59%) in terms of sales volume. To test the proposed research model, structural equation modeling (SEM) technique (SPSS 16.0 and AMOS version 5) was used. We found that the three organizational capabilities have influence on service innovation directly or indirectly. Knowledge management capability directly affects dynamic capability and service innovation but indirectly affect operational capability through dynamic capability. Dynamic capability has no direct impact on service innovation, but influence service innovation indirectly through operational capability. Operational capability was found to positively affect service innovation. In sum, three organizational capabilities (knowledge management capability, dynamic capability and operational capability) need to be strategically managed at firm level, because organizational capabilities are significantly related to service innovation. An interesting result is that dynamic capability has a positive effect on service innovation only indirectly through operational capability. This result indicates that service innovation might have a characteristics similar to process innovation rather than product orientation. The results also show that organizational capabilities are inter-correlated to influence each other. Dynamic capability enables effective resource management, arrangement, and integration. Through these dynamic capability affected activities, strategic agility and responsibility get strength. Knowledge management capability intensify dynamic capability and service innovation. Knowledge management capability is the basis of dynamic capability as well. The theoretical and practical implications are discussed further in the conclusion section.