• Korea Trade Review
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• v.44 no.3
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• pp.171-189
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• 2019

As many studies have contributed to various aspects of the market by utilizing market orientation, however, this study has tried to overcome limitations of existing studies and suggest more concrete and extended implications. In this study, the relationship between market orientation, responsiveness to market change, and organizational performance of SMEs was examined and compared with characteristics of SMEs (manufacturing and service firms). As a result of the verification, interfunctional coordination has a strong influence on the ability of the organization to respond to market changes as well as customer orientation and competitor orientation. And responsiveness to market change, organizational flexibility has a strong impact on both personal performance and overall team performance. As a result of the comparative study, it can be concluded that manufacturing firms emphasize competitor orientation and organizational agility while service firms emphasize customer orientation and organizational flexibility.

• Asia pacific journal of information systems
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• v.28 no.4
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• pp.240-257
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• 2018

In today's turbulent business landscape, a firm's ability to explore new IT capabilities and exploit current ones is essential for enabling organizational agility and achieving high organizational performance. We propose IT exploration and exploitation as two critical organizational learning processes that are essential for gaining and sustaining competitive advantages. However, it remains unclear how the emerging cloud-based IT architecture affects an organization's ability to explore and exploit its IT capabilities. We conceptualize modularity and virtuality as two critical dimensions of emerging cloud-based IT architecture and investigate how they affect IT exploration and exploitation. We test our hypotheses using data obtained from our field survey of IT managers. We find that modularity is positively associated with both exploration and exploitation whereas virtuality is positively associated with exploration, but not with exploitation. We also find that the effect of modularity on exploitation is stronger than its effect on exploration.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.6
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• pp.115-133
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• 2020

With the rapid changes in the industry paradigm including the 4th industrial revolution, the survival and sustainable growth of SMEs and venture capital companies are facing a more difficult environment. The organizational capabilities help these companies to overcome the difficulties, such as absorption capacity, innovation capacity, adaptation capacity. It require many interconnected functions and capabilities to increase company performance. This study is based on the research about market adaptation capacity (agility, flexibility)'s mediating effect between organizational capacity(absorption capacity, innovation capacity, adaptation capacity) and corporate performance(financial, non-financial performance). According to the results of empirical analysis, First, Absorption capacity have a significant effect on agility. Second, Innovation capacity have a significant effect on flexibility. Third, Innovation capability have a significant effect on corporate performance. Fourth, Flexibility have a significant effect on corporate performance. Fifth, The mediating effect of flexibility between organizational capability and corporate performance was verified. Finally this paper also propose some suggestions on how to increase corporate performance for SMEs.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.479-486
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• 2021

This study aims to explore the relationships between strategic planning, strategic maneuverability, and firm performance in the current dynamic business environment. It employs a quantitative research method and reports on a survey, using a questionnaire, of service companies in Indonesia's oil and gas industry. Of the 337 companies selected by simple random sampling from a vendor database, responses were received from 70 companies. The analysis was performed using Partial Least Square Structural Equation Modeling and SmartPLS software. The analysis consisted of descriptive statistics, evaluation of the measurement model, evaluation of the structural model, and hypotheses testing. The results show that both strategic planning and strategic maneuverability have a positive relationship with firm performance. In addition, there is a positive relationship between strategic planning and firm performance through the mediating role of strategic maneuverability. The findings suggest that the organizational agility, organizational flexibility, and organizational responsiveness that constitute strategic maneuverability have a positive direct and indirect effect on firm performance, namely financial performance, customer performance, internal process performance, and learning and growth. This study contributes to the strategic management literature and the theory of maneuvers by providing empirical evidence on the relationship between strategic planning, strategic maneuverability, and firm performance.

• 한국경영정보학회:학술대회논문집
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• 2008.06a
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• pp.264-269
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• 2008

Considering our increasingly interconnected organizations heavily relying on business processes and the growing need for timely accurate knowledge to achieve greater agility in the enterprise, the idea of looking at business processes as a knowledge object is gaining momentum. Business process information is knowledge and should consequently be managed as a valuable organizational asset, particularly because organizations need to react in near real time to environmental changes and events. This paper provides an overview of the situation in this field arguing for a better definition of the intersections between knowledge and business process management. When business process is seen as knowledge, it should be managed as such. We assess and discuss some of the resulting benefits and considering the need for greater dynamic integration between the two domains, we look at ontologies as an interesting technical approach to bridging this gap showing an example for an ontology based sales order process.

• Asia pacific journal of information systems
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• v.20 no.1
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• pp.33-56
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• 2010

The current business environment has been characterized as less munificent, highly uncertain and constantly evolving. In this environment, the company with dynamic capability is reported to be more successful than others in building competitive advantage. Dynamic capability focuses on the link between a dynamically changing environment, strategic agility, architectural reconfiguration, and value creation. Being characterized to be flexible and adaptive to market circumstance changes, an organization with dynamic capability is described to have high resource fluidity, which represents business process, resource allocation, human resource management and incentives that make business transformation faster and easier. Successful redeployment of the resources for dynamic adaptation requires organizational forms and reward systems to be well aligned with firm's technological infrastructures and business process. The alignment is considered to be an executive level commitment. Building dynamic capability is knowledge driven; relying on new knowledge to reconfigure firm's resources. Past studies established the link between the effective execution of a knowledge-focused strategy and relevant setting of architectural elements such as human resources, structure, process and information systems. They do not, however, describe in detail the underlying processes by which architectural elements are adjusted in coordinated manners to build knowledge-driven dynamic capability. In fact, understandings of these processes are one of the top issues in IT management. This study analyzed how a Korean corporation with a knowledge-focused strategy aligned its architectural elements to develop the dynamic capability and thus create value in the dynamically changing markets. When the Korean economy was in crisis, the company implemented a knowledge-focused strategy, restructured the organization's architecture by which human and knowledge resources are identified, structured, integrated and coordinated to identify and seize market opportunity. Specifically, the following architectural elements were reconfigured: human resource, decision rights, reward and evaluation systems, process, and IT infrastructure. As indicated by sales growth, the reconfiguration helped the company create value under an extremely turbulent environment. According to Ancona et al. (2001), depending on the types of lenses the organization uses, different types of architecture will emerge. For example, if an organization uses political lenses focusing on power, influence, and conflict. the architecture that leverage power and negotiate across multiple interest groups would emerge. Similarly, if an organization uses economic lenses focusing on the rational behavior of organizational actors making choices based on the costs and benefits of action, organizational architecture should be designed to motivate and provide incentives for the actors (Smith, 2001). Compared to this view, information processing perspectives consider architecture to be designed to maximize the capacity of information processing by the actors. Using knowledge lenses, the company studied in this research established architectural elements in a manner that allows the firm to effectively structure knowledge resources to form dynamic capability. This study is revelatory single case with a historic perspective. As a result of this study, a set of propositions and a framework are derived, which can be used for architectural alignment.

• Journal of the Korea Society of Computer and Information
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• v.25 no.5
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• pp.217-227
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• 2020

In this paper, I propose that what factors affect logistics companies' adoption of blockchain technology and to analyze the effects of blockchain technology on logistics performance. The variables influencing the adoption of blockchain technology were presented based on the TOE frame. Expected profit, organizational readiness, technology compatibility, and competitive pressure were suggested as factors to adopt blockchain technology. Also, as a blockchain technology, smart contracts and information transparency were presented. Logistics performance suggested agility and alignment. A survey was conducted with Korean logistics companies. Looking at the results of analyzing the collected data, it was found that expected profit and technology compatibility have a positive effect on this blockchain technology (smart contract, information transparency). Organizational readiness was found to have a positive effect on information transparency. Blockchain technology was found to have a positive effect on logistics performance.

• Journal of Information Technology Services
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• v.5 no.1
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• pp.17-34
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• 2006

As insurers have undergone changing customer expectations, increased cross-industry competition and restructured distribution channels, they need to enhance customer relationships, cut costs, increase agility and streamline operations while differentiating the core competency. As such, the importance of e-business transformation has increased where organizational core processes are restructured around customers and interned-based technology is adopted for flexible and adaptive information systems. This paper presents a case study of process innovation for e-business transformation in a Korea-based leading property & casualty insurance company. The company initiated three years-long e-business transformation program to remain competitive and to keep sustainable growth under risky and down economy. The program, which covered enterprise-wide business processes such as product, marketing & sales, customer, claim, investment & loan, accountings, etc., included redesigning processes from customers' viewpoint and then implementing process-aligned information systems. Leadership, sponsorship, change management, performance measurement, business and IT alignment, empowerment, and customized methodology, were emphasized throughout the program. As a result, the company could expect not only improvements in customer-centricity, sales productivity, and operational excellence but also increased revenues and profits in the next three years. The presented case addresses a feasible approach for enterprise-wide e-business transformation. Although the strategies, actions, and business and IT models are not described in detail due to confidentiality, the methodology and the success factors would be applicable to other insurers and possibly organizations in different industries.

• 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.

• Journal of International Area Studies (JIAS)
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• v.19 no.1
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• pp.157-204
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• 2015

This paper explores firm-specific internal and external determinants of the sustainability of "the social innovative enterprise(SIE)" by conducting a case research on Fragrant People Co. In doing so, some business and policy implications have been produced concerning the components and determinants of the sustainability of the SIE. First, entrepreneurship is a necessary factor for the survival and growth of the SIE. A social entrepreneur does manage effectively social and economic opportunities for making economic and social values interact dynamically beyond their trade-off relationship and creating new market chances. Second, the SIE also needs competitive advantages as commercial enterprises do. Valuable resources to be used for taking opportunities and avoiding threats, rare resources not to be possessed by other firms, and resources not to be easily imitated by competitors are extremely necessary for achieving objectives of the SIE. In addition, a firm must be well organized for those valuable, rare, and not easily imitated resources. Economic performance achieved by the SIE gives a birth to its financial independence, contributing to the realization of symmetric social performance. Third, the SIEs will be allowed to seek symmetrically economic and social performance only when they use sufficiently competitive advantage resources with entrepreneurship, which is composed of innovativeness, proactiveness, agility and risk-taking attitudes. In doing so, financial assistance from central or local governments may not ensure the sustainability of the SIEs. In addition, vision & value sharing(person-organization fit) can ensure the sustainability of the SIEs only when it is connected with the organizational commitment.