• The Journal of the Korea Contents Association
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• 제14권12호
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• pp.911-923
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• 2014

This study explores which organizational capital is important for the customer service center and how the organizational capital is linked to organization's performance through dynamic capability. In this study, total of 389 employees in customer service centers were surveyed for the analysis. The results indicate that relational capital and organizational culture were positively linked with collaborative behavior, capital share, and capital transformation. Also, structural capital was a significant factor in collaborative behavior. Organizational performance was positively affecting collaborative behavior and capital share. This study provides a practical guideline on how to manage organizational capital and supplement shortcomings for managers and counsellors at the customer service centers. Furthermore, the implications for the reinforcement and development of organizational capital were suggested in building a customer service center as a strategic and fundamental part of the company.

• Asia pacific journal of information systems
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• 제20권1호
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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 Information Technology Applications and Management
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• 제28권4호
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• pp.45-57
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• 2021

This research explores how the success of smart factory adoption is influenced by firm's dynamic capability. This research describes the underlying processes on how organizations manipulate or adapt organizational elements harmoniously to implement smart factory successfully. Although understanding of these processes is essential to many researchers and practitioners in the field, the information system research literature contains very few examples of this type. The research is conducted in the following sequence: first, the concept of dynamic capability is presented followed by research methodology; and then the analyses of case data are presented followed by discussions and future directions. The results of this research show that the firms with higher dynamic capability adopted smart factory more easily through alignment of various organizational elements.

• Asia Marketing Journal
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• 제17권1호
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• pp.27-53
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• 2015

Learning organization has been an important issue in both management and marketing areas. Also learning capability is a key construct of innovation process in a firm. Especially, in marketing context, several researchers have studied market-based learning and its relation with performance. Previous studies have shown that market-based learning has a positive impact on overall firm performance. However, there has been inconsistency in the concept of market-based learning itself and its relationships with antecedents and consequences. Given this conflicting and inconsistent results of previous research, this study has two main objectives. First, this paper proposed a conceptual framework that marketbased learning has two types of processes and each types of market-based learning will generate different types of performance. Second, the mediating role of marketing capability in learning-performance link is proposed. The proposed conceptual framework shows that organizations which have marketbased learning for innovation management can enjoy ambidextrous firm performance on both side of effectiveness and efficiency via marketing capability. Moreover our research model proposes key drivers of market based organizational learning.

• Information Systems Review
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• 제4권2호
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• pp.81-94
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• 2002

The study employs the conceptual framework of the strategic success paradigm developed by Ansoff (1990). The strategic success paradigm denotes that optimal performance will be attained when the level of environmental turbulence is aligned with the strategic aggressiveness and organizational capability. Based on the paradigm, authors developed the concept of IT (information technology) aggressiveness (IT aggressiveness henceforth) and capability (IT capability henceforth). In order to clarify the different concept of IT aggressiveness and capability, the author brought the concept of IT architecture. The difference of capability and architecture lies in the depth of technical considerations. Where capability refers attitudinal aspects of managers, architecture emphasizes technical capacity of the organization as a whole. The study validated the need for alignment among IT architecture, environmental turbulence and IT aggressiveness. The imbalance between IT strategy and IT architecture (such as a higher level of IT aggressiveness but a lower level of IT architecture, or vice versa) has a marginal contribution to the organizational IT performance. The alignment among organizational environmental turbulence, IT aggressiveness, and IT architecture resulted in an optimal level of IT performance especially in a turbulent environment.

• Journal of Convergence for Information Technology
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• 제11권11호
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• pp.125-136
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• 2021

Innovation is essential for the survival of a company in the fierce competitive environment of the global era of borders along with rapid technological development and changes from the environment. It is very important to secure your own competitive advantage. In this study, the relationship between internal R&D capability and organizational support as a company internal factor and external R&D capability, external knowledge search, and absorptive capability as a company external factor on performance was examined. As a result of the analysis, it was found that internal R&D capability, organizational support, and external knowledge search had a significant effect on absorptive capability, and innovation performance had a positive effect on new product performance. However, the mediating effect of absorptive capacity has not been verified, suggesting that absorptive capacity has a low correlation between innovation performance and new product performance, or that other important factors act between absorptive capacity and performance variables. The results of this study are expected to be utilized as useful guidelines when establishing R&D strategies in companies.

• Korean small business review
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• 제43권3호
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• pp.21-42
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• 2021

Since R&D (Research and Development) of small companies is becoming more and more important, and government R&D grants are still increasing. This study aims to investigate the factors influencing R&D performance of small companies and necessary capabilities of them. Based on empirical study of 3,636 small companies which participated and completed government R&D grant project, technology innovation capability and technology commercializing capability of small companies are positively related with organizational competences, with moderating effects of entrepreneurship. In addition, their R&D capabilities are not significantly related with R&D commercializing performance directly, but mediated with organizational competences. The results of study suggest implications of measuring the R&D performance of small companies and government support policy with the importance of organizational competences as an intermediate variable of R&D performances.

• Journal of Distribution Science
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• 제20권6호
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• pp.57-66
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• 2022

Purpose: Business agility is an important key to survival for SMEs in Indonesia, especially during the COVID-19 pandemic. Indonesian local product distribution and service distribution are mostly served by SMEs. Agile businesses will be able to assist them in the proper distribution of products and services. This research examines how the direct and indirect influence of IT capabilities on business agility through organizational learning and business intelligence for small and medium enterprises in the distribution of Indonesian products and services. Research design, data and methodology: This research uses SEM method with SmartPLS tool. The sample of this research was conducted on small and medium enterprises in the distribution of Indonesian products and services. The sample obtained in this study was 202 SME owners or managers (strategic level). Results: Business intelligence plays a key role in improving business agility. The results of IT capability can directly and indirectly affect business agility through organizational learning. Conclusions: Business intelligence has the biggest role in increasing business agility in SMEs in Indonesia. IT capability has an indirect effect on business agility through organizational learning. The findings of this study prove that IT capabilities do not indirectly affect business agility through business intelligence.

• Journal of Information Technology Services
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• 제9권1호
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• pp.27-42
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• 2010

Recently, many organizations are actively adopting Enterprise Architecture (EA) as a methodology to manage IT assets and build IT-based business system. However, most existing studies on EA have focused on the adoption stage of EA. Now the research concerning effective management and utilization of EA after adopting EA is keenly required. This study intended to empirically examine how the role of EA operating unit and the EA utilization capability of organizational members impact on EA performance at the post-adoption stage of EA. Based on Resource Based View (RBV), this study proposed the model and the hypotheses describing that the impact of the role of EA operating unit on EA performance is mediated by the EA utilization capability of organizational members. In order to test the hypotheses, the field survey whose respondents were seventy four Korean public agencies which have adopted EA was conducted by means of questionnaire. Data analysis was done with partial least square (PLS), which is a structural equation modeling (SEM) technique that uses a component-based approach to estimation. The results of the empirical analyses showed that the organizational operation ability of EA operating unit significantly influenced EA performance via the EA utilization capability of organizational members, but that EA education and training performed by EA operating unit did not. The results of this study provided a lot of theoretical and practical implications regarding EA management activities at the post-adoption stage of EA to enhance EA performance.

• Journal of the Korea Society of Computer and Information
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• 제20권12호
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• pp.107-113
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• 2015

This study analyzed the effect of the factors of introducing information technology(organizational and environmental characteristics) on non-financial performance. As detailed variables of each characteristic, the technical support/task force, users' IT capability, and education/training were used for the organizational characteristics while the degree of competition, external pressure, and uncertainty of environment were used for the environmental characteristics. In the results of the analysis, such factors like technical support/task force, users' IT capability, and education/training of the organizational characteristics had significant influence on non-financial performance. Also, factors such as degree of competition, external pressure, and uncertainty of environment of the environmental characteristics had significant influence on non-financial performance.