• Journal of Technology Innovation
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• v.11 no.2
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• pp.219-238
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• 2003

This study aims to investigate the impact of wide use of digital technology, in particular, the Internet, on innovation process and corporate strategy in electronics industry. The introduction of digital technology has changed innovation process, business model and organizational structure of the electronics companies. With the wide use of digital technology, the entire value chain of electronics industry from procurement, sales, and marketing to R&D and manufacturing has been restructured. This paper examine how digital technology has changed firms' behaviors in various areas through e-commerce, virtual reality and simulation, the rise of a new type of firm called EMS (Electronics Manufacturing Services), and etc. Amidst these changes building up innovation-friendly organization has emerged as a critical concern for firms. Due to the striking decrease of transaction cost, a network type of organization has proliferated, and a business function turns into a modular organization. As a whole, digital technology has pushed electronics firms into developing their own business model, which takes consideration of standardization of business platform and their core competency.

• Korean Management Science Review
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• v.34 no.2
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• pp.35-56
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• 2017

Technology innovations have been accelerating changes across industries and intensifying competition. Enterprises are therefore required to continuously secure their internal and external competitiveness. Based on the principle that core competencies of a firm are essential to its competitiveness, many research studies have been conducted to figure out the effect of core competencies to business performance. However, individual research works considered a part of core competencies or limited to a specific industry, which means that their findings may differ when additional core competencies are included in their analysis. After re-establishing the definition of each core competency from literature review, this study comprehensively investigated the effect relationship among core competencies and business performance. Structural equation modeling and multiple regression analysis with 421 survey respondents from various industries were conducted for our empirical study.

• Journal of Information Technology Services
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• v.9 no.1
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• pp.1-25
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• 2010

Many organizations are facing larger and more frequent changes in the current economic and managerial environment. And what is more, change is supposed to be a business as usual. Considering the importance of change management process and the organizational competency to rapidly and successfully change, in this study the components of change management maturity(CMM) was selected such as the leadership, communication, resistance, people culture factor, methodology, functional group, and change review. And information system performance affected by CMM is confined to the efficiency and effectiveness of information systems. Some results from the verification of research hypotheses and the analysis of the most appropriate model was drawn out. The result of this study can be applied to all organizations which plan to manage more successful change and implement more effective information systems.

• Journal of the Korea Safety Management & Science
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• v.10 no.4
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• pp.247-258
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• 2008

In today's business environment faced in very quick change, Human Resource Management play a key role in sustaining corporate competitive advantage and boosting organizational competency. Based on a former study, the purpose of this study is to find how individual Human Resource Management practice effects business performance and labor relations. Business performance is a positive influence on employee royalty and devotion. Also it is more influenced statistically significant impact on industrial relation of corporate. As a result of this study, we can find the significant influence from Human Resource Management practice and industrial relation.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.1
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• pp.269-284
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• 2020

This study explored the core management competencies of ventures formed by the entrepreneur's incubator organization and startup experience in the biomedical industry in Korea. An in-depth interview was conducted with 13 entrepreneurs of biomedical ventures. Based on the previous literature, the core management competencies of the ventures, which are influenced by the incubator organization and startup experience, are classified into 'technical competency', 'organization management competency', 'network competency' and 'market pioneering competency'. Analysis of the in-depth interview has revealed 18 factors influencing the formation of the core management competencies of ventures. Qualitative factors that were not addressed by the previous empirical studies were identified in this study. These include 'confidence in technology development', 'way of performing R&D', 'organizational culture' etc. This study is characterized by its scarcity as a qualitative study that deals with the entrepreneurs' prior experience. In addition, this study categorize the core management competencies which are formed by entrepreneurs' incubator organization and startup experience as four factors. This result is expected to be useful in future research.

• Journal of dental hygiene science
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• v.17 no.2
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• pp.142-149
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• 2017

This study targeted 123 dental hygienists working at the university and dental hospital as well as the dental clinic in Busan. The study ran for 5 months beginning July 23, 2016. The purpose of the study was to understand the relationship between core competencies and job performance for dental hygienists. The major core competencies of dental hygienists were interpersonal relation competency (3.61) was the highest, followed by management and educational competency (3.59), organizational relation competency (3.57), and basic dental hygiene management competency (3.56). Regarding the subjects' job performance, 'the task requested by a boss could be finished by the deadline' (3.93) was the highest, followed by 'there has been no case where others were harmed owing to carelessness' (3.76). 'The performance exceeding the targets set by the boss' (3.11) was relatively low. The group working for dental hospitals showed higher job performance than the group working for dental clinics (p=0.009) while there were high correlations between core competencies and job performance (p=0.733). Also, analysis for understanding relevant variables of core competencies that affected job performance revealed that the interpersonal relation competency (p=0.25), self-control competency (p=0.32), and basic dental hygiene competency (p=0.15) were significant. In summary, reinforcement of the dental hygienists' core competencies has a positive effect on job performance. Improved job performance in turn should improve patient care as well as the performance of the healthcare organization overall which will be eventually helpful to the provision of high-quality medical service to patients, and helpful for the hospital organization Helpful in making their performance better. Therefore, it would be necessary to establish administrative/educational support to facilitate dental hygiene education to develop major competencies and vocational basic abilities, as well as reinforce diverse competency educational programs for the current dental hygienists.

• Journal of Korean society of Dental Hygiene
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• v.10 no.2
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• pp.297-310
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• 2010

Objectives : The purpose of this study was to verify the impact of the empowerment of dental personnels as one of variables affecting the performance of dental institutions and to seek ways of boosting their organizational productivity. Methods : The subjects in this study were dental personnels who worked in dental institutions. After three investigators were trained, a pilot survey was conducted from October 20 to November 20, 2009, and the questionnaire used in the pilot survey was finalized. The collected data were analyzed with a SPSS(Statistical Package for the Social Science) WIN 12.0 program. The findings of the study were as follows: Results: 1. The dental personnels investigated got 3.98 in meaningfulness, one of the empowerment factors. They found a meaning in their job when they performed it. 2. The dental personnels who were older were more excellent in self- determination and influence, and age made a significant difference to their empowerment. 3. The dental personnels who were better educated were more superior in terms of empowerment, and academic credential made a significant difference to their empowerment factors was statistically. 4. The dental personnels whose yearly salary was larger were more which were the factors of empowerment of each factor was statistically significant. 5. Dental health agency workers less than three years accounted for most of 152 people were working longer duration of empowerment as a whole was that each of the factor scores. Empowerment of each factor was statistically significant. 6. The dental hygienists made up the largest group among the dental institution employees, and the kind of occupation made a significant difference to meaningfulness, competency and influence, which were the factors of empowerment. 7. The greatest group of the dental personnels worked in dental clinics, and the dental hospital employees surpassed the dental clinic employees in competency, self-determination and influence. There was a significant difference in the influence factor according to the type of dental institutions. Conclusions : Thus, the dental personnels were more aware of the meaningfulness factor when their perception of the job-related empowerment was checked, and it indicated that most of them attached importance to meaningfulness during their job performance. But just employees who worked in dental institutions located in particular regions were examined, the findings might not be generalizable. In the future, more extensive research should be implemented, and the sorts of programs that could stir up empowerment among dental institution employees or bolster organizational empowerment should be developed.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.5
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• pp.61-74
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• 2021

This study investigated the relationship between the social legitimacy and financial performance perceived for venture company. In particular, social legitimacy was classified into prior experiences, organizational competency, market-related, and government-related legitimacy according to the characteristics of venture businesses, and its effect on the financial and non-financial performance of venture businesses was verified. Data were collected by conducting a survey among 300 domestic venture businesses. According to the results it can be understood that social legitimacy affects the financial and non-financial performance of venture businesses. In other words, it was found that the acquisition of resources from external investors and governments which is justified by stakeholder and investors, venture business executives and employees' prior experience such as start-up experience, and retention of outstanding talent, etc., developing trust from the market and consumers through high organizational competency and differentiated product provision, have a positive effect on the financial and non-financial performance of venture companies. It can be interpreted that higher survival is possible through running the venture businesses with social legitimacy. In addition, this study is meaningful in that it presents a new standard for survival through measuring the relationship of the influence on substantial performance of venture businesses by expanding the existing sociological research to business management research.

• Asia pacific journal of information systems
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• v.25 no.3
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• pp.597-625
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• 2015

Prior research has emphasized the significant effect of service orientation on organizational performance. However, little research on service orientation has been conducted in the financial field, including the investment management service industry in which high quality service for clients is required. In this paper, we propose a research model that centers on the concept of service orientation as a type of dynamic capability affecting firm performance. The research variables include job competency, risk management capability, operational capability, service orientation, and service performance. We assume that service orientation partially mediates the effects of risk management capability and operational capability on service performance. To test the model, we collected data from 391 fund managers in 86 teams (37 investment management companies) and analyzed it with partial least squares (PLS) method. Each of the 391 fund managers was asked to answer team level measures, which is effective for team level analysis. We find that job competency positively affects both risk management capability and operational capability, which in turn affect service orientation. Risk management capability and operational capability are assumed to directly affect service performance. However, risk management capability does not influence perceived service performance, whereas operational capability does affect it. This result indicates that risk management capability does not directly affect service performance. However, via service orientation, considering that risk management inconveniences customers and is geared to enhance service orientation, service performance is positively affected. Operational capability does not influence service orientation, whereas it affects perceived service performance. This result reveals that operational capability directly affects firm performance. As expected, service orientation significantly affects the service performance perception of fund managers. This study contributes to the literature by introducing service orientation to the financial industry and measures and tests team-level service performance. Our findings also provide insights to practitioners because to enhance team performance, managers must focus on service orientation in addition to operational capability.

• Journal of Convergence for Information Technology
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• v.7 no.5
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• pp.169-175
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• 2017

Accounting information systems (AIS) capture and process accounting data and provide valuable information for decision makers. However, in a rapidly changing environment, continual management of the AIS is necessary for organizations to optimize performance outcomes. I suggest that building a dynamic AIS capability enables accounting process and organizational performance. Using the dynamic capabilities framework (Teece 2007). I propose that a dynamic AIS capability can bedeveloped through the synergy of three competencies: having (1) a flexible AIS, (2) a complementary business intelligence system, and (3) accounting professionals with IT technical competency. Using survey data, I find evidence of a positive association between a dynamic AIS capability, accounting process performance, and overall firm performance. The results suggest that developing a dynamic AIS resource can add value to an organization. This study provides guidance for organizations looking to leverage the performance outcomes of their environment.