• Journal of Technology Innovation
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• v.10 no.2
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• pp.69-90
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• 2002

This paper investigates the determinants of the firm's decision to carry out innovative activities in terms of the resource-based view(RBV) in strategic management. Two types of resources are distinguished: tangible(financial autonomy, firm size, capital intensity) and intangible(human resource, entrepreneurship, and commercial resource). R&D intensity and patent statistics are used as proxies for innovative activity. Specific hypotheses about their effect on the probability of a firm carrying out innovative activities are derived and tested on a sample of 337 listed firms in Korean manufacturing industry for the year 1999, using the logistic regression model. Empirical findings suggest that firm size and human resource are the main determinants of firm's internal innovative activities. The results show that the hypotheses concerning financial autonomy, debt ratio, capital intensity, entrepreneurship, and commercial resource are rejected.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.257-269
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• 2021

Intellectual capital is becoming a crucial factor for a firm's long-term profit and performance in the knowledge-based economy as more firms identify their core competence as invisible assets rather than visible assets (Itami, 1987). The company was encouraged to measure financial and non-financial factors, including the customer perspective groups, the internal business process, learning and growth perspective, then to link all these measurements in a coherent system. This paper seeks to investigate the influence of intellectual capital elements on company performance, as well as the relationship among intellectual capital elements from a cause-effect perspective. Resource-Based View (RBV) considers intellectual capital as resource and capability to sustain competitive advantage on company performance. The partial least squares approach is used to examine listed banks in Indonesia Stock Exchange for year 2017-2019. Results show that human capital directly has positive influences on innovation capital, customer capital, and process capital. Innovation capital has positive, but less significant influence on process capital, which in turn influences customer capital. Human capital and process capital also influence customer capital. Finally, customer capital contributes to performance. This study helps management to identify relevant intellectual capital elements as competitive advantage and their indicators to enhance business performance.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.15 no.4
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• pp.1923-1931
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• 2014

A value creation is understood as important business strategy these days in both academics and industry. But this phenomenon is not fully understood based on systematized framework. In this paper, we summarized value research trend based on exploratory research and inductive reasoning by exploring both international and domestic journals. And we built a research framework that can analyze value creation between supplier and customer. Value research prior to 2004 is primarily divided into values of goods or services and relationship values. After 2004, service-dominant (SD) logic has been outlined. There are other research trends to see the relationship value in terms of relationship benefits and relationship in the network or supply chain. 4 critical resource types (financial resource, knowledge resource, efficiency resource, and intellectual resource) and 5 competence types (relational capability, collaboration capability, innovation capability, managing capability) are constructed as principal factors for value creation from inductive reasoning based upon a resource-based view (RBV) and a competence-based view (CBV). The research framework was built based on 4 resources and 4 competences.

• Journal of Korean Society for Quality Management
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• v.40 no.4
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• pp.615-630
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• 2012

Purpose: The purpose of this research is to identify the factors effecting on the software firm performance through RBV(Resource-Based View) perspective. Methods: The data have been analyzed via the multiple regressions between 3 performance indexes, which are revenue, operational income rate and employment, and 7 independent variables. Results: The results show that company age, capital intensity, training expense, marketing expense, and export revenue effect on the firm performance, whereas R&D expense and debt ratio do not so. Conclusion: This study can contribute the decision process of the investment priority of resources and competencies at the software firms to maximize the return on investment.

• Journal of Korea Technology Innovation Society
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• v.18 no.3
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• pp.416-443
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• 2015

The resource-based view (RBV) explains that the competitive advantage is mainly based on the resources which have strategic characteristics. Therefore, finding, developing and maintaining strategically valuable resources has been one of main research topics and a starting point in the corporate strategy structure in RBV. In this regards, attempts to recognize strategically valuable resources have been one of crucial issues in RBV researches. Especially, Barney's VRIO has been widely used as a practical tool for finding strategically valuable resources. However, empirical studies on VRIO framework's effectiveness have not been sufficiently implemented, and there has been no proven relation among the components of the VRIO so far. This is mainly because the concepts or definitions on core components of the VRIO - Value, Rareness, Inimitability, and Organization - are too comprehensively explained and measurements of each component cannot be easily quantified. Considering these, this paper presents empirical results of the relation between VRIO components and competitive advantage, and tests effectiveness of VRIO Framework with utilizing sufficient technology evaluation cases and financial statements of 2,252 technology based SMEs in Korea. As a result, the components of the VRIO have a positive influence on competitive advantage. The attributes of strategic resources - Value, Rareness, and Inimitability - have a statistically meaningful positive effect on organization, while organization has a positive effect on the competitive advantage serving as a parameter between the attributes of strategic resources and competitive advantage.

• Journal of Distribution Science
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• v.17 no.9
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• pp.35-45
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• 2019

Purpose - This study analyzes the relationship between inter-function coordination variables, competitor, customer and innovation orientation that has been developed by Narver & Slater (1990), also known as Market Orientation Strategy on SME Sutera's marketing performance, through direct and indirect effect relationships. Research design, data, and methodology - This study uses a sample of 168 respondents who are silk SME entrepreneurs in eleven Silk Craftsman sub-districts in Wajo Regency - South Sulawesi Province, Indonesia. Data collection using a questionnaire with a period between January - June 2019. Data analysis use PLS. The stages of testing the results of analysis go through several stages: the first stage, analysis of variable descriptions, the goodness of fit model (AVE, CR, Cronbach Alpha, R²) and hypothesis test. Results and Findings - From the fifteen hypothesis by direct and indirect effect state six hypothesis are rejected and eleven hypothesis are accepted. Overall, the concepts of Resource Based View theory (RBV) and Structure-Conduct- Performance theory (SCP) also provide a strategic picture for businessmen related to product innovation and service innovation and the urgency of regeneration in order to maintain the continuity of superior products in the future.

• International Journal of Advanced Culture Technology
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• v.10 no.1
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• pp.67-74
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• 2022

In this study, the core competencies of 7-Eleven, Japan's representative convenience store, were derived through a qualitative analysis method using VRIO (value, rarity, Imitability, and organization) framework, a management strategy model based on Resource-Based View (RBV). As a result of VRIO analysis, the value can be based on the scale that 7-Eleven ranks first in the Japanese convenience store industry in terms of the number of stores and market share that it has developed based on capital. The rarity is based on the fact that raw material procurement, the main activity of a company, is establishing the nation's largest distribution channel in the entire process, from producers to logisticians and franchisees. The difficulty for Imitability is based on a dominant strategy and has secured a competitive advantage by opening stores in a specific area, improving awareness, and raising barriers to entry. As the largest company in the convenience store industry, it is confirmed that 7-Eleven is the result of organizational power that has built stores not only in Korea but also in 16 countries around the world.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.26 no.2
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• pp.116-122
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• 2018

Due to the opening of Incheon International Airport Terminal 2, the operation range of ground operators is expanding and the workload is increased, which may cause a deterioration of the operation quality. Airline and airport corporations are concerned about safety delays as well as delays in flight due to delays in operations. Air traffic demand at Incheon International Airport is expected to increase steadily in the future. Therefore, this study intends to derive quality improvement plan by investigating the perception of stakeholders about the status of fishing service in order to improve service quality of Incheon airport ground handling company. The results of the analysis are expected to be used as basic data for improving quality of service.

• Asia pacific journal of information systems
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• v.30 no.2
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• pp.397-419
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• 2020

Business analytics is a management tool for achieving significant business performance improvements. Many organizations fail to or only partially achieve their business objectives and goals from business analytics. Business analytics adoption is a multi-stage complex activity consisting of evaluation, adoption, and assimilation stages. Several research papers have been published in the field of business analytics, but the research on multi-stage BA adoption is fewer in number. This study contributes to the scant literature on the multi-stage adoption model by identifying the critical themes for evaluation, adoption, and assimilation stages of business analytics. This study uses the thematic content analysis of peer-reviewed published academic papers as a research technique to explore the key themes of business analytics adoption. This study links the critical themes with the popular theoretical foundations: Resource-Based View (RBV), Dynamic Capabilities, Diffusion of Innovations, and Technology-Organizational-Environmental (TOE) framework. The study identifies twelve major factors categorized into three key themes: organizational characteristics, innovation characteristics, and environmental characteristics. The main organizational factors are top management support, organization data environment, centralized analytics structure, perceived cost, employee skills, and data-based decision making culture. The major innovation characteristics are perceived benefits, complexity, and compatibility, and information technology assets. The environmental factors influencing BA adoption stages are competition and industry pressure. A conceptual framework for the multi-stage BA adoption model is proposed in this study. The findings of this study can assist the practicing managers in developing a stage-wise operational strategy for business analytics adoption. Future research can also attempt to validate the conceptual model proposed in this study.

• Information Systems Review
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• v.14 no.3
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• pp.53-74
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• 2012

IT outsourcing (ITO) is an integration of two firms-external vendor(s) and a client firm-IT resources by contract. According to resource-based view(RBV), three different resources-ITO vendor's resource, client firm's resource, and the relationship resource between two firms- may have an impact on ITO performance. However, there have been few previous studies considering all three IT resources simultaneously. There have been also few empirical studies in ITO context, which test Bharadwaj (2000)'s findings: 1) IT resources can be divided into tangible IT asset and intangible IT capability, and 2) only IT capability has an impact on the IT performance. Therefore we examined whether, in ITO context, all three different resources have a significant impact on ITO performance. Adopting the findings of previous IT studies, we also divided IT resource into IT asset and IT capability. To achieve this research objective, we analyzed 62 ITO cases of 45 companies being listed in Korean top 100 companies for recent 3 years. Also, we analyzed the data with the Partial Least Squares method. The results of this research lead to the following conclusions: First, only when partnership is high, ITO vendors' resource can have an influence on ITO performance. Second, only client firm's IT capability, not IT asset, is directly related to the ITO success. Third, a firm's IT capability can increase the partnership. Therefore, we concluded that 1) RBV is also an useful theory in ITO context, 2) Bharadwaj(2000)'s suggestion is valid in ITO context as well, and 3) the relationship resource is also important in ITO.