• Asia pacific journal of information systems
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• v.17 no.3
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• pp.131-146
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• 2007

Recently, the role of IT service providers has been enlarged from managing a single function or system to reconstructing entire information management processes in new ways to contribute to shareholder value across the enterprise. This movement toward extensive and complex outsourcing agreements has been driven by the assumption that outsourcing information technology functions is a reliable approach to maximizing resource productivity. Hiring external IT service providers to manage part or all of its information-related services helps a firm focus on its core business and provides better services to its clients, thus obtaining sustainable competitive advantage. This practice of focusing on the strategic aspect of outsourcing is referred to as strategic sourcing where the focus is capability sourcing, not procurement. Given the importance of the strategic outsourcing, however, to our knowledge, there is little empirical research on the relationship between the strategic outsourcing orientation and outsourcing performance. Moreover, there is little research on the factor that makes the strategic outsourcing effective. This study is designed to investigate the relationship between strategic IT outsourcing orientation and IT outsourcing performance and the process through which strategic IT outsourcing orientation influences outsourcing performance, Based on the framework of strategic orientation-performance and core competence based management, this study first identifies core competency orientation as a proper strategic orientation pertinent to IT outsourcing and IT outsourcing process management capability as the mediator to affect IT outsourcing performance. The proposed research model is then tested with a sample of 200 firms. The findings of this study may contribute to the literature in two ways. First, it draws on the strategic orientation - performance framework in developing its research model so that it can provide a new perspective to the well studied phenomena. This perspective allows practitioners and researchers to look at outsourcing from an angle that emphasizes the strategic decision making to outsource its IT functions. Second, by separating the concept of strategic orientation and outsourcing process management capability, this study provides practices with insight into how the strategic orientation can work effectively to achieve an expected result. In addition, the current study provides a basis for future studies that examine the factors affecting IT outsourcing performance with more controllable factors such as IT outsourcing process management capability rather than external hard-to-control factors including trust and relationship management. This study investigates the major factors that determine IT outsourcing success. Based on strategic orientation and core competency theories, we develop the proposed research model to investigate the relationship between core competency orientation and IT outsourcing performance and the mediating role of IT outsourcing process management capability on IT outsourcing performance. The model consists of two independent variables (core-competency-orientation and IT outsourcing process management capability), and two dependent variables (outsourced task complexity and IT outsourcing performance). Comprehensive data collection was conducted through an outsourcing association. The survey data were analyzed using a structural analysis method. IT outsourcing process management capability was found to mediate the effect of core competency orientation on both outsourced task complexity and IT outsourcing performance. Further analysis and findings are discussed.

• Journal of Convergence for Information Technology
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• v.8 no.3
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• pp.153-160
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• 2018

This article examines actions of the department of a university according to Higher Education Evaluation Policy as a case on the department of Christian education of A University. This article consists of background and policy Higher Education Evaluation and actions of the department of Christian education. Specialization, curriculum, management of instructional quality, educational achievement, student support and cooperation of local community as category of trends of the department of Christian education are discussed. Aim of education, model of human resource, educational objects, and key-competency as the specialization of department of Christian education are discussed. Curriculum of department suggests students career track which is related to their career. Positive guidance counseling are implemented for rate of recruit related to educational achievement. Non-subject matter program of University and Department are introduced for students's support. 60 hours of educational service and other educational activities are carried out for local community. Principal, chaplain of school and teachers are invited for educational practical affairs of education. The result of this article can be used as a basic reference for the direction of the higher education.

• Asia-pacific Journal of Multimedia Services Convergent with Art, Humanities, and Sociology
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• v.9 no.1
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• pp.845-858
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• 2019

The most serious problem company facing in today's business environment is the failure of new product development outcomes. Statistically, almost half of the new products released each year failed. Despite the innovative technological advances, consumers' expectation level become much higher and global competition is intensifying. In addition, the new product life cycle is becoming shorter and shorter. It is difficult for a company to survive without developing long-lived products. The most important issue in a company's success and failure is the successful development and introduction of new products. Previous research has presented many determinants to achieve a successful new product development. This study focuses on dynamic competence as an important determinant, and identifies the constituting elements. Enterprises need to acquire, absorb, integrate and reconfigure their resources to survive and develop continuously. It is necessary to hold a dynamic ability switching resource bases in order to adapt to changing environments. The results of this study are as follows: First, the effect of learning, reconfiguration, and alliance capabilities on the new product development of small and medium-sized manufacturing enterprises seems to be positive. Second, the integrative and reconfiguration capabilities positively affect a new product development under high environmental turbulence.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.1
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• pp.304-312
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• 2019

Service companies are making constant efforts to gain positive business performance such as customer satisfaction, quality improvement, and valuable management. Compared to other industries, service companies are highly dependent on workers for responding to customers and satisfying various customer needs in terms of business content and type. Thus, the attitude, given, environment, and capacity of the workers who supply service and serve customers are important factors that directly and indirectly influence customer satisfaction and performance. To enhance the performance of organizations and gain competitive advantage, it is important to provide the various forms of social support for workers as service suppliers. In this sense, active interests including the development of personal competence, support for working environment, and providing chances for the development of new services are significant. This study is a follow-up study on the influence of social support for positive psychological capital, creativity, and work performance of service workers. Among the service process matrix, this study targets the workers involved in mass service fields and seeks to examine how support for co-worker influences the performance through self-efficacy. No empirical analysis has examined workers involved in mass service fields. Thus, this study aims to take an approach different from that of previous studies and to suggest more effective human resource management strategies for enhancing the competitiveness of service companies and provide related implications.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.7
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• pp.520-527
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• 2019

In this study, the technical level and competence of Chungbuk region manufactures were diagnosed and implications for efficiency improvement of cooperation with local universities were derived. The results are as follow. First, in Chungbuk area, 75% of the skilled workers are medium-skilled and high skilled workers. And the life cycle of production products was found to have entered middle/old age. In addition, the industries were overestimating its technology capabilities, including marketing and sales technology, and management technology. Therefore, local universities should develop differentiated program such as technology transfer and commercialization support so that companies can nurture new industries and it is necessary to improve understanding of reality and future prediction ability through various education and seminars. Second, universities in Chungbuk province have failed to meet the practical demands of industry by providing general educational programs such as lifelong education curriculum, rather than the practical training required by industry. First of all, industries needed the practical training programs such as human resource empowerment, technical education and workers' retraining for local industry development. In addition, industries were expected to provide relevant knowledge and infrastructure such as testing, analysis, participation in technology development such as commissioning and joint research. Therefore, universities should prepare customized Industry-Academia Cooperation Programs through industry demand survey in planning. Also, it is necessary to establish various connection points with industry to ensure that industry-academia cooperation will continue and achieve results. Third, the technology of the industries in Chungbuk province was found to be very unrelated to the next generation regional strategic industries. This is not shared vision between industry and local government, Industry-Academia Cooperation Programs will serve as a platform to organize various community entities. Universities will be able to play a key role in between industries and local governments.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.7
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• pp.133-144
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• 2019

The purpose of this study is to analyze the difference in perceptions of job applicants on core competency in the recruitment environment based on National Competence Standards(NCS), and also to obtain information relating to the seeking of employment and employment education plans. A survey and paired t-test were conducted on 355 job applicants of vocational colleges and four-year universities. Through these applicants, the difference between the current level and level of importance dependent on areas of core competency was analyzed. In addition, IPA analysis was conducted in order to confirm the educational necessity in this area. As a result, there were significant differences between the current level and level of importance in all 10 areas. IPA analysis confirmed that educational needs are prioritized. As a result, it was found that the areas which should be strengthened in both groups were interpersonal ability, communication ability, numerical ability, problem solving ability, and self-development ability. The area recognized as being in 'a state of excess' was resource management ability. As a result of checking the necessity levels of the two groups, it was found that job applicants of vocational colleges had to strengthen their problem solving ability, and the applicants of four-year universities had to intensify their communication ability, interpersonal ability, and information ability.

• The Korean Journal of Franchise Management
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• v.10 no.2
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• pp.33-47
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• 2019

Purpose - The purpose of this study is to classify and analyze existing studies from various angles through systematic literature review of how human resources development has been researched in the domestic franchise business. These studies are intended to suggest the direction in which human resource development research should be conducted in the future in the franchise business. Research design, data, and methodology - This study is based on systematic literature review methodology. It has gone through the process of subject language setting, literature search routing, search term selection, literature selection, literature classification and literature analysis. The systematic literature review identified 59 peer-reviewed dissertations and scientific journal publications on the subject of HRD in Korea franchise business. Result - This study analyzed by research methods, research industries, research population and dependent variable using the systematic review process. The literature studied in the 2000s mainly led to research on education and training of franchise employees in beauty franchise business. In the literature studied since 2010, human resources development was mainly studied in the supervisor in the restaurant franchise business, and in the study of competence rather than education and training. According to the research methods, statistical methods were mostly relatively simple, such as t-test or one-way distribution analysis until the 2000s, and after 2010, in-depth and structural studies using multiple return analysis, structural method analysis, path analysis, multi-dimensional scale analysis, AHP, etc were conducted. When classified by study dependant, early research until the 2000s focused on the study of education and training, which is an independent variable, on the satisfaction of education programs, job satisfaction, and immersion. On the other hand, studies conducted since 2010 have produced more complex results using various medium variants, and those related to management performance and relationship performance have been mainly studied, rather than the satisfaction of the education itself. Conclusions - While the domestic franchise business is expanding in terms of quantity, such as the number of franchises and franchises, the development in terms of quality for the joint growth of franchises and franchisees is still lacking. In order for the franchisee to continue to grow with each other, the franchisee must identify and develop their current performance or expected capabilities through capacity modeling at various targets and levels.

• Journal of Korean Home Economics Education Association
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• v.34 no.1
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• pp.151-165
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• 2022

The aim of this study is to examine the effectiveness of non-face-to-face classes conducted due to the COVID-19 crisis. In order to achieve this goal, a non-face-to-face class with flipped learning was applied in one subject of clothing major held at 'S' University in Cheongju, Korea. In addition, this study tried to analyze the differences between pre- and post-non-face-to-face classes in problem analysis ability, resource/information/technology literacy, convergent thinking ability as core competencies, and overall learning satisfaction. As a result, after participating in the non-face-to-face class in which the flipped learning was applied, the students recognized that their abilities improved in the three problem-solving competency sub-areas, and their overall learning satisfaction also increased. The effectiveness of non-face-to-face classes in the field of clothing and fashion has been mainly measured in fashion design and clothing construction courses. However, based on the results of this study, it can be suggested that non-face-to-face classes in a theory-oriented lecture-type class can be effective methods for improving students' core competencies such as problem-solving skills if teaching-learning methods such as flipped learning are applied. Therefore, the results of this study will be useful data for designing differentiated non-face-to-face class strategies in a theory-oriented lecture-type class to improve the core competencies of college students.

• Journal of Global Scholars of Marketing Science
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• v.17 no.3
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• pp.39-59
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• 2007

The international involvement of a firm has been described as a gradual development process "a process in which the enterprise gradually increases its international involvement in many studies. This process evolves in the interplay between the development of knowledge about foreign markets and operations on one hand and increasing commitment of resources to foreign markets on the other." On the basis of Uppsala internationalization model, many studies strengthen strong theoretical and empirical support. According to the predictions of the classic stages theory, the internationalization process of firms have been recognized and characterized gradual evolution to foreign markets, so called stage theory: indirect & direct export, strategic alliance and foreign direct investment. However, termed "international new ventures" (McDougall, Shane, and Oviatt 1994), "born globals" (Knight 1997; Knight and Cavusgil 1996; Madsen and Servais 1997), "instant internationals" (Preece, Miles, and Baetz 1999), or "global startups" (Oviatt and McDougall 1994) have been used and come into spotlight in internationalization study of technology intensity venture companies. Recent researches focused on venture company have suggested the phenomenons of 'born global' firms as a contradiction to the stages theory. Especially the article by Oviatt and McDougall threw the spotlight on international entrepreneurs, on international new ventures, and on their importance in the globalising world economy. Since venture companies have, by definition. lack of economies of scale, lack of resources (financial and knowledge), and aversion to risk taking, they have a difficulty in expanding their market to abroad and pursue internalization gradually and step by step. However many venture companies have pursued 'Born Global Strategy', which is different from process strategy, because corporate's environment has been rapidly changing to globalization. The existing studies investigate that (1) why the ventures enter into overseas market in those early stage, even in infancy, (2) what make the different international strategy among ventures and the born global strategy is better to the infant ventures. However, as for venture's performance(growth and profitability), the existing results do not correspond each other. They also, don't include marketing strategy (differentiation, low price, market breadth and market pioneer) that is important factors in studying of BGV's performance. In this paper I aim to delineate the appearance of international new ventures and the phenomenons of venture companies' internationalization strategy. In order to verify research problems, I develop a resource-based model and marketing strategies for analyzing the effects of the born global venture firms. In this paper, I suggested 3 research problems. First, do the korean venture companies take some advantages in the aspects of corporate's performances (growth, profitability and overall market performances) when they pursue internationalization from inception? Second, do the korean BGV have firm specific assets (foreign experiences, foreign orientation, organizational absorptive capacity)? Third, What are the marketing strategies of korean BGV and is it different from others? Under these problems, I test then (1) whether the BGV that a firm started its internationalization activity almost from inception, has more intangible resources(foreign experience of corporate members, foreign orientation, technological competences and absorptive capacity) than any other venture firms(Non_BGV) and (2) also whether the BGV's marketing strategies-differentiation, low price, market diversification and preemption strategy are different from Non_BGV. Above all, the main purpose of this research is that results achieved by BGV are indeed better than those obtained by Non_BGV firms with respect to firm's growth rate and efficiency. To do this research, I surveyed venture companies located in Seoul and Deajeon in Korea during November to December, 2005. I gather the data from 200 venture companies and then selected 84 samples, which have been founded during 1999${\sim}$2000. To compare BGV's characteristics with those of Non_BGV, I also had to classify BGV by export intensity over 50% among five or six aged venture firms. Many other researches tried to classify BGV and Non_BGV, but there were various criterion as many as researchers studied on this topic. Some of them use time gap, which is time difference of establishment and it's first internationalization experience and others use export intensity, ration of export sales amount divided by total sales amount. Although using a mixed criterion of prior research in my case, I do think this kinds of criterion is subjective and arbitrary rather than objective, so I do mention my research has some critical limitation in the classification of BGV and Non_BGV. The first purpose of research is the test of difference of performance between BGV and Non_BGV. As a result of t-test, the research show that there are statistically efficient difference not only in the growth rate (sales growth rate compared to competitors and 3 years averaged sales growth rate) but also in general market performance of BGV. But in case of profitability performance, the hypothesis that is BGV is more profit (return on investment(ROI) compared to competitors and 3 years averaged ROI) than Non-BGV was not supported. From these results, this paper concludes that BGV grows rapidly and gets a high market performance (in aspect of market share and customer loyalty) but there is no profitability difference between BGV and Non_BGV. The second result is that BGV have more absorptive capacity especially, knowledge competence, and entrepreneur's international experience than Non_BGV. And this paper also found BGV search for product differentiation, exemption strategy and market diversification strategy while Non_BGV search for low price strategy. These results have never been dealt with other existing studies. This research has some limitations. First limitation is concerned about the definition of BGV, as I mentioned above. Conceptually speaking, BGV is defined as company pursue internationalization from inception, but in empirical study, it's very difficult to classify between BGV and Non_BGV. I tried to classify on the basis of time difference and export intensity, this criterions are so subjective and arbitrary that the results are not robust if the criterion were changed. Second limitation is concerned about sample used in this research. I surveyed venture companies just located in Seoul and Daejeon and also use only 84 samples which more or less provoke sample bias problem and generalization of results. I think the more following studies that focus on ventures located in other region, the better to verify the results of this paper.

• Journal of dental hygiene science
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• v.15 no.5
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• pp.650-658
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• 2015

The purpose of this study was to determine the effects of dental hygienists' leader-member exchange (LMX) and empowerment on organizational performance, improve human resource management in their organization and their job satisfaction and organizational commitment, and provide basic data that could help improve organizational performance. A survey was conducted in 324 dental hygienists at dental care institutions in Ulsan, Busan, and Daegu from March 2 to 31, 2015 and the following results were obtained: Dental hygienists at dental hospitals had higher levels of LMX than those at dental clinics; those who were at higher positions, who were older, and who were more educated showed higher levels of empowerment. There was significant, positive correlation between LMX and empowerment and job satisfaction and organizational commitment: dental hygienists with better LMX and higher levels of empowerment showed higher levels of job satisfaction and organizational commitment. For dental hygienists, significance (${\beta}=0.325$, p<0.001) exerted the greatest impact on job satisfaction, followed by organizational commitment (${\beta}=0.264$, p<0.001) and competence (${\beta}=0.164$, p<0.01) and LMX (${\beta}=0.321$, p<0.001) had the greatest impact on organizational commitment, followed by job satisfaction (${\beta}=0.275$, p<0.001) and significance (${\beta}=0.210$, p<0.001).To put the results together, dental hygienists in dental care practice had their job satisfaction and organizational commitment affected by LMX and empowerment; therefore, it is necessary to develop diverse education programs with the objective of promoting mutual exchange between a manager of dental hygienists' team and members and improving empowerment.