• The Journal of Asian Finance, Economics and Business
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• v.7 no.11
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• pp.401-411
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• 2020

This study aims to analyze the agreement of service innovation using contingency approach (manager personality, organizational structure) moderated by leadership agility. The study has been carried out on Islamic banking companies' managers in Indonesia, from East Java and Yogyakarta region using purposive sampling technique with questionnaire and interviews as the method of data collection. The total number of respondents in the sample is 184. This sample is then analyzed using Euclidience Distance Simple Regression and Simple Regression Moderation method. The results prove that: (1) there is a partial fit between incremental strategy with reactive personality and mechanical organizational structure, which increases the service performance; (2) there is a partial fit between radical strategy with proactive personality and organic organizational structure, which increases the service performance; (3) leadership agility is able to strengthen the fit of the relationship between incremental innovation strategy and reactive personality toward service performance; (4) leadership agility is able to strengthen the fit the relationship between radical innovation strategy and proactive personality toward service performance; (5) leadership agility is able to strengthen the fit of the relationship between incremental innovation strategy and mechanical organizational structure toward service performance; and (6) leadership agility is able to strengthen the fit of the relationship between radical innovation strategy and organic organizational structure toward service performance.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.7
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• pp.557-569
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• 2021

The study investigates the impact of strategic planning (SP) factors on service quality (SQ) in private universities (PUs) in Oman and how they fit together in the development of higher education institutions (HEIs). The reports of the Ministry of Higher Education (MoHE) in Oman revealed that the service quality in private universities is unsatisfactory. This study employs a quantitative method. Data were collected from a sample of 730 academics and administrators. Structural Equation Modeling (SEM) based on AMOS software was applied for data analysis. The results of the structural paths showed that, among the strategic planning factors, only environmental scanning and leadership had a direct significant impact on service quality. However, mission statement and participation had insignificant direct impact on service quality. The findings suggest that environmental scanning and leadership are critical factors in predicting service quality dimensions of private universities. The findings add to the body of knowledge particularly in the Omani context, which can be useful in the neighboring countries as well. The study combines two different popular models in addressing service quality. The study also clarified the importance of each factor of the strategic planning process, which give a comprehensive picture of the university.

• Proceedings of the Korea Society for Simulation Conference
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• 2001.10a
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• pp.37-43
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• 2001

New product development has been a key element fur organizational evolution. The bulk of research about new product strategy has focused solely on new product development function itself. This paper investigates cross-functional elements in new product development. More specifically, we suggest that there must exist a fit between new product strategy and value chain strategy. It means that, in order to support new product development activity, there must exist a relevant value chain strategy. We consider three types of integration - internal integration, customer integration, and supplier integration - as strategic elements of value chain strategy. For the case of new product strategy, we consider market newness and product technology unfamiliarity as strategic elements. We also consider two types of learning characteristic, i.e., \\\"fast-adaptive learning\\\" and \\\"slow-adaptive leaning\\\" as control factor. Learning characteristic represents firms organizational capability related with organizational learning. For example, fur fast-adaptive learning case, the effect of integration appears early in time. System dynamics simulation is employed to verify our research framework. The results exhibit that there must exist cross-functional relationships between value chain strategy and new product strategy in order to shorten total development time.al development time.

• Management & Information Systems Review
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• v.13
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• pp.27-47
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• 2003

The strategic usages of IT(Information Technology) can convey important competitive advantages with an operational productivity. For this reason, many firms have heavily invested in IT and computing power. However, many companies were getting expected results by IT investment, but some companies had to be satisfied with a poor results. The question of whether or not benefit lead to expected performance is not easy to answer. The purpose of this study was to investigate the relationship among IT strategy, IT investment, and IT performance to resolve this problem. The 147 questionnaire responses completed by IS managers in manufacturing sector was conducted for a test of research hypothesis. ANOVA was used to investigate the relationship among three constructs and six factors. An operational performince of fitted group between IT strategy and IT investment was higher than not fitted group(H1). And also an competitive performance of fitted group between IT strategy and IT investment was higher than not fitted group(H2). The study shows a positive relationship between IT strategic orientation, IT investment direction, and performance of IT. The research results provide empirical evidence that supports the research hypothesis that closer fit between IT strategies and IT investment directions does lead to increase operational and competitive performance of IT.

• Journal of Service Research and Studies
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• v.10 no.1
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• pp.69-83
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• 2020

The purposes of this study is to identify the critical success factors for the 4th industrial revolution through literature review and to empirically evaluate the validity of these factors through questionnaires from executives engaging in the industries of the 4th industrial revolution. Literature review identifies leadership, change management, top management support, strategic fit, training, empowerment, teamwork, organizational culture, communication, and project management as ten critical success factors, Questionnaires were administered to CIOs and CEOs in the industries belong to the 4th industrial revolution. Response rate was 64.4% which shows quite high participation. Respondents rated strategic fit as the most important factor, followed by top management support, leadership, change management, project management, teamwork, communication, training, organizational culture, and empowerment. To successfully pursue the 4th industrial revolution, the followings are recommended. (1) detailed and refined execution strategy, (2) establishment of effective network among government, public companies, research institutes, universities, and industries, (3) strategic and long-term plan, (4) differentiated execution strategy from other countries and global cooperation system.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.6
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• pp.104-112
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• 2019

This study has empirically analyzed how far corporate governance and CSR(Corporate Social Responsibility) fit are related based on prior research indicating that corporate governance is one of the primary factors. Previous research suggested that there may be different types of CSR fit, but there have been only limited number of empirical studies. This study filled this gap by categorizing CSR fit into three types (functional fit, target fit, and size fit) and investigating whether different types have different effects. We used data from the Corporate Social Responsibility White Paper for the 2009-2012 period, as well as the Korea Corporate Governance Service (KCGS) index. As a result, we found that there is a negative (-) relationship between corporate governance and CSR fit(${\beta}=-.023$, p<.05). This can be interpreted that companies with weak corporate governance are attempting to increase the trust level of stakeholders and to reduce the uncertainty of CSR through high-CSR-fitted programs. The test results showed that functional fit and target fit both had negative (-) relationships with corporate governance (${\beta}=-.021$, p<.05; ${\beta}=-.016$, p<.1), while size fit did not have a significant correlation with corporate governance (${\beta}=-.005$, p=.511). The results of this study supported the previous studies' suggestions that CSR fit has different effects on each type, indicating a need for further reflection on the relationship between corporate governance and CSR fit. Also, the results of this study showed that corporations should take a strategic approach to operating CSR fit.

• Management & Information Systems Review
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• v.2
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• pp.47-73
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• 1998

According to the structural contingency theories, organizational structures are determined by such a contingency variables as organizational environment, technology, size, power and strategy. Therefore, many scholor believed that organizational effectiveness will be maximized in the condition of the fit between organizational structure and its contingency variables. But contingency theories have limitations in explaining of the manager's discretion by way of environmental determinism. In 1972, Child introduced strategic choice theory, and this perspective spurred significant, systematic studies of the influence of the managerial voluntary will on the organizational performance. Especially, the question of whether tap managers have an impact on business performance has been addressed by the strategic leadership theory that demonstrates strong associations between the characteristics of top managers, strategic orientation. Therefore, this study has investigated a theoretical literature and an empirical survey that explains the impact of top manger characteristics and organizational characteristics about strategic orientation. In order tn do that, this study develops a research model on the subjects, designed manager's characteristics, strategic typology. Managerial characteristics could be operationalized in terms of demographic measures. In this study, strategic orientation was classified using the Miles & Snow typology. This research model provides hypotheses. Hypotheses H1: The demographic characteristics of the tap manager will differ according to the types of strategic types. H2: The organizational characteristics of the firm will differ according to the types of strategic types. To test these hypotheses, this study conducted questionaire surveys on 108 firms in the Korea national wide. This study has utilized ANOVA, Chi-square analysis, cluster analysis, discriminant analysis for testing the hypotheses. The major findings of this study are summarized as follows. First, this study builds on the central tenent of cotingency theory in provide a comprehensive explanation of the process by which top manager's influence. Second, Manager's characteristics(demographics) are different from each other according to 4 strategic types(Prospector, Defender, Analyzer, Reactor). Third, Organizational characteristics are different from each other according to 4 strategic types. In conclusion, the major contributions of this study are to examine the development of a more comprehensive theoretical framework in the strategic leadership theory and to analyze their contingent relationships among managerial characteristics, organizational characteristics and strategic types in the context of Korea's industry.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.1
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• pp.259-268
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• 2020

The purpose of this study is to examine the predictive effects of intuition, business analytic, networking capabilities on innovation performance. The data was collected using a cross-sectional quantitative survey. A total of 292 useable responses were collected from Thai Processed Food Exporters (TPFE). The findings also indicated that the hypothesized relationships between the independent and dependent variables fit the empirical data. Specifically, it is revealed that strategic intuition, business analytic capabilities, network-based capabilities and dynamic capabilities had a direct effect on dynamic strategy. They also had statistically significant direct and indirect effects on dynamic performance. Based on the results of the correlation test, the researchers developed a dynamic capability model for the development of the dynamic performance of the operators, which included concepts, principles, methods, tools and guidelines. Furthermore, the impacts of intuition, business analytic, networking capabilities on dynamic strategy are also examined in this study. It makes a considerable contribution to the existing literature on dynamic strategy of TPFE, particularly in regards to explaining the performance.

• KSII Transactions on Internet and Information Systems (TIIS)
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• v.12 no.8
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• pp.3992-4005
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• 2018

In our current information-based society in which knowledge is a fundamental asset to production, the capability to utilize information and produce knowledge with the use of information technology (IT) has become essential to learning. Massive Open Online Courses (MOOCs) have recently been introduced in light of such changes and are recognized as an alternative to open education. MOOCs' capabilities are being acknowledged in lifelong education in terms of reeducation and knowledge sharing, and also in terms of improving teaching quality, and improving university students' levels of creativity and integrated thinking by supporting high-level content and teaching. Therefore, this study presents an extended research model that combines information system (IS) continuance and task-technology fit models. Our study researches previous literature, revealing factors of continuous use after accepting MOOCs from the learner's perspective, and analyzes the model empirically. The ideal environment for MOOCs learners is evaluated, and a strategic approach to the successful settlement and diffusion of MOOCs is presented based on this study's findings.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.2
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• pp.35-43
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• 2014

Strategic link, to develop the business strategy and to build the infrastructure of the organization, is an important challenge to management activities of the company, it is a major study of management academia. Effective strategy and information systems influence the success of the organization. Strategic alignment model for analyzing linkage was introduced in this study. Strategic alignment model, is composed of business strategy, organization infrastructure, information technology strategy, and information technology infrastructure. We have studied that this models appear in some form in the field of actual companies. Our research subject is a agricultural venture in Chungnam province.