• The Journal of the Korea Contents Association
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• v.19 no.8
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• pp.159-171
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• 2019

The purpose of this study is to provide academic and practical implications through empirical analysis on the moderating role of SHRM that is relatively lacking in the relationship between CLMRC and performance. In order to achieve the research purpose, data were collected from 123 CEOs of Korean companies. The reliability and validity of the collected data were examined and the hypothesis was verified by hierarchical regression analysis. The results of this study show that CLMRC has a meaningful positive(+) effect on both net profit and sales per person, and SHRM has shown to have a moderating effects between CLMRC and sales per person, CLMRC and net profit. Through this analyzes, CLMRC can enhance the management performance, and in this process, the more strategic the human resource management(HRM) is, the more the impact on the management performance is strengthened. Implications for CLMRC and SHRM, limitations of the study and suggestions for future researches are discussed.

• International Journal of Contents
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• v.7 no.4
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• pp.90-97
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• 2011

This study identifies how management theory and philosophy work in conjunction with and support one another as both are critical to understanding leadership concepts and viewing the design organization holistically in terms of organizational behavior and performance. This paper analyses data from an in-depth single-case study at management in interior design organization in Korea. Two new 'most efficient and effective way' to achieve the goals of the design organization has been launched. The first was organizational behavior and performance, and the second a needed new paradigm of management skills. Organizational culture affects organizational effectiveness in design because it can (a) provide an organization with a competitive advantage, (b) improve the way an organizational structure works, and (c) increase the motivation of designers to pursue organizational interests. Moreover, the result of research creates paradigm of thinking that how leaders in the design organization need to focus on innovative and strategic systems to gain competitive advantage and enter global markets; a key inter-organizational cooperation strategy to achieve a targeted goal.

• Knowledge Management Research
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• v.7 no.2
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• pp.35-52
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• 2006

Increasing competitive pressure, the constantly accelerating transformation of the economy, and a stronger focus on value creation have initiated the search for sustainable sources of competitive advantage in organizations. In this context, the concept of treating organizational knowledge as a valuable strategic resource has become quite popular recently. Knowledge has become the most critical component in the struggle for sustained competitive advantage and knowledge management (KM) has also been described for its possible role in creating sustainable competitive advantage. In order to examine the contingency between KM resources, KM strategies, and KM performance of organizations, a contingency model of KM, which is based on resource-based theory as well as knowledge-based theory, is developed from the information systems and strategic management literature in order to assess the following questions: (i) What KM resources affect the organization's KM strategies? (ii) Is there a relationship between KM strategies and organizational performance enhanced by KM? A detailed exploratory analysis of survey responses from 79 Korean companies provides the following significant findings: (i) This study found support for the proposed contingency model of KM; (ii) The organization's KM strategies are determined by social resources and its capabilities; (iii) An organization with a culture-based KM strategy is more likely to enhance organizational KM performance than an organization with a technology-based KM strategy.

• Informatization Policy
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• v.17 no.1
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• pp.120-135
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• 2010

Competition is now moving from between companies to between networked enterprises(NE). It's difficult to evaluate the outcome of NE because formalization of collaboration among partners is difficult. This paper introduces a performance-management model focusing on collaboration in NE. The model is an integration of BSC and EFQM model, but it is different from conventional researches as it links performance management with strategic management based on a comprehensive framework of collaboration. Theoretical and empirical researches are further required to validate the model. Studying cases of several Korean NEs, we have obtained some findings for further research and application.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2001.10a
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• pp.111-115
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• 2001

A good business performance measurement system is an effective tool io sustained growth in profits. Although interest in creating performance measurement models is widespread, a well-designed system is rare. To be successful in today's competitive environment, a performance measurement system should incorporate strategic success factors and contain financial and non-financial measuring index to carry out strategic management. In the 1990s, Kaplan & Norton introduced a concept called the Balanced Scorecard. The Balanced Scorecard supplements traditional financial measures with criteria that measured performance from three additional perspectives - those perspectives of customers, internal business processes, and learning and growth. This paper presents five measuring index criteria for each perspective. To calculate the relative priority for These measuring index, we investigate weights investigated by interviews with management consultant. Then, AHP method is employed for calculating priority weight. Our evaluation model may be referred to as the Balanced Analytic Hierarchical Performance Model(BAHPM) in the sense that the analytic hierarchical scheme, along with the AHP, is applied. The BAHPM is the first kind of analytical model to cover a wide variety of measures. In comparison with previous evaluation models, our model shows strengths in structural flexibility, ease of incorporating feedback, group evaluation capacity, participation promotion, sensitivity analysis, and computational simplicity. A prototype based on the BAHPM can be applied to various industry sectors.

• Knowledge Management Research
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• v.10 no.3
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• pp.1-16
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• 2009

Recent trends in business are characterized by recognition of the importance of knowledge assets. Especially, this phenomenon is receiving more momentum as our society goes digital rapidly. The concept of Knowledge Management has long been used as an effective way of restructuring the management process of a firm. In literature regarding knowledge management, a number of successful cases were reported, where knowledge-based management activities could dramatically enhance a firm's strategic performance for years. However, there exists very little research investigating the effect of knowledge management on corporate competitiveness. Researchers as well as practitioners need more rigorous results about such issues, especially how much the knowledge management strategic initiatives may have an influence on the firm's competitiveness. In this sense, we need an empirical study adopting statistical approaches due to the existence of abundant knowledge management case studies. To fill this research void, this study proposes a research model testing whether knowledge management activities could improve corporate competitiveness. We collected 321 valid questionnaires from participants in knowledge management activities in the tourism industry and applied a structural equation model. Empirical results showed that knowledge management activities have a positive impact on knowledge management efficiency and finally corporate competitiveness. We hope that this study will shed light on further rigorous studies considering tourism industry as a major strategic activity.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2001.10a
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• pp.233-236
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• 2001

This study explores on the static and dynamic growth patterns of high-tech ventures in Korea. We developed an integrative framework with target market (local vs. global), product/market maturity (existing vs. emerging), and technological capability (follower vs. pioneer). We also identified seven new ventures strategies as follows: i) reactive imitation, ii) proactive localization, iii) import substitution, iv) creative imitation, v) early market-entry, vi) global niche, and vii) global innovation. With five successful Korean new ventures, we found different competitive behaviors and performance among new venture strategic types. This study also observed two different growth patterns: growth through strategic replication and growth through strategic change. It depends on whether they are pursuing similar strategy over time or different strategy within for growth. In addition, we found that creative imitation plays a stepping-stone role in two-step internationalization processes. Although this study is exploratory and needs more empirical studies, it can provide new ventures with meaningful guidelines for growth and internationalization with a dynamic perspective.

• Proceedings of the Korean Society for Quality Management Conference
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• 2004.04a
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• pp.459-464
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• 2004

The strategic aims of six sigma in the aspect of business is directly related with the result of the business by the creation of profit. So based on the reformatory strategy of management performed by each organization echelon, the improvement of management by objectives is proceeded actively. This thesis recognizes the need of educational Programme needful in performance of reformatory strategy of six sigma, and concludes the strategic values as the criteria. In audition this thesis presents the strategic tool fundamental to analyse the skills and methods practiced in the designing step of improving programme of results through the research.

• Proceedings of the Technology Innovation Conference
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• 1998.06a
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• pp.57-90
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• 1998

This study attempts to explore the evolution paths of Korean SMEs'strategies and their technological teaming processes. Several different evolution paths are identified based on a dynamic strategic group analysis of 115 SMEs'strategy in the Korean electronic component industry for the period of 1990-1995. Further, inadept case analyses on technological learning processes in 5 firms are undertaken. Major findings of this study can be summarized as follows : 1) There are three dominant evolution paths in SMEs'strategy. First path indicates the evolution from a subcontractor or petty imitator group(a strategic group with the narrow product/market domain and the low level of accumulated resource/capabilities) into an innovator group(a strategic group with the narrow domain but high level of technological capability) by accumulating technological capabilities. Second, some firms move from a subcontractor group into a generalizer group(a strategic group with broad product/market domain but relatively low level of technological capability) by simply adding product lines. Third path involves firms which evolve from a subcontractor group into a production focus group(a strategic group with high level of production capability) by investing in production capabilities. 2) An in-depth case analysis shows those who succeeded in technological learning are managed by CEOs, who have technological expertise and strategic vision, and have made an effort to establish management practices to support innovation, such employee educational program, performance-based reward system, etc. The successful firms also aggressively pursue diverse external linkages with outside technology sources to learn product and process technologies. Fiendly, this study discusses several implications of the findings for the theoretical development and strategic management of small firms in Korea.

• Journal of Venture Innovation
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• v.2 no.2
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• pp.47-64
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• 2019

This study analyzed the effects of small business CEO's competencies type on business performance. For this purpose, 4 independent variables(strategic, marketing, management and network competencies) and 2 dependent variables(financial and non-financial performance) were used. 220 data were collected from the field survey questionnaires administered to a convenience sample of small business CEO. For hypothesis testing, the IBM SPSS Statistics 24.0 was used. Frequency analysis, exploratory factor analysis, correlation analysis, and hierarchical regression analysis were conducted. Empirical studies showed as follows. First, this study showed that the four competencies were significant to financial performance and the three competencies(except management competencies) were significant to non-financial performance. The higher small business CEO's competencies, the more likely it affects both the financial and non-financial performance of the company. Second, effects of small business CEO's competencies on financial performance were analyzed in order of network competencies > management competencies > strategic competencies > marketing competencies. Third, effects of small business CEO's competencies on non-financial performance were analyzed in order of network competencies > marketing competencies > strategic competencies. These findings had some implications. In academia, the impact forces of 4 small business CEO's competencies were analyzed for the first time. In practices, successful start-ups or sustainable management requires an interest in the active enhancement of small business CEO's competencies.