• Convergence Security Journal
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• v.7 no.2
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• pp.27-37
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• 2007

Companies have to take agility against change of environment and build up the capacity of new value creation in today's management environment. Until now, there are so many management method for efficiency of management, rationality of management and IT (information technology) supported this method by integration of enterprise task and process automation. but company's competitiveness through the efficiency of management realized the limitations recently. so companies needs the new management method to raise core value of enterprise. This study applies strategy intelligence which is some part of Business Intelligence. We can identify the core value driver by using this method. and the core value driver is connected the KPI (key performance indicator) of processes in BPM (Business Process Management). This help the management of process focused on value driver. and some part of activity driver that effect the process performance can be use the Six Sigma method to strategic business process. This study first introduces the concept of Business Intelligence, Business Process Management and Six Sigma. and then efficient connection plan for value based strategic business process is introduces.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.1
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• pp.125-141
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• 2020

This study examines the effect of founders' strategic orientation and social capital on the performance of startups in Korean contexts. Founders' strategic orientation is proposed as the main factor to reduce the risk of failure and to increase the potential of future growth of the startup. Three main components of strategic orientation, entrepreneurial, market, technology, were simultaneously tested with a sample of Korean startups. Furthermore, founders' social capital, networks with supporting entities and the level of chemistry within founding members were also proposed to be important factors. We also tested possible mediating effects of social capital on the main impact of strategic orientation. With a sample of 79 startups founded less than 5 years in Seoul Metropolitan Areas, we found that technology orientation of founders only significantly increases the performance of startups, but both entrepreneurial and market orientation do not. Regarding social capital effect, the external networks of the founding members are effective as proposed, and also the high cohesiveness of founding members increases the startup performance. However, the mediating role of social capital is just partially confirmed. The implications of our findings, in both sense of firm's strategy and startup policy, are discussed. This study is expected to be a bridge connecting firms' strategy with startup policy-making in Korea.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.36 no.2
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• pp.25-31
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• 2013

This paper analyzed the management quality activities and performance based on industrial types. We divided the business into four industrial types, manufacturing industry, service industry, medical institution and public enterprise. We analyzed the differences of the elements of management quality in industrial types. The results show that leadership, measurement, analysis and knowledge management and workforce focus categories are not significant and strategic planning, customer and market focus, process management and performance categories are significant. This paper proposes the directions of management quality activities and performance according to industrial types based on these results.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.38
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• pp.229-262
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• 2008

With the introduction of supply chain management concept, the nature of a firm is fundamentally changed. Control is no longer based on direct control of the business processes, but rather based on integration across member organizations in the supply chain. Firms are trying to achieve a competitive edge by managing their supply chain performance to gain advantages in cost and service differentiation. The supply chain elements of a sea port involves ILSP (Inbound Logistics Service Provider) at the input side and OLSP (Outbound Logistics Service Provider) at the output side. The goal of sea port is to satisfy the needs of different parties, both upstream and downstream, in the chain with greater effectiveness and efficiency than it's competitors. In this context, the purpose of this paper is to derive conceptualization of the SCP (Supply Chain Performance) in the sea port from literature review on the previous researches and to tackle their theoretical and practical implications. The paper deals with conceptualizing SCP in sea port using the SCOR (Supply Chain Operation Reference) model. It incorporates both the effectiveness and efficiency aspects of performance measurement. And it also recognizes customer related reasons for measuring performance.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.8
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• pp.247-257
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• 2020

This study aims to examine the effects of integrated performance measurement on firm success of beverage businesses in Thailand. Integrated performance measurement, organizational commitment, organizational citizenship behavior, and firm success are the main variables of the study. In this study, all 653 beverage businesses from Department of Business Development, Ministry of Commerce, Thailand are the samples of the study. The data collection was provided during February - April, 2016. A mail survey procedure via questionnaire was used for data collection. 163 responses were received. Of the surveys completed and returned, 159 were usable. The structural equation model (SEM) is conducted to examine the effects of integrated performance measurement on organizational commitment, organizational citizenship behavior and firm success. The results show that integrated performance measurement positively influences organizational commitment, organizational citizenship behavior and firm success. Organizational commitment positively affects both organizational citizenship behavior and firm success while organizational citizenship behavior positively impacts firm success. In summary, integrated performance measurement as a strategic management accounting approach is a key determinant of firms' business outcome. Firms need to support their resources and capabilities in developing, implementing, utilizing, and maintaining integrated performance measurement. Potential discussion, conclusion, and suggestions and directions for future research are highlighted.

• The Journal of Information Systems
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• v.17 no.3
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• pp.205-233
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• 2008

This study suggests the dynamic value chain model, that will be able to not only show changing processes to organization's significant capital by integrating an individual, implicit, and explicit knowledge which affect organizational decision making, but also distinguish the key driver for raising organizational competitive power because it makes possible to analyze sensitivity of performance along with decision making alternatives and policy changes from dynamic view by connecting knowledge management capability, knowledge management activity, and relations with organizational performance with specific strategic map. Recently, a lot of organizations show interest in measuring and evaluating their performance synthetically. In organizations taking knowledge management, they introduce effective value chain model like a dynamic balanced scorecard (DBSC), and therefore they can reflect their knowledge management condition as well as show their changes by checking performance of established vision and strategy periodically. Furthermore, they can ask for their inner members' understanding and participation by communicating with and inspiring their members with awareness that members are one of their group, present a base of benchmarking, and offer significant information for later decision making. The BSC has been a successful framework for measuring an organization's performance in various perspectives through translating an organization's vision and strategy into an interrelated set of key performance indicators and specific actions. The BSC, while having significant strengths over traditional performance measurement methods, however, has its own limitations, due to its static nature, such as overlooking two-way causation between performance indicators and neglecting the impact of delayed feedback flowing from the adoption of new strategies or policy changes. To overcome these limitations, this study employs SD, a methodology for understanding complex systems where dynamic feedback among the interrelated system components significantly impact on the system outcomes. The SD simulation model in the form of DBSC would serve as a useful strategic teaming tool for facilitating an organization's communication process through various scenario analyses as well as predicting the dynamic behavior pattern of their key performance measures over a future time frame. For the demonstration purpose, this study applied the DBSC model to Prototype of Korea manufacturing and service firm.

• Proceedings of the Safety Management and Science Conference
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• 2007.11a
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• pp.311-317
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• 2007

This study introduces 2007 criteria of Malcom Baldridge National Quality Award (MBNQA) for performance excellence. Baldridge criteria is composed of the seven categories such as leadership, strategic planning, customer and market focus, measurement, analysis, and knowledge management, workforce focus, process management, and results. Moreover this paper proposes various integrated systems with MBNQA.

• Journal of Information Technology Applications and Management
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• v.15 no.3
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• pp.275-286
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• 2008

Employing a sample of 126 suppliers in Korean electronic industry, this research examined the effects of institutional environment, social capital and strategic importance in manufacturer-supplier relationships on knowledge sharing. Building on the relational view and knowledge-based theories, this study proposed that these factors facilitate knowledge sharing in manufacturer-supplier relationships and that knowledge mediates satisfaction between manufacturer-supplier relationships for competitive advantage. Results indicate that institutional environment, social capital and strategic importance in manufacturer-supplier relationships are indeed associated with greater knowledge sharing. Inter-firm satisfaction is, in turn, positively associated with knowledge sharing for competitive advantage through technical support, financial support, competence increasing. Further, results provide evidence that knowledge sharing plays a mediating role between institutional environment, social capital, strategic importance and inter-firm satisfaction.

• Journal of Science and Technology Studies
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• v.4 no.2 s.8
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• pp.103-127
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• 2004

This paper analyzes the strategic planning process of NASA (National Aeronautics and Space Administration) including its center, GSFC (Goddard Space Flight Center) in the framework of strategic planning in publicly funded R&D organizations. To construct this framework, theories have been considered mainly focused on strategic management and planning, its application on public sector, and characteristics of R&D activities. As a result, the framework could be set up in accordance with the process of strategic planning. Also, as a case study, we explored the practice of strategic planning process and organizational implementation of NASA and GSFC. During the analysis on the strategic process of NASA and GSFC, we could draw some lessons out as follows: First, we should consider the differences between private and public sectors when we establish strategic planning in public sector. Second, the stakeholder analysis should be involved in setting the mission, goals, and strategies of an organization. Third, it is necessary to identify and assess the socio-economic effects or public benefits by R&D programs of the organization and use the feedback on its goal. Fourth, to implement strategic planning effectively, planning process should be closely integrated with the management process such as setting goals, securing budgets, and evaluating the organization. Conclusively, the analysis on NASA and GSFC contribute to implementing strategic planning in publicly funded R&D organizations by providing the appropriately modified framework. As an extension of this study, more deliberate analysis on various practices of strategic planning and performance indicators should be followed.

• Knowledge Management Research
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• v.13 no.5
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• pp.113-137
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• 2012

Since service innovation is considered as a new way to gain an advantage in a highly competitive environment, it is imperative for companies to align their service innovation strategy with their business strategy in order to achieve better firm performance. Accordingly, a critical challenge facing firms is how to effectively organize and manage a well-planned service innovation strategy in accordance with the direction of their business strategy. Firms with a good fit between business strategy (i.e., cost leadership, innovative differentiation, and marketing differentiation strategies) and service innovation strategy (service creation-focused, service delivery-focused, and client interface-focused strategies) are expected to have better firm performance than those without such a fit. Based on empirical data from 209 service firms in South Korea, this study aims first to investigate whether a certain service innovation strategy is more effective than others within a particular business strategy. We then examine whether their effective alignment positively affects firm performance. The empirical evidence indicates that the alignment of service innovation strategy with business strategy significantly influences firm performance. The adoption of service innovation strategy was found to have positive effects on firm performance with innovative differentiation and marketing differentiation strategies and negative effects with cost leadership strategy. Lastly, we discuss our study's implications for further research and practice.