• Journal of the Korea Institute of Building Construction
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• v.13 no.6
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• pp.530-540
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• 2013

The business environment that affects the management performance can be characterized by each Strategic Business Unit (SBU) since construction companies win overseas contracts due to the fairly good construction situations while experience a decline in the local housing market. Environmental changes can alter the strategic importance of the SBU when measuring the management performance. However, large construction companies apply BSC (Balanced Score Card) for collective calculation to determine the management performance, making it difficult to reflect the strategic importance of SBU. This method may create a distorted image of management performance that fails to take environmental changes into consideration, and as such it needs to be improved. Yet, there are no studies on the weight of each SBU considering environmental changes. Thus, the current study intends to analyze the weight of SBU for company-wide measurement of the performance of large construction companies. In addition, a model for analysis of SBU importance is proposed to respond to the constantly changing environmental situations and to modify the weight. For analysis of SBU weight, a questionnaire was conducted with 23 experts and hands-on workers, and the questionnaire result was quantitatively analyzed by applying the FD-AHP method. It is expected that the result will enable a model to be proposed to calculate the weight per division in a manner that reflects environmental changes and minimizes strategic distortion when measuring the management performance of large construction companies.

• Journal of Distribution Science
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• v.14 no.6
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• pp.99-106
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• 2016

Purpose - The antecedent to the relationship between the effect of the characteristics of strategic alliances and the performance of container liner shipping companies has been investigated in this study as container liner shipping companies' strategic alliances. It affects positively and negatively home, partner, and the third parties' performance in container liner shipping companies. Extensive literature reviews on shipper's strategic alliances reveal that strategic alliances in financial and non-financial performance of container liner shipping companies show the performance such as economic effects, business performance, global supply chain management performance, customer satisfaction, and forward integration and backward integration performance. The purpose of this study is to test empirically that the relationship between the characteristics of strategic alliances and financial and non-financial performance in container liner shipping companies. Structured equation modeling and confirmatory factor analysis were used to test the hypothesis using AMOS statistics program. Most previous researches focused on the relationship between the characteristics of strategic alliances and alliance types. There are few empirical studies that focus on business performance data because it is difficult to collect data in container liner shipping companies. However, this research measures financial and non-financial performance differently compared with the previous researches focusing on the characteristics of strategic alliances and alliance types measurements. Research design, data, and methodology - The conceptual model for the study is based on the studies of Lim (2010), Chen & Zhen (2009), and Wang & Meng (2014). The model is built around the factors of characteristics of strategic alliances and business performance. Cost, marketing, and service factors are regarded as proxy for the characteristics of strategic alliances. The financial and non-financial performance are regarded as proxy for the performance of strategic alliances. Based on the analysis of one hundred cases such as forwarder, shipper, and liner shipping companies, this study uses structural equation modeling to verify the effects of the characteristics of strategic alliances on business performance. Conclusions - This study provides container liner shipping companies to get some policy and practical implications in terms of the characteristics of strategic alliances and business performance. First, the cost factor for alliances characteristics has a positively significant influence on the financial and non-financial performance of strategic alliances. The cost factor relationship between high and low performance group does not have a significant difference on the performance of strategic alliances. Second, the marketing factor of alliances characteristics has a positively significant influence on the financial and non-financial performance of strategic alliances. The high performance group's marketing factor has a great non-financial performance than low performance group, but the low performance group's marketing factor has a grater financial performance than high performance group factor does. Third, the service factor of alliances characteristics has a negative influence on the non-financial performance of strategic alliances. The high performance group's service factor has a great non-financial performance than low performance group. Based on the findings from this study, related implications and future avenues deserve to be discussed.

• The Korean Journal of Franchise Management
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• v.8 no.1
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• pp.19-30
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• 2017

Purpose - As environmental issues, along with the growth of companies, are accelerating, social interests in eco-friendly management that requires corporate social role and responsibility are increasing. The eco-friendly management activity reflects the changes in environmental awareness of consumers. Therefore, the eco-friendly images of companies influence consumers, and the establishing of eco-friendly management strategy has become a very important factor in the greenmarket. In this regard, this study examined the impacts of green leadership and environmental attractiveness on strategic environmental marketing, tactical environmental marketing, and environmental performance towards the employees of franchisee headquarters. Research design, data, and methodology - The survey was conducted towards the 800 headquarters among 2,600 brands that are registered with the Fair Trade Commission of Korea by mail. Among the total of 162 questionnaires collected, 7 respondents were excluded for their incompletion, and thus 155 responses were used in this study. The data were analyzed with SPSS 21.0 and SmartPLS 3.0. Frequency analysis was carried out to understand the general characteristics of the subjects, and confirmatory factor analysis to measure the reliability and validity of the measurement. Correlation analysis was conducted to identify the correlation between constructs, and structural equation modeling to examine the structural relationships among the constructs. Result and Conclusions - First, green leadership had a positive impact on strategic environmental marketing, tactical environmental marketing, and environmental performance. Second, environmental attractiveness had a positive effect on strategic environmental marketing, tactical environmental marketing, and environmental performance. Finally, strategic environmental marketing and tactical environmental marketing had positive impacts on environmental performance. This study can be recognized for proposing new perspectives on eco-friendly management strategy for firms to be able to win competitive superiority and performance by embedding awareness of the importance of environmental market and suggesting practical implications on understanding of environmental attractiveness, strategies and tactics of environmental management, and environmental performance in the franchise industry.

• Journal of East Asia Management
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• v.4 no.1
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• pp.79-98
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• 2023

This study investigates the relationship between firm's cost behavior and the managerial strategic deviation. Firms which intend to reduce uncertainty and improve viability for future performance tend to implement managerial strategies similar to peer firms in the same industry. Since the managerial decisions affect firm's cost behavior, the strategic deviation including operations different from others would be associated with cost behavior distinct from peer firms. On firms listed on Korean Security Exchange and KOSDAQ markets from 2002 to 2017, the analysis show the results that the firm's strategic deviation is positively associated with cost-downward rigidity, indicating that the management strategy affects the cost behavior. Also, it means that corporate managers who choose a strategy that deviates from peer firms are less likely to adjust their resource even when sales decrease. This study is meaningful in expanding the literature on the determinants of cost behavior by analyzing the effect of the management strategy's characteristics of strategic deviation on cost behavior.

• Management & Information Systems Review
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• v.36 no.3
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• pp.17-35
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• 2017

This study investigates the determinants of strategic positional change. Specifically, the study suggests performance feedback affects to a firm's strategic repositioning. Performance feedback is a concept that a firm decides whether success or not by comparing its performance relative to its aspiration level. Prior studies successively discover diverse behaviors. The study suggests three unexplored relationships between performance gaps and strategic positioning. First, when a firm's performance is below relative to its aspiration level, that firm's strategic position will be deviate from the industry norm. Second, as the degree of industrial density increases, the tendency that a firm's strategic position becomes deviate from the industry norm decreases. Third, when the degree of reference group's performance decreases, the tendency that a firm's strategic position becomes deviate from the industry norm decreases. For empirical analysis, this study examines data of 538 firms that in North America crude petroleum and natural gas industry. The result reveals that the direction of a firm's strategic change is shaped when firms' performance is below relative to aspiration level. Also, this relationship is moderated as industrial density changes or when reference groups' performance decreases. This study contributes to the current literature by explaining how a firms' strategic position is decided. Also, this study reveals that reference groups' performance could affect to organizational choice.

• Korean Management Science Review
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• v.28 no.2
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• pp.31-51
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• 2011

Many companies have considered IT outsourcing as one of strategic alternatives in order to rapidly respond to changing business environment and strengthen their competitiveness. Despite its strategic role, however, IT outsourcing project has been plagued by a high failure rate and difficulty in realizing the promised project performance because of its inappropriate risk management. This study examines the effect of IT project management risk factors on project performance. We propose that project risk management factors(communication, technology sharing, and project control) influence project performance(process performance and product performance). Based on the empirical results, theoretical and practical implications of the study are discussed along with its limitations.

• ETRI Journal
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• v.29 no.4
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• pp.497-506
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• 2007

In this paper, we study the relationship between factors influencing the strategic use of IT and business performance by conducting a survey of small and medium-size enterprises (SMEs). From the results of our survey we came to several conclusions which are presented here. First, IT investment has a significant impact on the strategic use of IT, and the strategic use of IT has a significant impact on business performance. Second, SME investment in IT and strategic use of IT are influenced by both the intensity of competition in the market environment and partnership with other organizations. Third, the support from the management group in SMEs is a core factor for IT investment and strategic use of IT. Finally, for SMEs to use IT strategically and successfully, it is necessary to combine members' participation with a flexible organizational structure and culture.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2000.10a
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• pp.211-214
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• 2000

The paper presents a case study with application of a performance measurement questionnaire in analyzing a semi-conductor-related manufacturing company. The case may contribute to the development of strategic performance measurement system. The questionnaire contains considerable non-financial measurement indices as well as financial ones, which may strengthen the strategic aspect of measurement system. The strategy, actions, and measures have to be balanced through communication process in an organization. The result shows the usefulness of the congruence and consensus analysis of performance factors in effectively managing strategic action programs and identifying investment task areas to be targeted.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.10
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• pp.139-146
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• 2021

This article analyzes factors affecting the application of strategic management accounting in different enterprises in Vietnam's consumer goods industry, providing more empirical evidence on factors affecting the application of strategic management accounting. The research method used a questionnaire survey of managers at all levels, chief accountants, and accountants from 72 consumer goods enterprises in Vietnam. The survey results collected 290 questionnaires, however, due to invalid questionnaires with many blank cells, 284 questionnaires were finally selected. Quantitative research was carried out with SPSS 25 software. Research results show that 6 factors have a positive influence on the application of strategic management accounting including awareness of the business market, business strategy, technology, corporate culture, qualification of management accountants, decentralization of management, in which technology has the strongest influence on the application of strategic management accounting in consumer goods enterprises in Vietnam. The standardized Beta coefficient extracted from the multiple linear regression equation reveals that the technology factor has a high standardized Beta coefficient (0.176) compared to other factors. Based on the research results, the author has proposed recommendations to improve the ability of consumer goods businesses to successfully apply strategic management accounting techniques, thereby contributing to improving competitiveness and performance of consumer goods enterprises.

• Asian Journal of Business Environment
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• v.4 no.4
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• pp.5-11
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• 2014

Purpose - The paper aims to study strategic enterprise resource initiative formation processes. It analyzes the process of managing the strategic resource initiative and discusses its implementation mechanism. A research model for enterprises' strategic development is proposed, which suggests a geometric interpretation for estimating a company's long-term development. Research design, data, and methodology - The analysis employs theoretical studies of modern researchers. The main models used to determine the optimal alternative business strategy are graphic interpretation and mathematical modeling. Results - The hypotheses testing demonstrates the definition of a company's strategic resource initiative and explains the-mechanism or design of its formation. The study presents a geometric prism-refraction model of practice using a strategic resource initiative. Conclusions - An enterprise's strategy could return to its initial state in case of its unexpected deviation as a result of passing through the nodal points. The proposed model allows us to evaluate business performance, its surrounding environment, and the resource management strategy, to determine the necessary scope of strategy changes necessary to bring it back to the original state.