• The Journal of Asian Finance, Economics and Business
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• 제7권6호
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• pp.495-508
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• 2020

Economic integration is an indispensable trend in all countries. However, besides the advantages that economic integration brings, there are also disadvantages, such as competition between businesses among states in export activities. Vietnam is a developing country with many advantages, especially, the seafood exporting industry. However, with competitive pressure as well as strategic constraints, Vietnamese seafood exporters still face many difficulties. Therefore, the case study of the Kien Giang province of Vietnam is used to analyze the factors affecting the competitiveness of seafood exporting enterprises. The study applied quantitative research methods with a survey of 350 seafood exporting enterprises in Kien Giang province to achieve the research objectives. The research results identified eleven key factors affecting the competitiveness of seafood exporting enterprises, including (1) vision and strategy of leader; (2) human resources management capability; (3) organization capability; (4) customer-responsive marketing capability; (5) relationship management capability; (6) technical capability; (7) competitors reaction capability; (8) business environment adoption capability; (9) financial capability; (10) products and services innovation capability; and (11) branding management. The research results provided the basis to propose some managerial implications to improve the competitiveness of exporting enterprises in the context of the global economic integration.

• Asia pacific journal of information systems
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• 제11권3호
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• pp.23-42
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• 2001

Recently, knowledge management becomes a core management tool for efficient and effective organizations. However, there are little known researches on measuring knowledge management level. The objective of this paper is to develop a process capability model for knowledge management of an organization. We developed 5 stage process capability model for knowledge management. The 1st stage is the initial stage where no significant knowledge management activity is performed. The 2nd stage is the performed stage where planning and tracking activities are performed on organization level. The 3rd stage is the established, and the 4th stage is the predictable stage where processes and results of knowledge management can be predictable. Final stage is the optimizing stage where knowledge management process is continuously improved at an organizational level. We surveyed 37 korean companies to test the validity of the proposed stage model. Statistical tests show that the developed stage model of knowledge management is valid and sound in general conditions. The result of this study on process capability model can be a solid stepping stone for future works in this area.

• Asia pacific journal of information systems
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• 제16권4호
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• pp.71-101
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• 2006

Modern companies have heavily invested in developing CRM systems without explicitly knowing how the systems improve customer relationship management. Many researchers have attempted to find the factors that contribute to the success of CRM systems. However, most research have investigated the direct relationships between CRM success factors and system success without explaining how the factors contribute to the system success. It seems to be logical to think that success factors enhance the customer equity value management (CEVM) capability of the firms and then these capabilities are the foundation for the success of systems. In this study, we developed a CRM success model that includes CEVM capability as a mediating variable. The research followed the following steps: (1) CRM success factors that have theoretical relationship with CEVM capability are identified and categorized, (2) the theoretical relationship between CEVM capability and CRM performance is established in the perspective of strategic CRM, and (3) the research model is tested with the survey data collected from Korean firms.

• 벤처창업연구
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• 제11권2호
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• pp.167-182
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• 2016

본 연구는 중소기업의 전략적 자원으로 인식되고 있는 최고경영자의 역량 중 기술적 역량이 기업성과에 미치는 영향과 기업의 기술적 역량이 최고경영자 기술적 역량과 기업성과사이에 매개역할을 하는지에 대해 분석하였다. 분석을 위한 총 표본은 기술보증기금에서 보유하고 있는 중소기업 데이타를 활용하였으며, 분석결과 CEO의 기술적 역량은 기업의 기술적 역량에 유의한 정(+)의 영향을 미치는 것으로 나타나 고학력일수록, 동업종종사경험이 많을수록 연구개발 활동에 적극적임을 알 수 있었고, 기술파급효과와 경영성과에는 유의한 영향을 미치나 기술성과인 특허건수, 출원 중 특허건수에는 유의한 부(-)의 영향을 미치는 것으로 나타났다. 기업의 기술적 역량이 CEO의 기술적 역량과 기술성과인 특허건수, 출원중 특허 건수에는 유의한 부(-)의 매개효과가 나타났으나, CEO의 기술적역 량과 기술적 파급 효과간, CEO의 기술적 역량과 경영성과 간에는 매개역할을 하지 않은 것으로 나타났다. CEO의 기술적 역량이 기업의 기술적 역량인 기업기술개발 능력과 경영성과에 유의한 영향을 미치므로 전문지식에 바탕을 둔 이공계 창업이 일반 창업보다 성공가능성이 높다는 것을 보여준다.

• 유통과학연구
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• 제11권10호
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• pp.37-45
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• 2013

Purpose - Appropriate response to the fast changing economic environment determines SMEs' competiveness in the era of globalization and open market and, therefore, government policies to strengthen SME's competitiveness will be very important in the future. It is time to investigate the element of strategic orientation that is necessary for strengthening the competitiveness of SMEs, and its effect on the success of a business start-up. This study analyzes the network orientation in addition to existing strategic orientation, and focuses on price and quality management capability as mediators for strategic orientation and outcomes of business start-ups. Research design/data/methodology - The orientations of technology-based business founders were classified into market, technology, network, and entrepreneurial orientation. We then investigated the effect of these orientations on product price and quality management capability, as well as the influence of price and quality management capability on the outcome of a business start-up. This study is based on the nation-wide survey of the founders and members of technology-based business establishments. The survey was administered to 300 selected companies via email for a period of one month, at the end of which 175 companies replied with valid answers. Further, for effective and objective research, we used SPSS 14.0 and Amos 7.0 for structural equation modeling assumptions and hypothesis verification. Results - Except for entrepreneurial orientation, the other three orientations, namely, technology, market, and network orientations, affect the price management capability according to our results. The price management capability relates significantly with the sales and customer satisfaction. Especially, technology orientation is the core competency of start-ups that affects price and quality management capabilities. However, technology and entrepreneurial orientation do not influence the outcome of business start-ups, but affect their quality management capabilities. Conclusions - This study confirms that the strategic orientation affects product price as well as quality management capabilities, to introduce new products and achieve successful outcomes. In conclusion, new business founders face the dilemma of trade-off between price and quality in the planning stage of new product development. In particular, price management capability directly affects the outcome. Therefore, price management is more important for a successful start-up than quality management. Especially, during the initial stages of starting up a new business, price management capability entails following the market-leading company, or price penetration strategy. In this stage, price management is dependent on the information from outside rather than on the founder's decision, and it directly affects sales performance and customer satisfaction. In contrast, quality management capability is directly related to the technology capability and market experience of founders. In this case, subjective and proactive decision making is required for differentiation and development of demand in the niche market, which does not directly influence the sales performance and customer satisfaction.

• Asia pacific journal of information systems
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• 제17권3호
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• pp.79-103
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• 2007

The main purpose of this study is to define antecedents that influence e-SCM synchronization and to investigate how it affects e-SCM performance. We, therefore, investigate (1) the impact of firms' internal IT planning capabilities on e-SCM synchronization and on SCM process management capability, (2) the impact of firms' internal IT infrastructure on e-SCM synchronization and on SCM process management capability, (3) the impact of firms' internal SCM process management capabilities on e-SCM synchronization, and finally (4) the impact of e-SCM synchronization on SCM performance. A survey has been administrated to the firms' SCM and marketing staffs and 171 returns analyzed. The results show that (1) IT plan has not direct impacts on e-SCM synchronization, but has direct impacts on organizational support, purchasing, and operations processes except logistics process. IT plan, however, has indirect impacts on e-SCM synchronization through purchasing and operations of SCM process management capability. (2) IT infrastructure has both direct and indirect effects on e-SCM synchronization, and also has direct impacts on organizational support, purchasing, and operations processes except logistics process. (3) SCM process management capabilities have direct impacts on e-SCM synchronization. Among these SCM core processes purchasing positively influences operations, which in turn positively influences logistics process management capability. (4) e-SCM synchronization has positive impacts on SCM performance indicator (SCOR), such as delivery reliability, responsiveness & flexibility, and cost. These results indicate that e-SCM synchronization can be critical to achieve better internal performance like cost and external performance like delivery reliability, responsiveness & flexibility of firms' SCM. In sum, this study demonstrates that the intervening role of e-SCM synchronization between e-SCM performance and IT management capability and between e-SCM performance and SCM core process management capability has been significant in achieving better e-SCM performance. Therefore, it can be suggested that e-SCM performance should be accomplished in consequence of the acceleration of e-SCM synchronization through the enhancement of preceding factors for the e-SCM synchronization.

• Asia pacific journal of information systems
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• 제15권4호
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• pp.109-133
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• 2005

The purpose of this study is to develop and validate a model of firm's IT capability based on IT resources such as IT infrastructure, IT personnel, and IT routine. To do this, the study defined IT capability as a third-order factor model and identified three conceptual dimensions of IT capability: IT infrastructure flexibility, IT personnel expertise, IT resource management capability, IT resource management capability indicates a capacity generated by IT routines, a new IT resource type identified in this study. The validity of the proposed model is evaluated with 243 firm level data using LISREL. The results of confirmatory factor analysis(CFA) demonstrated that the model is highly reliable and valid. Additionally, it was found that IT routines have a high potential as a new IT resource category.

• 품질경영학회지
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• 제52권2호
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• pp.221-239
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• 2024

Purpose: This study explores how supplier and customer integration impact a firm's disruption absorption capability, with a focus on IT alignment moderation. Methods: We conducted surveys with 296 Chinese manufacturers and utilized hierarchical regression for analysis. Results: : Our results reveal a positive correlation between supplier/customer integration and disruption absorption capability. Additionally, positive IT alignment bolsters the relationship between supplier integration and disruption absorption capability, while it doesn't affect the link between customer integration and disruption absorption capability. Conclusion: These findings underscore the significance of integration and IT alignment for enhancing a firm's disruption absorption capability, providing crucial insights for supply chain management practitioners.

• 산업경영시스템학회지
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• 제36권4호
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• pp.109-115
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• 2013

Process Capability Index (PCI) is useful Statistical Process Control (SPC) tool that is measure of process diagnostic and assessment tools widely use in industrial field. It has advantage of easy to calculate and easy to use in the field. $C_p$ and $C_{pk}$ are traditional PCIs. These are only considers of process variation. These are not given information about the characteristic value does not match the target value of the process. Studies of this process capability index by many scholars actively for supplement of its disadvantage. These studies to evaluate the capability of situation of various field has presented a new process capability index. $C_{pm}$ is considers both the process variation and the process deviation from target value. And $C_{pm}{^+}$ is considers economic loss for the process deviation from target value. In this paper development of new process capability index that is Taguchi's quadratic loss function by applying the expected loss. And check the correlation between existing traditional process capability index ($C_{pk}$) and new one. Finally, we propose the criteria for classification about developed process capability index.

• 경영정보학연구
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• 제15권1호
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• pp.1-24
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• 2013

본 연구는 전자상거래 도입에 대한 기존의 영향요인들을 원인요인, 촉진요인과 지원요인으로 구분하고 이들 간에 선후 영향 관계가 있는지 여부를 실증적으로 규명하였다. 전자상거래 도입에 대한 영향요인들의 일반 분석에서는 경쟁정도, 조직간 신뢰, 공급업체의 압력과 능력, 최고경영층 지원과 조직의 자원 능력이 유의한 양의 영향을 미치는 것으로 나타났다. 영향요인들 간의 상호 관계를 분석한 결과, 외부환경 불확실성은 인지된 경제적 효익과 공급업체의 압력과 능력에, 경쟁정도는 투자자산의 한정성에 영향을 미치는 것으로 밝혀졌다. 그리고 인지된 경제적 효익, 조직간 신뢰와 공급업체의 압력과 능력은 최고경영층 지원에, 조직간 신뢰와 공급업체의 압력과 능력은 조직의 자원 능력에 유의한 양의 영향을 미치는 것으로 나타났다. 매개 영향을 분석한 결과에서는 경쟁정도가 인지된 경제적 효익, 공급업체의 압력과 능력, 최고경영층 지원과 조직의 자원 능력을 통해 전자상거래 도입에 간접 영향을 미친다는 것이 입증되었다. 그리고 공급업체의 압력과 능력과 인지된 경제적 효익이 최고경영층 지원과 조직의 자원 능력을 통해 간접 영향을 미치는 것으로 밝혀졌다. 결국, 전자상거래 도입의 원인요인인 격심한 경쟁은 촉진요인인 인지된 경제적 효익과 공급업체의 압력과 능력에 영향을 미쳐서 전자상거래 도입을 촉발시킨다. 그리고 이러한 원인요인과 촉진요인의 영향은 지원요인인 최고경영층 지원을 제고시키고 조직내 자원 확충을 가져와 전자상거래 도입이 실질적으로 시작되게 된다.