• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.25
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• pp.123-163
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• 2005

The strategic alignment between internet marketing's strategic orientation and EC system's strategic orientation is an important concept in Electronic Commerce. This study measured internet marketing's strategic orientation, EC system's strategic orientation, strategic alignment, and strategic EC performance based on previous studies. Analysis of data gathered in mail survey of korea firms in KOSPI and KOSDAQ. The findings suggest that companies with high strategic alignment are better performing EC strategically, and internet marketing and EC system's strategic orientation are positive related to strategic alignment and performance of EC. This study supports that the level of the EC executive's participation in internet marketing planning influences strategic alignment of the EC plan with the internet marketing plan. Further, high levels of that alignment are associated with increased use of EC for strategic performance.

• Journal of Industrial Convergence
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• v.2 no.1
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• pp.73-89
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• 2004

This study uses theoretical perspectives and models from organizational ecology to examine the dynamics and viability of strategic groups. Integrating the ecological perspective and the contingency theoretical view of strategic management, this study developed propositions demonstrating the impact of environmental density and variation on the effectiveness of strategic groups. Justifications for linking ecological perspectives to strategic management theory are discussed and the importance of the integrative approach to strategic management is highlighted.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.479-486
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• 2021

This study aims to explore the relationships between strategic planning, strategic maneuverability, and firm performance in the current dynamic business environment. It employs a quantitative research method and reports on a survey, using a questionnaire, of service companies in Indonesia's oil and gas industry. Of the 337 companies selected by simple random sampling from a vendor database, responses were received from 70 companies. The analysis was performed using Partial Least Square Structural Equation Modeling and SmartPLS software. The analysis consisted of descriptive statistics, evaluation of the measurement model, evaluation of the structural model, and hypotheses testing. The results show that both strategic planning and strategic maneuverability have a positive relationship with firm performance. In addition, there is a positive relationship between strategic planning and firm performance through the mediating role of strategic maneuverability. The findings suggest that the organizational agility, organizational flexibility, and organizational responsiveness that constitute strategic maneuverability have a positive direct and indirect effect on firm performance, namely financial performance, customer performance, internal process performance, and learning and growth. This study contributes to the strategic management literature and the theory of maneuvers by providing empirical evidence on the relationship between strategic planning, strategic maneuverability, and firm performance.

• Journal of Industrial Convergence
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• v.1 no.2
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• pp.81-94
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• 2003

This study is an empirical analysis of causal relationship that is the effect of strategic importance and orientation of electronic commerce system on performance. Among four industries(financial, retailing wholesaling, service, and manufacturing), financial industry has high level of strategic importance and orientation, that of manufacturing industry is low level. strategic importance has highest effects on strategic orientation. strategic importance and orientation has a positive effects on internal, financial performance significantly. effects of strategic orientation on performance is much than that of strategic importance.

• Korean Management Science Review
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• v.25 no.1
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• pp.149-167
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• 2008

One of characteristics of firms having successfully developed new products is that they are practicing strategic learning, that is, organizational learning for preparing the future. In this context, we attempts to examine the effect of strategic learning on the proficiency of new product development activities and new product outcome, in an empirical way. In addition, we Investigated the moderating effect of new product innovativeness on the relationship among strategic learning, proficiency of new product development activities, and new product outcome. The analysis results show that the strategic learning has a positive impact on both the proficiency of new product development activities and new product outcome. And it was found that the impact of strategic learning on the proficiency of new product development activities is increasing when firms developing new products with high degree of innovativeness. However, the impact of strategic learning on new product outcome was not different according to new product innovativeness. This results shed some insight on the role of strategic learning in the new product development management.

• East Asian Economic Review
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• v.27 no.2
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• pp.89-114
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• 2023

This paper empirically examines how controlling strategic goods affects productivity by focusing on Korean industries from 2015 to 2019. We hypothesize that strategic goods control positively affects productivity because it promotes international trade by making up for market failures, building up national credibility, and stabilizing market environment; in turn, international trade contributes to productivity growth. The regression results are congruent with our hypothesis. The effects of strategic goods control on productivity were positive and statistically significant in general. These positive effects were more prominent in the group of industries that include strategic goods and, thus, are technologically intensive. The results also support that international trade is a key medium for the effects of strategic goods control on productivity. Consequently, our empirical results support government policy on strategic goods control, ensuring that strategic goods control can contribute to economic growth by reducing diplomatic friction and stabilizing the global market.

• Journal of the Korean hospital association
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• v.37 no.3 s.313
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• pp.74-87
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• 2008

As healthcare environment being more complex and turbulent, strategic approach of hospitals became more important. This study was to investigate strategic orientation of Korean hospitals and their related characteristics. We surveyed managers of 360 hospitals randomly selected from all hospitals in Korea. For typology of strategic orientation, we used that developed by Miles and Snow, and results are as follows. Firstly, major types of organizational strategic orientation of Korean hospitals were analyzer(42.0%) and prospector(34.0%). Secondly, characteristics affecting to hospitals' strategic orientation significantly were hospital ownership and sex of managers. Medical corporation had a high tendency of prospector strategic orientation by 2.7 times compared to personal ownership. Female managers had a low tendency of prospector strategic orientation by 0.2, which was statistically significant. Though 60+ age group (compared to twenties and thirties) and middle managers (compared to CEO) had a tendency of being more prospector strategic orientation, but insignificant. The study result that majority of strategic orientation were prospector and analyzer reflects Korean hospital environment are complex and unstable. Hospital managers need to more focus on environment and boundary spanning function for maintenance and survival of their organizations.

• 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 Journal of Information Systems
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• v.22 no.1
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• pp.89-116
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• 2013

The influence factors on the development of information technology(IT) infrastructure for knowledge management(KM) were not empirically investigated and identified. This study empirically examines the relationships among strategic performance measurement systems(SPMS), organizational learning, the strategic alignment of business strategy with information systems(IS) strategy, which is the necessary condition to provide the kinds of knowledge required for the successful realization of business strategy, and the active construction of IT infrastructure for KM. This study demonstrates that SPMS directly affects the organizational learning, with which the members of an organization acquire the types of knowledge about strategic goals or objectives and the ways attaining these goals, and indirectly influences the IS strategic alignment through organizational learning. Thus, the alignment between business strategy and IS strategy can be facilitated and activated by the adoption and implementation of SPMS. According to the results of this study, it is observed that the IS strategic alignment and organizational learning positively affect the activation of the development of KM IT infrastructure in a firm. The results of this study also shows that the construction of KM IT infrastructure, which supports the realization of KM activities, such as knowledge creation, transfer and sharing, can enhance the strategic position of a firm, and the intensified competitiveness of a firm can lead to the improvement of performance.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.6
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• pp.465-473
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• 2020

The objective of this research is to study the confirmative components of strategic intuition capability and the study of causal influence between strategic intuition capability and firm performance of SMEs in Thailand. The consistency method, structural equation models and empirical data were used to test the influential factors on firm performance. Models were then proposed for the development of the strategic intuition capability of entrepreneurs in Thailand. The research sample consisted of 342 SME provincial champion entrepreneurs listed with Thailand's Office of Small and Medium Enterprises. The research results reveal that the model of strategic intuition capability responded well to the empirical data. Additionally, a relationship was identified between firm performance and the causal influence of the strategic intuition capability of entrepreneurs. In accordance with the empirical data, the strategic intuition capability of entrepreneurs had a significant causal influence on firm performance (Chi-square = 35.71, df = 25, P-value = 0.07615, GFI = 0.98, AGFI = 0.96, RMSEA = 0.033, RMR = 0.027). Furthermore, with respect to the development of strategic intuition capability, the development of genuine wisdom based on systematic knowledge management achieved via conscious mental concentration may lead to the next stage of strategic intuition.