• Journal of Distribution Science
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• v.11 no.10
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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.

• Journal of Digital Convergence
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• v.17 no.11
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• pp.171-181
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• 2019

In order to confirm whether innovation can be realized through the direction that companies pursue, this study empirically analyzed the relationship between strategic directionality and innovation capacity. Specifically, strategic directionality is divided into customer orientation and technology orientation, and innovation capacity is classified into strategic planning capacity, R&D capacity, and technology commercialization capacity based on previous studies. And the effect of customer and technology orientation on each innovation capacity was analyzed. Data collection was carried out by 368 questionnaires from the workers of manufacturing industry in Gyeongbuk area and the proposed hypotheses were tested by using structural equation. As a result, it was confirmed that technology orientation had significant effects on all three innovation capacities. However, the effect of customer orientation on strategic planning capacity and technical commercialization capacity was accepted, but the relationship with R&D capacity was rejected. These results can provide implications for how to draw innovation from the organizational strategic direction and culture perspectives by explaining the impact of organizational orientation on innovation capacity.

• Korea Trade Review
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• v.42 no.2
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• pp.117-143
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• 2017

This study investigates how entrepreneurial orientation and absorptive capacity influence strategic capabilities (technology, marketing, and market-linking capabilities), as well as how strategic capabilities affect performance in Korean export venture firms. To analyze this empirically, we hypothesized the relationship between entrepreneurial orientation, absorptive capacity, strategic capabilities, and firm performance based on an existing resource-based review and empirical literatures. We collected data using questionnaires and used a partial least squares (PLS) structural equation model for hypothesis testing. The following results were obtained from the empirical analysis. First, entrepreneurial orientation has a significant positive impact on absorptive capacity. Second, entrepreneurial orientation has a significant positive effect on technology, marketing, and market-linking capabilities. Third, absorptive capacity has a significant positive influence on technology, marketing, and market-linking capabilities. Fourth, technology and marketing capabilities have a significant positive effect on firm performance. However, market-linking capabilities have no significant influence on firm performance.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.8
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• pp.309-321
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• 2020

This study aims to examine the effects of strategic management accounting on firm performance of finance businesses in Thailand. Strategic management accounting comprises of environmental scanning, competitor orientation and forward-looking information. In this study, 175 finance businesses in Thailand are the samples of the study. A mail survey procedure was used for data collection. The hierarchical multiple regression analysis is employed to test the research relationships. Firstly, environmental scanning positively affects operational excellence, organizational effectiveness and firm performance. Secondly, competitor orientation is positively related to managerial efficiency and organizational effectiveness. Thirdly, forward-looking information has a positive influence on operational excellence, managerial efficiency, organizational effectiveness, and firm performance. In addition, operational excellence, managerial efficiency and organizational effectiveness have positive impact on firm performance. Finally, to verify the mediating effects, operational excellence, managerial efficiency and organizational effectiveness are the mediators of the research relationships. This study confirms that all dimensions of strategic management accounting play a significant role in determining business outcome as being congruent with the theory of resource-based views of the firms. Executives of firms need to provide valuable resources and capabilities to support the strategic management accounting implementation in order to achieve good business outcome in highly competitive environments.

• The Journal of the Korea Contents Association
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• v.14 no.7
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• pp.468-479
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• 2014

This paper aims to examine structural relationship between the influence factors of company performance, hypothesizing that strategic orientations and entrepreneurship plays a crucial role in achieving organizational performance in small-medium sized and ventures manufacturing firms. For this research, data were collected from 205 firms. By using Structure Equation Modeling(SEM) method, it was found that competitor orientation, technology orientation directly affect company performance but, customer orientation were not affected company performance. Furthermore, it was also found that the relationship between strategy orientation and company performance is differentiated by entrepreneurship. Especially, this finding confirms that the entrepreneurship moderately affects the relationship between competitor orientation, technology orientation and company performance on the small-medium sized and ventures manufacturing firms.

• Journal of the Korea Convergence Society
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• v.10 no.11
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• pp.387-399
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• 2019

This study examines the effects of entrepreneurship and organizational innovation capacity(strategic planning capacity, R&D capacity, technology commercialization capacity) and strategic directionality (customer orientation, technology orientation) The relationship between corporate entrepreneurship and innovation capacity. First, the research model and the hypothesis were set up based on the literature review, and 400 questionnaires were distributed and retrieved for the manufacturing workers in Gyeongbuk province. As a result of the study, it accepted that the corporate entrepreneurship had significant influence on organizational innovation capacity. And confirmed a significant moderating effect of strategic directionality. However, the moderating effect of customer orientation was rejected in relation to entrepreneurship and technology commercialization. These findings can provide guidelines for organizational management in terms of culture by identifying the effects of corporate entrepreneurship and strategic orientation at organizational level.

• The Journal of Information Systems
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• v.20 no.2
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• pp.207-228
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• 2011

IT governance is an integral part of enterprise governance and consists of the leadership, organizational structures, and processes that ensure organization's IT decision making for achieving organizational goal. Most firms have failed to resolve the balance in building IT governance. The challenge is to align IT strategy with business strategy in establishing and implementing effective IT governance. The purpose of this study is to find out the relationship between IT governance implementation factors and IS effectiveness, and the moderating effect of strategic alignment of IS strategy with business strategy on IS effectiveness. IT governance implementation factors consist of IT vendor management, IT human resource management, and IT infrastructure. Strategic alignment was measured as the alignment between business strategic orientation and IS strategic orientation that used in the research of Chan et al.(1997). In the relationship between three IT governance implementation factors and IS effectiveness, the results of multiple regression analyses showed that IT human resource management is an important determinant to influence IS effectiveness. The additional analysis using multiple regression showed that strategic alignment of IS strategy with business strategy has moderated the relationship between IT governance implementation factors and IS effectiveness.

• The Journal of Information Systems
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• v.17 no.3
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• pp.255-287
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• 2008

This study examined the relationship among constructs that impact on strategic use of IS(Information Systems). Independent variables were OIQ(Organizational Intelligence Quotient) and role of CIO(Chief of Information Officer) as a top manager, and dependent variable are strategic use of IS. The dependent variable has three-sub constructs: 1) IT infrastructure flexibility; 2) operation-orientation; and 3) market-orientation. Seven research hypotheses derived from the research model, and were empirically tested using the PLS (Partial Least Squares) method. The research results confirmed that both OIQ and CIO's roles have strong impact on organizations' strategic use of IS. Communication and business network among the sub-constructs of OIQ have effect on strategic use of IS. CIO's role as a top manager was found to be significant. CIO's role as a resource allocator and innovator among the CIO's roles showed significant influence on strategic use of IS. OIQ was also significantly related to CIO's role as a top manager. This study suggests practical implications and insights to the enterprises which aim to apply IT strategically.

• Review of Culture and Economy
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• v.17 no.2
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• pp.29-62
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• 2014

Game industry, one of cultural-content industry which is considered as a typical knowledge-based industry and creative industry, is not like the overseas expansion of traditional manufacture, and has different strategy and performance of export expansion through product or project-based strategy. Therefore, it should be approached by each content unit, and necessary to look at the factors that make their decision makings of foreign market entry vary. This study focuses on discovering creativity, absorptive capacity and strategic orientation(market orientation and innovation orientation) which affect the difference of distribution's decision making of entry into foreign market in game industry This paper examined 252 cases of online games in order to investigate creativity, absorptive capacity and strategic orientations for each foreign market and what entry type(among licensing, joint distribution, exclusive distribution) they chose according to the products developed in team level. This helps us analyze the factors affecting market orientation and innovation orientation in the perspectives of creativity and absorptive capacity in comprehensive way, and notice the phenomena which use different foreign distribution strategy though there are company incorporated abroad and their results. This study supplements the limit of the existing Resource-Based View, Resource-Dependent View, and traditional international business theories such as Transaction Cost Theory or OLI Paradigm(Eclectic Framework), and proves how company could reduce asymmetry of uncertainty and information in creative industry and whether they accomplish successful overseas expansion according to strategic orientations.

• Management & Information Systems Review
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• v.2
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• pp.47-73
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• 1998

According to the structural contingency theories, organizational structures are determined by such a contingency variables as organizational environment, technology, size, power and strategy. Therefore, many scholor believed that organizational effectiveness will be maximized in the condition of the fit between organizational structure and its contingency variables. But contingency theories have limitations in explaining of the manager's discretion by way of environmental determinism. In 1972, Child introduced strategic choice theory, and this perspective spurred significant, systematic studies of the influence of the managerial voluntary will on the organizational performance. Especially, the question of whether tap managers have an impact on business performance has been addressed by the strategic leadership theory that demonstrates strong associations between the characteristics of top managers, strategic orientation. Therefore, this study has investigated a theoretical literature and an empirical survey that explains the impact of top manger characteristics and organizational characteristics about strategic orientation. In order tn do that, this study develops a research model on the subjects, designed manager's characteristics, strategic typology. Managerial characteristics could be operationalized in terms of demographic measures. In this study, strategic orientation was classified using the Miles & Snow typology. This research model provides hypotheses. Hypotheses H1: The demographic characteristics of the tap manager will differ according to the types of strategic types. H2: The organizational characteristics of the firm will differ according to the types of strategic types. To test these hypotheses, this study conducted questionaire surveys on 108 firms in the Korea national wide. This study has utilized ANOVA, Chi-square analysis, cluster analysis, discriminant analysis for testing the hypotheses. The major findings of this study are summarized as follows. First, this study builds on the central tenent of cotingency theory in provide a comprehensive explanation of the process by which top manager's influence. Second, Manager's characteristics(demographics) are different from each other according to 4 strategic types(Prospector, Defender, Analyzer, Reactor). Third, Organizational characteristics are different from each other according to 4 strategic types. In conclusion, the major contributions of this study are to examine the development of a more comprehensive theoretical framework in the strategic leadership theory and to analyze their contingent relationships among managerial characteristics, organizational characteristics and strategic types in the context of Korea's industry.