• English Language & Literature Teaching
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• v.11 no.1
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• pp.203-224
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• 2005

The purpose of this study is to justify the effects of role play with respect to speaking and listening functions and to provide the strategic methodology for improving English communicative competence of fifth grade primary school students. We can expand role play as a strategic teaching method to develop English learning models, so that English can be more easily acquired to the students who are in the critical language acquisition period. Strategic role play reflects the events and experiences of many kinds of people in everyday life. It is suggested that one of the best methods to improve English communicative competence in the primary classroom is through role play. Students can develop meaning for language patterns by portraying situations in which these instances in language would be used. This study proposes to facilitate English communicative ability using various student-centered role play strategies. It is concluded that the student-centered activities using strategic role play help the students to improve their English communicative competence. This is done by deriving their own creative dialogues and presenting the role play with their interests in learning English and with subsequently positive learning effects.

• 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.

• 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.

• 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.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.3
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• pp.39-46
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• 2019

Research has shown that alliances with external partners are valuable to foster internal R & D efforts. However, it is not well known how to take advantage of the potential benefits of strategic alliances to create innovative outcomes. This study examines the value of strategic alliances and analyzes the role of human capital in the impact of strategic alliances on innovation performance. This study focuses on whether the absorptive capacity of human capital affects firm innovation through interaction with strategic alliances. In the analysis using 2,205 Korean venture firm data, strategic alliances have a positive effect on innovation performance. However, the moderating role of human capital in the relationship between strategic alliances and innovation performance shows a significant negative impact. This implies that the ability to internalize knowledge and information acquired from external partners into the firm is important. This study provides valuable insights for managers who want to enhance the effectiveness of strategic alliances by considering the interaction of strategic alliances and human capital.

• Archives of design research
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• v.19 no.5 s.67
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• pp.191-202
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• 2006

Recently the market environment surrounding business firms has been remarkably changed due to the increasing variety of consumption value and taste. On account of technological gap becoming narrower among business firms, the most important thing is for the soft value, such as that of emotional and subjective factors, in order for business firms to be able to create such strategic positioning, for which business firms should first look carefully into latent needs and values of the consumers. Since such products possessing those factors are able to supply the consumers with an appropriate value in attractive forms and meanings, new product development for the valuable products initiates a very important strategic action for securing the strategic positioning. The purpose of this paper is to study the strategic position and role of design in new product development strategy. Design has become the momentous competence of an enterprise in the most recent. Design performs its strategic role as a bridge between a business firm and the consumers. Consumers perceive value added by their purchase of products with attractive designs offered by business firms and, then, satisfy their emotional and subjective value with the products. This study, however, reviewed a new angle on the role of design as an implement for discovering consumers' latent needs and values which could be main factors for obtaining the strategic positioning. In other words, this study intended to suggest a new strategic role of design as value suppliers in new product development strategy for firms formulating and implementing their business strategies. For the new angle on the role of design, this study discussed a new approach of design strategy and intended to formulate its system first. And then, it suggested a general idea for strategic design analysis and its methodology, ethnography, as a strategic value creator. Finally, the suitability and usefulness of strategic design analysis for new product development strategy was discussed.

• Proceedings of the Korea Association of Information Systems Conference
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• 2005.05a
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• pp.409-424
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• 2005

Today, many universities are confronted with the changing education paradigm such as e-Learning, Distance Education, Virtual University. This IT-based learning paradigm shift is certainly a new opportunity or a threat to our universities. The Local University Community e-Learning Centers that support the demand of e-Learning for their community are recommended. Tn order to operate these centers efficiently, the strategic roles of the e-Learning center should first be defined. To define the strategic roles, We classified the strategic roles of the e-Learning center into four dimensions, (1) to improve management efficiency, (2) to enhance educational service, (3) to acquire competitive advantages, (4) to build new education infrastructure, and each dimension has S or 6 measurement items. As result, to enhance the educational service was considered as the most significant factor among the four dimensions of strategic roles, and the infrastructure building was the next. Through the strategic roles definition and analysis of expected role ratings, we could have recommended the direction and operation policies of the e-Learning centers.

• Asia pacific journal of information systems
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• v.17 no.3
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• pp.131-146
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• 2007

Recently, the role of IT service providers has been enlarged from managing a single function or system to reconstructing entire information management processes in new ways to contribute to shareholder value across the enterprise. This movement toward extensive and complex outsourcing agreements has been driven by the assumption that outsourcing information technology functions is a reliable approach to maximizing resource productivity. Hiring external IT service providers to manage part or all of its information-related services helps a firm focus on its core business and provides better services to its clients, thus obtaining sustainable competitive advantage. This practice of focusing on the strategic aspect of outsourcing is referred to as strategic sourcing where the focus is capability sourcing, not procurement. Given the importance of the strategic outsourcing, however, to our knowledge, there is little empirical research on the relationship between the strategic outsourcing orientation and outsourcing performance. Moreover, there is little research on the factor that makes the strategic outsourcing effective. This study is designed to investigate the relationship between strategic IT outsourcing orientation and IT outsourcing performance and the process through which strategic IT outsourcing orientation influences outsourcing performance, Based on the framework of strategic orientation-performance and core competence based management, this study first identifies core competency orientation as a proper strategic orientation pertinent to IT outsourcing and IT outsourcing process management capability as the mediator to affect IT outsourcing performance. The proposed research model is then tested with a sample of 200 firms. The findings of this study may contribute to the literature in two ways. First, it draws on the strategic orientation - performance framework in developing its research model so that it can provide a new perspective to the well studied phenomena. This perspective allows practitioners and researchers to look at outsourcing from an angle that emphasizes the strategic decision making to outsource its IT functions. Second, by separating the concept of strategic orientation and outsourcing process management capability, this study provides practices with insight into how the strategic orientation can work effectively to achieve an expected result. In addition, the current study provides a basis for future studies that examine the factors affecting IT outsourcing performance with more controllable factors such as IT outsourcing process management capability rather than external hard-to-control factors including trust and relationship management. This study investigates the major factors that determine IT outsourcing success. Based on strategic orientation and core competency theories, we develop the proposed research model to investigate the relationship between core competency orientation and IT outsourcing performance and the mediating role of IT outsourcing process management capability on IT outsourcing performance. The model consists of two independent variables (core-competency-orientation and IT outsourcing process management capability), and two dependent variables (outsourced task complexity and IT outsourcing performance). Comprehensive data collection was conducted through an outsourcing association. The survey data were analyzed using a structural analysis method. IT outsourcing process management capability was found to mediate the effect of core competency orientation on both outsourced task complexity and IT outsourcing performance. Further analysis and findings are discussed.

• The Journal of Information Systems
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• v.14 no.2
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• pp.75-99
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• 2005

Today, many universities are confronted with the changing education paradigm such as e-learning, Distance Education, Virtual University, This IT-based teaming paradigm shift is certainly a new opportunity or a threat to our universities. To overcome this problem the universities should think e-Learning as strategic weapon, such as many firms created competitive weapons from the information systems at the 1980s. So, e-Learning system can be a SIS(Strategic Information System) which supports university's future education strategies. To build a e-Learning system, not only many H/W and S/W resources but also expert personnels are required. An organization such as local university who is week at financial status can't himself plan the system. The Local University Community e-Learning Centers that support the demand of e-learning for their community are recommended. In order to operate these centers efficiently, the strategic roles of the e-Learning center should first be defined. To define the strategic roles, We classified the strategic roles of the e-Learning center into four dimensions, (1) to improve management efficiency, (2) to enhance educational service, (3) to acquire competitive advantages, (4) to build new education infrastructure, and each dimension has 5 or 6 measurement items. As result, to enhance the educational service was considered as the most significant factor among the four dimensions of strategic roles, and the infrastructure building was the next. We also tried to find the difference for each factor by the characteristics of responsor. The data showed that there was litter difference between the groups in evaluating the significance of strategic roles of e-learning centers. Through the strategic roles definition and analysis of expected role ratings, we could have recommended the direction and operation policies of the e-Loaming centers.

• Asian Journal of Business Environment
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• v.7 no.1
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• pp.5-12
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• 2017

Purpose - In order to achieve the organizational objectives, the behavior of the employees and their collaboration with management should be taken into account. It has been shown that strategic behavior depends on a number of different factors. The aim of this article was determining the relationship between factors related to the strategic behavior. Research design, data, and methodology - Accordingly, a conceptual model was developed and tested in the form of a survey. Participants of the study were the employees working in the social Insurance company of Tehran. Data was collected using a questionnaire conducted among managers and the staff. A correlation model was used for data analysis by employing the SPSS software. Results - The findings showed there was a relationship between employees' engagement and the strategic behavior. Conclusions - Our research has demonstrated the effect of employees' engagement on the strategic-driven behavior, emphasizing the role of employees' engagement in health-care service firms. Although previous service research has focused on the factors that drive employees' performance, it seems that most of this research has been inspired by the idea of the service profit chain, focusing on the effect of employees' satisfaction on performance.