This study emphasizes R&D as a management strategy for small and medium-sized manufacturing enterprises (SMEs) to achieve competitive advantage and aims to analyze the impact of innovation resistance, prior knowledge, and technological capability on the intention to adopt R&D. The research targeted 403 decision-makers from SMEs that have not adopted R&D. The analysis revealed the following key findings: As a result, both technical capabilities and prior knowledge had a negative effect on innovation resistance. In addition, technological capabilities and prior knowledge had a positive effect on adoption intention, and innovation resistance had a negative effect on acceptance intention. The indirect effects of technical capabilities and prior knowledge both had a positive impact. In addition, we tested whether dependency on partners and trading organizations that accepted R&D had a moderating effect, but it was not significant. The academic implications of this study provide a detailed analysis of how prior knowledge and technological capability affect innovation resistance in SMEs and verify the intention to adopt R&D. The practical implications suggest a direction for small and medium-sized enterprises to reduce innovation resistance in accepting R&D, and companies need to recognize the suitability of R&D and recognize the importance of technological capabilities and prior knowledge in order to reduce innovation resistance.

This study investigated the impact of the latest developments in big data analytics capabilities (BDAC) on firm performance. The BDAC have the power to innovate existing management practices. Nevertheless, their impact on firm performance has not been fully is not yet fully elucidated. The BDAC relates to the flexibility of infrastructure as well as the skills of management and firm's personnel. Most studies have explored the phenomena from a theoretical perspective or based on factors such as organizational characteristics. However, this study extends the flow of previous research by proposing and testing a model which examines whether organizational exploration, exploitation and market agility mediate the relationship between the BDAC and firm performance. The proposed model was tested using survey data collected from the long-term employees over 10 years in 250 companies. The results analyzed through structural equation modeling show that a strong BDAC can help improve firm performance. An organization's ability to analyze big data affects its exploration and exploitation thereby affecting market agility, and, consequently, firm performance. These results also confirm the powerful mediating role of exploration, exploitation, and market agility in improving insights into big data utilization and improving firm performance.

As the advent of the Fourth Industrial Revolution and Information Age, companies are in the state of infinite competition due to the rapidly changing technological environment and fierce competition. In this situation companies are making efforts to gain the competitive advantage by introducing information systems. Supply Chain Management (SCM) is considered a method to gain a competitive edge in rapid change. In fact, companies that already have introduced the SCM system are achieving company renovation with positive effects such as increase of sales stock reduction on-time delivery cost reduction and improved efficiency. This study was started to investigate the resistance that occurs in introducing the SCM system for small and medium-sized manufacturing industries that have not yet introduced the SCM system despite the importance of the SCM system, and to check the effect on the intention of the introduction. As the result of this study, the first is that the company has the higher technological innovation, the more positive the effect on Relative advantage Compatibility Perceived risk, Complexity. Second, The compatibility of the SCM system was rejected in innovation resistance, but it is adopted with the highest impact in the introduction intention. In addition, the mediating effect of innovation resistance was also rejected, confirming that if the SCM system is compatible for the company, it doesn’t affect the resistance and is the biggest factor to consider in the introduction of the SCM system. Third, the perceived risk of the SCM system doesn’t directly affect the intention to introduce, but has an indirect effect when mediation innovation resistance.

The purpose of this study was to analyze structural relationships with regard to the effect of customer integration, which is a type of integration in the supply chain, and market orientation of supply chain on the resulting change in the supply chain and management performance. The results of analysis in this study are as follows: First, customer integration and market orientation had a positive effect on reducing the flexibility and uncertainty of SCM. The decreased flexibility and uncertainty of SCM had a positive effect on non-financial performance, which also had a positive effect on financial performance. Second, customer integration and market orientation had a positive effect on financial and non-financial performance indirectly by decreasing the flexibility and uncertainty of SCM. Third, the effect of customer integration and uncertainty of SCM on the flexibility of SCM changed depending on the position in the supply chain; the effect was larger in the distribution group. The implications based on the analysis results are as follows: It is expected that the ability to deal with market changes in the overall supply chain is improved by laying the foundation for cooperation through establishing information infrastructure, including sharing information with trade partners and integrating systems, and implementing customer integration based on these achievements. It is also necessary to consider the business types and characteristics of individual companies in establishing information infrastructure.

The purpose of this study is to examine the relationship between internal corporate, supplier, and customer integrations for domestic SMEs on non-financial and financial performance through SCM performance such as flexibility and reduction of uncertainties. To this end, data was collected on 286 SMEs in Korea, and the structural relationships between SCM integration level, SCM performances, and management performance were analyzed. As a result of the analysis, first, it was found that the SCM integration level had a significant positive effect on the flexibility and reduction of uncertainties, which are SCM performances. Second, the flexibility and reduction of uncertainties showed significantly positive effects on the non-financial performance of the companies, but did not directly affect the financial performance positively. Third, the non-financial performance was found to have a positive effect on the financial performance. In addition, the SCM integration level did not have a direct effect on the financial and non-financial performance, but it was found that it affected management performance by mediating the flexibility and reduction of uncertainties, which are SCM performances. That is, although the SCM integration level did not directly affect financial and non-financial performance, it was confirmed that it affects management performance by mediating SCM performances, flexibility and uncertainty reduction. In other words, it was confirmed that the SCM integration level directly or indirectly affects SCM performances and overall management performance. These results imply the necessity to focus on competency in the supply chain management area according to the SCM performance expected by SMEs, and the step by step approaches to the expected effects. In a situation where prior SCM related studies have not been able to present SCM performances and management performance of SMEs that are relatively lacking in their capital and SCM construction capabilities, the findings of this study could suggest the importance of SCM integration from the perspective of SMEs. In addition, from the viewpoint of SMEs, this study suggested that a sequential approach for performance measurement is required (SCM performance → management performance) in relation to the performance factors to be established through SCM. 1

In order to provide priorities of the factors affecting the introduction of Smart Factory, This study reconstructed the factors and calculated the priorities through AHP (Analytic Hierarchy Process). The first layer of the hierarchy have 4 factors; productivity increase, brand image improve, marketing improve, cost reduction. The second layer of the hierarchy have 3 factors belong to the first layer, so the total number of second layer is 12. We divided the characteristics of enterprises into type of manager and age. The C.R. (consistency ratio) values of the respondents were found to be less than 0.1 and were judged to be a 'reasonable test'. As a result, the weights of the higher layer and the lower layer were obtained respectively, and then the weights of the higher layer and the weights of the lower layer were multiplied to obtain the total weights. Unlike previous studies that only surveyed factors that companies consider when introducing smart factory, (1) weighing and prioritizing factors were achieved. There are differences in priorities, (2) smart factory can be studied with the type of manager and firm age. When establishing policies, it is a practical implication (3) to assess its strategy not only for government officials but also for executives.

In this study, we analyzed the factors affecting the introduction of Smart Factory by domestic SMEs through AHP analysis and tried to provide implications for the introduction of Smart Factory. It was confirmed that the manufacturing and introduction group, the non-manufacturing introduction group, and the already introduced group had the highest weight in the cost reduction in the first hierarchy standard. At this time, it can be seen that the weight for cost reduction is relatively high in the manufacturing introduction group and the introduction group, and the weight for the productivity improvement is relatively high in the non-manufacturing introduction group. It can also be seen that the portion of marketing enhancement does not have a significant impact on smart factory choices. It was confirmed that image enhancement is the highest in the manufacturing introduction group and the non-manufacturing introduction group in the first hierarchy standard, and the marketing has the highest weight in the introduction group. In the two - tiered standard, customer - friendly and proper inventory maintenance weights were relatively high in all the introduced groups, except for the high rankings.

The purpose of this study is to analyze the factors influencing consumers’ selection of web-toon service through AHP (Analytic Hierarchy Process) analysis and to provide the strategy of web-toon service. To accomplish this study, theories, existing research and references related to AHP were sufficiently examined and selected the factors in the selection criteria. Surveys from consumers who used the web-toon service were conducted with selected factors. Through this, the results were analyzed by AHP analysis to find out the weighting values and the differences were examined and analyzed. The highest weighting factor in the first layer that consists of web-toon service was cinematic quality. The cinematic quality was the most important factor in the selection criteria of customers who use the web-toon service regardless of their preferred genre. Furthermore, it was confirmed that the weighting value or ranking changed in the second layer by genre. In this study, the effective basis of strategy were suggested by ranking the quantitative selection factors according to the preferred genre of consumers using web-toon services. In addition, This research provides some practical implications. That is, the web-toon service provider can easily recognize and respond to the customer’s requirements, which factors are important when the customer selects a specific genre from the web-toon genre.

Recently, PPP (Public-Private-Partnership) Projects, which private companies invest in, plan, design, construct and operate, have become more popular around the world. The construction industry environment is becoming increasingly competitive. The PPP project is composed of various organizations, so it is very difficult to carry out the project successfully. In this environment, the construction companies are trying hard to secure a competitive advantage. In this study, we tried to identify the role of project manager’s leadership and project citizenship behavior as a precedent for creating performance in PPP (Private-Public-Partnership) project. We examine the impact of PM’s transformational leadership and transactional leadership on project citizen behavior and examine the impact of project citizen action on project management performance and completion performance. For this study, we conducted a questionnaire survey on PPP project participants. As a result, the following results were obtained. First, transformational leadership and transactional leadership had a significant influence on project citizenship behavior. Second, project citizen behavior had a significant impact on both project management performance and project completion performance. The idealized influence of transformational leadership and the Active management by exception of transactional leadership were found to be very important in shaping PPP team’s project citizenship behavior. Therefore, this study has academic implications in studying the effects of PM leadership and project citizenship behavior on the performance of PPP project. And it is expected that it will help selection and training of PM to secure a competitive advantage for construction companies that implement PPP projects practically.