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The purpose of this paper is to find if there is an existing trade‐off between service quality and cost when strategies of low‐cost accommodation and uncompromised reduction are implemented.

The model is designed on hand system dynamics, using Vensim™ software. It consists of a situation where no side effects are interrupting the result. The modeled service system is designed as two parts: a situation where five sorts of customer variables are introduced, continued by a situation where low‐cost accommodation and uncompromised reduction change the system.

There is no typical trade‐off pattern between service quality and cost when implementing Frei's two solutions. Rather, the findings resulted in an almost conform line of quality curve so that the promotion of Frei's solutions can be interpreted as the result of cost reduction.

Owing to the use of simulation tools, it is still critical whether the result holds in the real world where various influences to the service system can exist.

There are various papers regarding service quality and cost but not that much about managerial tools used in a service system. Aside from many statistically proofed papers, this paper uses system dynamics to simulate certain managerial tools for service when implemented into a system.

The paper aims to summarize important findings on knowledge management (KM) and new product development (NPD). Also, it seeks to propose an integrative framework on KM and NPD.

The authors review the literature on KM and NPD, and derive common themes behind these research streams. Based on such themes, they build a conceptual framework integrating the two areas.

Based on the literature review, this paper argues that seemingly distinctive research streams, KM and NPD, are eventually another form of innovation to cope with external volatility.

The paper hints that various managerial theories and approaches may, in fact, address similar issues and that it is possible to develop a comprehensive framework without losing distinctive features.

The paper attempts to derive common themes from two separate research streams and to propose a comprehensive and simplified view. A proposed framework can be an introductory guideline for those considering a more thorough investigation on management theories.

The purpose of this paper is to suggest an empirical model to assess the separate effect of the government's research and development (R&D) policy program in small and medium enterprise (SME) performance.

The paper reviews the R&D related papers and finds out the specific aspects of the Korean R&D policy program, classifying every R&D policy program and giving them unique names such as funds, technology and human resource support. Finally, the paper provides the whole empirical model and research questions for future studies.

First, the paper suggests the research model and several questions about whether the direct government funding of R&D policy program has had an effect on SMEs' business performance. Second, the interaction of direct government R&D funding, technology and human resource support are compared. Finally, a research model is suggested with proper research methodology.

Owing to the research purpose, the paper ends with the suggestion of an empirical model. Panel data needs to be applied to verify the suggested model.

There are various papers regarding the effect of R&D investment from private and public sectors, but few papers exist about the causal relationship between the government R&D policy program and SMEs' performance.

The purpose of this paper is to analyze what kind of role each type of e‐marketplace has on the relation between relational advantages of e‐marketplace and company performance.

Information sharing, collaboration, trust, integration and communication were chosen as factors of the buyer‐supplier relational advantages of the e‐marketplace. The authors empirically analyzed those factors as regards a company's operational and financial performance. Moreover, the roles of the e‐marketplace type (many‐to‐one, many‐to‐many) as a moderator were also empirically studied.

As a result, both of the e‐marketplace types, buyer‐supplier relationship advantage and operational performance, have significant correlation, but for financial performance, only the many‐to‐many e‐marketplace showed significant correlation.

Owing to characteristics of the study, only specific companies were analyzed and the survey collection rate was not high. Moreover, measurement of a company's operational and financial performance was also answered by the respondents' subjective opinions.

This study gives companies the practical advice that choosing a proper type of e‐marketplace according to the relational advantages of buyer‐supplier would improve a company's performances. It would also be a foundation stone for studies in the future.

The purpose of this paper is to identify the effect of corporate social responsibility (CSR) and ISO 26000 on a company’s reputation and loyalty. After reviewing the related articles on CSR and ISO 26000, which is considered the global CSR standard, the authors aim to suggest the available empirical models and research questions to assess the effect of ISO 26000 on business management.

The authors examine the CSR and ISO 26000 related papers and find out the specific aspects of ISO 26000. Also the authors show all ISO 26000 contents and analyze them in order to understand the effects. Finally, the authors provide the whole empirical model and research questions for future studies.

The paper provides the research model and several hypotheses about whether ISO 26000 has had an effect on company reputation. Also a research model is suggested with proper research methodology.

Due to the research purpose, the paper ends with the suggestion of an empirical model. Panel data need to be applied to verify the suggested model.

There are various papers regarding the effect of CSR. However, few papers exist about the causal relationship between ISO 26000, which is the global standard of CSR, and company reputation.

The purpose of this research is to identify the shape of the interactive relationship between corporate competitive capability and supply chain operational capability for performance improvement, and to investigate the effects of supply chain (SC) integration on such interactive relationships.

Separate moderated regression analysis was used to test the hypotheses of interest in this study on each of three SC integration groups: the independent operation group, the internal integration group, and the external integration group. Three models present the hierarchical addition of items addressing proposed corporate competitive capabilities, SC operational capabilities, and interacting effects, respectively.

The effect of interaction between corporate competitive capability and SC operational capability on performance improvement becomes insignificant as the developmental stage of SC integration increases. In other words, in firms with a high level of internal integration or external integration, such integration substitutes for the role of the interaction effect between corporate competitive capability and SC operational capability on performance improvement.

In order to characterize more precisely the dynamic positioning of a firm's SCM strategy this paper suggests detailed analyses of structural relationships among the constructs relating to corporate SCM initiatives, SC functional initiatives, performance measures, and the SC integration level are required. For this, replication of the study described in this paper with a sample of the US and European firms would be helpful.

Performance accumulation from customer satisfaction through market‐based performance to financial performance according to the developmental stage of SC integration suggests the migration path of matching type between corporate competitive capability and SC operational capability from differentiation/customer service capabilities‐logistical capability through innovative marketing capability‐technological capability to cost leadership capability‐structural capability. Such a migration path can be a lever for establishing the dynamic positioning of a firm's SCM strategy.

This research identified the shape of the interactive relationship between corporate competitive capability and SC operational capability for performance improvement and investigated the effects of SC integration on such interactive relationships.

The purpose of this paper is to investigate how a regulation has influenced board structures, board processes, and board decision making and specifically, to explore the structural differences of a board before and after enforcing a regulation. This paper also investigates the change in operational processes of a board and determines which factors can influence the board's decision making.

To expand the scope of board studies, this study used the board minutes which were recorded in a stenographic form. Data from the board minutes provide the following information: date, director name, attendance rate, agenda, and spoken details by outside directors, etc. The minutes are taken from 24 public institutions in Korea.

The study on governance structure and processes has demonstrated the following outcomes. First, the number of directors has increased since enforcing the regulation. Second, the percentage of outside directors has increased. Third, the number of board meetings has increased. Fourth, the attendance rate in the board meetings showed a constant rate. Fifth, the number of agenda items in both reports and decisions has increased. Sixth, the SPCA unit of outside directors appeared different according to their job. Seventh, the number of decisions with amendments has increased. Eighth, there are several factors that influence board decisions.

The paper contributes to a better understanding of boards' decisions.

The objective of this paper is to identify the nature of interactive feedback relationships among information technology (IT) deployment, buyer‐supplier relationship, and supply chain structure, and also to ascertain whether or not there exists a significant effect from product customization level on such interactive feedback relationships.

Based on this identification through the utilization of the system dynamics methodology, one of the dynamic simulation methods, we can attempt to suggest a set of advisable SCM strategies for effective IT investment and deployment.

Investigating the responses of IT level according to the dynamic changes of product customization level, buyer‐supplier relationship, and supply chain structural issues is a requisite first step. This would be helpful in suggesting a dynamic E‐technology investment and adoption model appropriate for integrated supply chain management.

The insights developed in this paper should provide theoretical foundations and practical guidelines as to the role and function of B‐to‐B electronic commerce for efficient supply chain integration.

The purpose of this research is to examine the causal linkages among supply chain management (SCM) practice, competition capability, the level of supply chain (SC) integration, and firm performance.

This is helpful in developing a framework for linking a firm's SC integration strategy to its competitive strategy, and in identifying how such a linkage can be connected to the improvement of organizational performance. Such effort also should enable us to derive a set of recommended strategies of SCM practices for SC integration.

From the results of LISREL analysis on small and large manufacturing firms, this paper finds that, in small firms, efficient SC integration may play a more critical role for sustainable performance improvement, while, in large firms, the close interrelationship between the level of SCM practices and competition capability may have more significant effect on performance improvement. It is concluded that, in early stage, the emphasis on systemic SC integration may be more crucial. Once SC integration has been implemented, it may be advisable to focus on SCM practice and competition capability.

Attempts to show how the potential benefits of integrating supply chain can no longer be ignored.

Our goal of this study is to confirm whether manufacturing companies’ practicing JIT production system have positive effect on production performances and to confirm that manufacturing companies’ practicing SPC shows positive moderate effect on the relation between practicing JIT and their production performances. Based on empirical study to manufacturing companies nationwide, we can conclude that taking JIT practices of sample companies has positive effect on production performances and, moreover, practicing SPC has positive moderate effect on the relation between JIT practices and production performances. These conclusion represents managerial implication that concurrent practicing JIT and SPC could generate more improved production performances.