정보화경영체제 이행수준 및 성과와 조직특성간의 영향

Abstract

With a sample of 147 Korean small and medium size companies, this study examined the relationships among degree of information orientation, corporate culture, degree of information management implementation and selected business performances in the process of implementing IMS improvement programs, such as IMS (Information Management System). The information technology incorporated in the organizationʼs platform must be in balance with the organizationʼs structure and culture, processes, business and technology strategies, and human resources policies and practices In reviewing the trends in information technology with key executives of the major vendors, as well as research colleagues, various trends can clearly be identified that are expected to continue and even increase into the 21 centuries. Continued advancement of both cost reductions and performance improvements in IT is almost taken for granted based on four decades of this process. The advances that are forecast provide for significant improvement through dramatic reductions in cost and improvement in speed, performances, and functionality of such magnitude as to provide opportunities that cannot be fully identified at this time. Information orientation is defined as company-wide understanding and implementation of the underlying philosophy, principles, approached, and tools of information improvement programs. It is assumed that successful implementation of information improvement programs requires a information- oriented mind-set of the employees. The key elements of information orientation include continious improvement, structured processes, organization-wide participation and customer-focused spirit. Culture is defined as the value and beliefs of an organization that shape its behavior. It is also assumed that successful implementation of information improvement programs require strong support from s corporate culture that emphasizes continuous improvement. Adopting the competing values model of Quinn and McGrath (1985), corporate culture is classified into ‘flexible’ versus ‘controlled culture’ and ‘outer-directed’ versus ‘inner-directed culture.’ Fitness was defined through the relationship between levels of information oriented and types of corporate culture. This study examined how such fitness influenced the implementation of information innovation programs and business performance. Implementation of information innovation programs was measured through various factors, such as leadership, strategic information planning, human resources focus, customer and market focus, process management, and information analysis and application. Business performance was measured through non-financial performance measures such as employee results, process results, information results, and customer results, and through perceived financial performance measures. The results were as follows. First, it was found that when a company with high information orientation promoted information innovation programs, such as IMS, it reported higher degree of information management implementation and improvement in business performances. Second, the results showed the importance of ‘flexible culture’ and ‘outer-directed culture’ in performing information. innovation. Regarding the types of corporate culture, the analysis found that developmental culture, rational culture and group culture were effective. Third, companies with high information oriented and flexible culture or companies with high information orientation and outer-directed culture reported the highest implementation in Information management activities. Fourth, the results showed that the level of information management implementation had a mediating effect on the relationship between information orientation and business performance. It was also found that enhanced non-financial performance led to the improvement of financial performance. This study attempted to exam the factor that lead information management program to success. In order to reach success, first, it is suggested that companies have positive mind set toward continious information improvement. Secondly, it is recommended that a flexible and outer-directed culture appropriate for continuous information improvement is cultivated.