• Journal of Information Technology Services
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• v.2 no.2
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• pp.1-14
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• 2003

In this study, we report the summary characteristics of CEOs of SI firms in Korea. In the first part of our paper, age, educational background, and career of CEOs in SI firms are analyzed according to CEO types (owners versus professional managers). In the second part, CEO tenures of Si firms in Korea are compared with those in the U.S. and Japan. We found that CEO tenures of SI firms in Korea are remarkably shorter than those in the U.S. and Japan. In conclusion, we contend that CEO systems in Korean firms should be improved to guarantee the longer tenures especially for professional managers.

• Journal of Technology Innovation
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• v.22 no.2
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• pp.157-183
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• 2014

This paper examines how the concentration of ownership in firms influences the R&D investment decision and whether the type of a firm's management (i.e, the owner-manager or professional manger) differentiates the relationship between the ownership concentration and R&D investments by using data of Korean pharmaceutical companies between 2004 and 2008. The results show that the share of the largest shareholder and R&D investment have an inverted U-shaped relationship, and whether a CEO is an owner or a professional manager affects the curvature of the inverted U-shaped relationship. Specifically, when a firm's CEO is a professional manager and the share of his stock is small, increase in the CEO's share increases the R&D investment in the larger amount than when a firm's CEO is an owner. This is because the increase in ownership reduces agency cost; However, when the share of his stock is large, the increase in CEO's share decreases R&D investment in the larger amount than when a firm's CEO is an owner. This is because a professional manager gets concerned over excessive risk exposure more than an owner-manager does.

• The Journal of the Korea Contents Association
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• v.16 no.3
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• pp.346-353
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• 2016

This research examines the effect of family member in board of directors. In Korea, the ownership and management of a firm is not thoroughly separated and most of firms are managed by controlling family. These family officers have same intent with family CEOs who identify themselves with the firm and want to hand over it to their descendants. Thus, family officers will influence positively on firm performance. Besides, the moderating effect of professional CEO on the above relation will be also positive. It is because professional CEO will be curbed by family officers in board of directors. Under this condition, the potential self-interest seeking behavior will be minimized and the specialty of professional CEO will be manifested. 2,456 firm-year panel data are gathered in manufacturing listed firms from 2004 to 2010 and the result suggests that hypotheses are supported.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.6
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• pp.195-208
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• 2022

The role of venture CEO and their intrinsic capabilities on organizational performance can be determined by the level of resource synchronization initiated by the focal managers. Despite the important role of venture CEOs, a systematic lack of in-depth theoretical and empirical studies on ruminating the relationship between the effects of a CEO's capabilities and organizational performance depending on the level of resource synchronization exist for the rationale of investigation. To supplement the limitations of previous studies, this research empirically analyzes the role of managers specifically synchronizing organizational resources that affect organizational performance in the professional sports industry. Based on the entrepreneurship theory and resource-based view (RBV), this research conceptualizes the roles of venture CEO and basketball head coach in the professional sports industry as very similar in terms of organizational structure and performance mechanism embedding entrepreneurial characteristics necessary for managing organizational resources. In this research, we hypothesized (1) organizational resource synchronization will mediate the positive relationship between the ability of professional basketball head coach and organizational performance and (2) the indirect effect of the professional basketball head coach's capabilities on organizational performance mediated by resource synchronization will be moderated by the capabilities of players. To test these hypotheses, we utilized the PROCESS macro model 58 with the empirical data of 9 seasons (2013~2014-2021~2022) of 30 National Basketball Association (NBA) and 10 Korean Basketball League (KBL) teams. The statistical results showed that (1) resource synchronization mediates the positive relationship between professional basketball head coach capabilities and organizational performance and (2) the capabilities of players moderated the indirect effects of the abilities of head coaches on team performance via resource synchronization. This paper contributes to both academic and practical domains of entrepreneurship by empirically testing the research model through objective professional sports data.

• Journal of Fisheries and Marine Sciences Education
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• v.27 no.2
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• pp.452-466
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• 2015

The study analyzed the result of a survey on educational programs after the provision of professional development education in textile-based industries, with the aim of suggesting a method of evaluating professional development education, by shedding new light on the educational contents and environment required by industries and on the components required to strengthen competence based on an evaluation of the outcomes of such educational programs. Methods of analysis included frequency & average analysis, ANOVA and portfolio analysis, and a questionnaire containing seven questions on satisfaction with 'educational contents,' six questions on satisfaction with 'educational environment,' three questions on educational effect and questions on overall satisfaction with education was used as an analysis tool. Data used in the analysis was obtained through a survey of the attendants of lectures given from January 2014 to September 2014, and the respondents included 30 persons enrolled in CEO courses, 167 persons enrolled in employment courses and 101 persons enrolled in employment & start-up business courses. The results of the research are as follows. 1. Looking at frequency distribution by educational course, it was shown, from highest to lowest, to be Incumbent Courses (167 persons, 56%), Employment & Start-up Courses (101 persons, 33.9%) and CEO Courses (30 persons, 10.1%). Looking at average analysis by question, the value of most questions on Employment & Start-up Courses turned out to be lower than Employment Courses and CEO Courses. 2. Through a variance analysis on questions related to educational courses (Employment & Start-up Course, Incumbent Course & CEO Course) and post-verification, it turned out that Employment Course is in the same group as the CEO Course in most questions, and that Employment & Start-up Course was a separate group. 3. Overall satisfaction with education turned out to be as high, at 4.1 out of 5. 4. Through a portfolio analysis on educational courses, it was found that 'Overall Satisfaction with Educational Contents,' 'Usefulness of Educational Contents,' 'Overall Satisfaction with Educational Environment' and 'Quality and Ability of Instructors' were included in areas of recommendation.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.11
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• pp.291-301
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• 2020

This paper aims to investigate the impact of chief executive officer's (CEO) attributes on firms' performance. Specifically, it examines the influence of CEOs' education, professional experience, and tenure on Saudi firms' performance. We look at a sample of 120 listed firms on Tadawul stock exchange from 2014 to 2017. Data on financial and accounting variables are obtained from the annual reports of the selected companies. We follow the existing empirical literature and use a panel model and formulate three different equations using the GMM estimator. Findings prove that CEO educational background does matter. In particular, companies employing CEOs with business administration, economics, finance, or accounting degree will perform outstandingly better. Similarly, stock performance gets improved when the CEO has a postgraduate qualification, i.e., when the CEO holds an MBA, a master, or a PhD degree. Besides, results reveal that executives who have an experience in a related field will positively affect the firm's performance. Finally, evidence shows that high CEOs tenure improves corporate performance. Overall, these findings demonstrate that executives' attributes are key factors that would explain differences in Saudi firms' performance. These results would help shareholders to make the right decision in selecting CEOs to manage the company.

• The Journal of Korean Institute for Practical Engineering Education
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• v.4 no.1
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• pp.146-155
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• 2012

This research was conducted as a part of research project entitled 'A Fact-finding Survey of Management of Vocational Training Institutes and the Development of Training Program Model for their CEO'. The purpose of this paper was to investigate developing strategies for vocational training institutes in three sector; public institute, private institute and private academy for life long education and to develop practical and professional programs based on competencies model of CEO. The major subjects of this paper were developing strategies of three type of vocational training institutes, exploration of competencies of CEO, and training program for CEO. Delphi method was applied two times. The panel consists of 30 experts who relate to vacational training. The panel of experts emphasized the different own mission and function among three type of vocational institutes. Public institutes support the government policy and private institutes and academy. Private institutes develop specialized training programs that reflect the regional demand. Private academies focus on short-term service training. To recognize changing vocational training policy, to develop vision of institute, ethical mind and sense of mission and so on are presented as competencies of CEO.

• Journal of the Korean Professional Engineers Association
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• v.34 no.5
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• pp.29-33
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• 2001

This paper summarizes the design and construction of the roof canopy structure for the SEOUL 2002 World Cup Main Stadium with a design inspired by Korean traditional beauty emphasizing images of the Pangpae kite. The stadium has also been designed for maximization of its post-World Cup utility to be used on as every basis by the citizens. The stadium canopy is a unique spatial network of truss members with a tensile membrane roof suspended from 16 masts. The canopy covers 40,950 ㎡. which is clad with a pre-stressed tensile membrane of PTFE coated fiberglass fabric and the glass.

• IE interfaces
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• v.17 no.3
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• pp.349-358
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• 2004

The organizations that adopted ISO 9000:1994 have upgraded to ISO 9001:2000 family through transition period by December, 2003. This paper focuses on the implementation of ISO 9001:2000 QMS in Busan and Kyungnam provinces where most machinery and metal manufacturing companies are located. Based on the questionnaire survey, we calculate ordinal association measures of requirements questions, perform factor analysis, and test three hypotheses to ascertain if there is any difference in implementing ISO 9001:2000 QMS. Results show that a professional manager-CEO maintains QMS general requirements(4.1), work environment(6.4), measurement analysis and improvement general(8.1), and monitoring and measurement(8.2) better than an owner-CEO. In addition, it has been found that customer focus(5.2) and improvement(8.5) are well maintained in companies by internal developmental reasons, and infrastructure(6.3) and purchasing(7.4) are well maintained by companies with long term implementation.

• Asian Journal of Business Environment
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• v.7 no.2
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• pp.5-16
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• 2017

Purpose - The purpose of this research study is to make a comparative analysis between corporate governance guidelines 2016 and 2012 and area of further improvement to ensure better governance, accountability and transparency. Research design, data and methodology - This research study is mainly based on the corporate governance guidelines 2016 and 2012 issued by the regulatory authority known as Bangladesh Securities and Exchange Commission (BSEC). Results - This study finds that corporate governance guideline 2012 include some new issues such as criteria and qualification of independent director; some additional statements in the directors' report; mandatory requirement of separation of chairman and CEO; constitution of audit committee; chairman of audit committee; role of audit committee, duties of CEO and CFO on financial statements; and collection of compliance certificate from professional accountant or secretary in compare to corporate governance guidelines 2016. Conclusions - This study suggests that the regulatory authority should include more issues such as tax management and reporting, risk management and reporting; individual and overall performance analysis of the board and independent directors; separate nomination and compensation committee; assessment of true independence of the board and its supporting committees to ensure higher quality of corporate governance and transparency.