PurposeThe aim of this paper is to demonstrate that supply chain social capital has an effect on supply chain integration, which in turn has a significant on firm performance, and then supply chain integration mediates the relationship between supply chain social capital and firm performance.Design/methodology/approachThe authors validated their model and tested the hypotheses using the partial least squares (PLS) structural equation model (SEM).FindingsEmpirical results reveal that the three dimensions of supply chain social capital – structural, relational, and cognitive – had significant effects, directly or indirectly, on supply chain integration and performance, and supply chain integration played a mediating role in the relationships between structural capital and firm performance, between relational capital and firm performance, and between cognitive capital and firm performance.Research limitations/implicationsSince the survey data were collected at various industries in Korea, it is difficult to gain social network benefits for a specific industry through worldwide. Therefore, to obtain more meaningful results, the authors would collect the data for special product family in the special industry. But the study suggests that supply chain integration among supply chain partners can be improved by building up social capital, firm performance can be enhanced by improving supply chain integration, and consequently, supply chain integration should serve to enhance firm's profitability.Originality/valueThe main contribution of this paper investigates whether supply chain integration mediates the relationship between supply chain social capital and firm performance in the supply chain using the PLS and Baron and Kenny's approach.

PurposeThis study proposes a research model to test whether Six Sigma‐based management activities improve corporate competitiveness in Samsung Group.Design/methodology/approachThe paper's model was validated and its hypotheses tested using structural equation model analysis.FindingsEmpirical results showed that Six Sigma activities do indeed contribute to revitalized process management, improved quality, and, finally, lead to corporate competitiveness.Research limitations/implicationsThe survey data were collected at the individual level, such as GB, BB, MBB, and limited to the affiliated companies of Samsung Group. To obtain more meaningful results, data would be collected at the corporate level and the pool of subjects expanded. However, this paper shows that the four fundamental factors (CEO's will, Communication, Training, and Policy) as well as three substantial factors (Information Utilization, Standardization, and Promotion) are meaningful activities influencing the success of Six Sigma management significantly.Originality/valueThe main contribution of this paper lies in the establishment of a causal relationship among Six Sigma activities, process innovation, quality improvement, and company competitiveness, as well as in the proposed managerial implications for Six Sigma projects.

PurposeThe purpose of this study is to propose a method of measuring service quality as well as suggesting to detect customer complaints through analysis of customer online reviews of mobile bank, which is unstructured data.Design/methodology/approachThis study uses text mining approach for customer online reviews analysis. The research procedure includes: (1) extracting users' reviews for Kakao Mobile Bank, (2) pre-processing of the extracted review data, (3) analyzing the sentiment of each review, (4) measuring the service quality score of each dimension by analyzing keyword frequency and network for each polarity, (5) evaluating total score for mobile bank service quality, and (6) detecting customer complaints on online reviews.FindingsThere are some findings. First, from the customer's point of view, it was possible to see which factors are important among the various dimensions of service quality and which factors should be managed well in mobile banking setting. Second, by periodically finding customer complaints, service failures can be prevented early, and service quality and customer satisfaction can be improved.Practical implicationsFrom a practical point of view, mobile bank managers should pay more attention to the service quality dimensions of practicality and enjoyment. In addition, the results mean that the app design and aesthetics with the most negative reviews should be reviewed from the user's perspective rather than from the company's point of view. Second, it is possible for them to establish a systematic complaint management system that can prevent service failure in advance by detecting customer complaints early. Third, it is possible for them to make quick decisions regarding service quality with the help of real-time customer response through dashboard construction.Originality/valueThis paper is a pioneer study measuring service quality with sentiment analysis, one of the text mining applications, using customers' reviews of a mobile bank.

PurposeThe paper aims to clarify the relationships between various components of knowledge possessed by the members of system integration (SI) project team and the project performance of those team members. From this lessons are learnt on SI project management issues and managerial implications regarding team member knowledge management for project performance are provided.Design/methodology/approachThe authors validated the model and tested the hypotheses using the structural equation model analysis LISREL.FindingsUsing data from 49 SI projects performed by a prominent consulting firm, the authors discovered a positive relationship between SI project team member knowledge and project performance. Notably, tacit knowledge was found to be influential, but explicit knowledge was not. The leadership capability of team leaders and the communication capability among team members were found to be important factors affecting project performance.Research limitations/implicationsA limited number of SI projects were analyzed due to difficulties with project selection and frequent movement of consultants during the data gathering process. As a result, additional analyses considering project size and complexity were not performed. Project team members' personal knowledge obtained through experience in similar projects or similar industries is very important to improve SI project performance. Leaders of participating SI projects have to think over project team members' tacit product knowledge and tacit process knowledge when building their project's team.Originality/valueThe main contribution of this paper lies in the establishment of a causal relationship between SI project team member knowledge and project performance, as well as in the proposed managerial implications for SI project knowledge management.

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