Social enterprise is recognized as an alternative for sustainable development, as it balances social aspects with economic prosperity. Evaluating social enterprises is very important for both the enterprises themselves and the government, since grants from the government or institutions highly depend on their performance. While relatively significant attention is paid to the social value that these enterprises create, there is a lack of interest in assessing the operational performance directly linked to the sustainable operation of social enterprises. Therefore, this research analyzes the performance of social enterprises from the efficiency perspective, incorporating both operational (economic) and social performance measures. To this end, we apply data envelopment analysis to assess the performance of social enterprises when considering the dual-role factor-the grants. To facilitate clarity for readers, a dataset of Korean social enterprises is used. Through this analysis, we show that the grants can be used for performance evaluation in different ways for each enterprise. Furthermore, an industry-specific analysis provides more realistic and feasible benchmarking information to which inefficient social enterprises should refer. We expect that these findings will complement existing methods of social enterprise evaluation.

Despite the importance of constant product improvement to becoming a sustainable organization, the relationship between different types of innovation and new product development has received little attention. This article contributes to prior research by proposing a necessary condition for successful product development, which increases organizational sustainability. While it has been widely argued that technological innovation is an important factor for new product development, we contribute by illustrating the importance of process and administrative innovation, which changes an organization’s way of doing business. By analyzing survey responses from 2127 Korean firms, we empirically demonstrate that process and administrative innovation increase the likelihood of achieving new product development goals. Our findings also show that innovation-supporting human resource practices such as talent development programs and work autonomy increase the effectiveness of process and administrative innovations. Overall, we suggest that organizations are able to achieve a sustainable presence in the product market when they constantly innovate the way they run themselves. Additionally, in order to manage such innovation, organizations should nurture a creative environment by devising effective, innovation-supporting human resource practices.

This paper proposes an extended data envelopment analysis (DEA) model for deriving eco-efficiency. In order to derive eco-efficiency, the proposed model utilizes the concepts of operational efficiency and environmental efficiency. Since DEA can separately measure operational efficiency and environmental efficiency, the treatment for constructing the unified indicator is required to ultimately evaluate eco-efficiency through balancing operational and environmental concerns. To achieve this goal, we define the environmental stringency as the business condition reflecting the degree of enforcing environmental regulations across the firms or particular industries in different countries. The proposed model provides flexibility, as required by the pollution-intensity of industry, in that it allows the decision maker to evaluate DMU's (decision-making unit) eco-efficiency appropriately depending on the business environment. We present a case of agricultural production systems to help readers understand what eco-efficiency becomes when we vary the stringency conditions. Through the illustrative example, this paper presents the potential application by which different environmental stringencies can successively be incorporated in DEA.

The primary purpose of this study is to investigate the relationship between high-commitment human resource management (HCHRM) practices and process improvement activities (i.e., manufacturing flexibility) by utilizing the theory of social exchange. We conducted an empirical study to discover the links between social exchange theory and process management from an HRM perspective. For the empirical investigation, we used data from 601 manufacturing enterprises provided by the Ministry of Trade, Industry, and Energy in South Korea. The research is conducted based on employees’ capabilities for process management as a mediator in the analysis of the impact of the HCHRM system on manufacturing flexibility (i.e., internally-driven and externally-driven flexibility). The results of the study show that the HCHRM system ultimately explains manufacturing flexibility through enhancement of employees’ capabilities.

Abstract:In supply chain management, selecting the right supplier is one of the most important decision-making processes for improving corporate competitiveness. In particular, when a buyer considers selecting multiple suppliers, one should consider the issue of order allocation with supplier selection. In this article, an interactive multiobjective optimization approach is proposed for the supplier selection and order allocation problem. Also, the concept of desirability is incorporated into the optimization model to take into account the principles of diminishing marginal utility. The results are presented by comparing them with the solutions from the weighting methods. This study shows the advantage of the proposed method in that the decision-maker directly checks the degree of desirability and learns his/her preference structure through improved solutions.

New product development has been serving as a growth engine for companies; given this background, the innovation of suppliers that possess new technologies for new products has been a significant subject for manufacturers, particularly in high-tech industries. However, the technology uncertainty associated with the supplier’s development capability may become a considerable obstacle to new product development projects. In this paper, we further develop an analytical model that has been widely applied in the economics literature and examine two representative supply chain contracts, a revenue-sharing contract and a cost-sharing contract, for new product development through upstream innovation under technology uncertainty. We confirm that the supplier’s development capability has a significant impact on contract feasibility. The revenue-sharing contract helps to attain a higher new product quality level and profit for the supply chain. Furthermore, we explore the relationship between a manufacturer and a supplier concerning the performance of the new product development project. Adopting a Nash bargaining model, we analyze the two supply chain contracts under a cooperative relationship in which the manufacturer and supplier cooperatively determine the sharing portion of the revenue or cost. For both contracts, compared with the unilateral relationship, the cooperative relationship leads to a lower manufacturer profit, but a higher new product quality and a higher supply chain profit.

As the direction and strategies of new ventures depend on the top management team (TMT)‘s stability and continuous efforts, we investigate the relationship between executive turnover and research and development (R & R&D) investment. Furthermore, we assess the moderating role of the founder chief executive officer (CEO)’s prior experiences to show that founders’ experiential knowledge mitigates the adverse side effects of executives’ departure. Our empirical analysis utilizes a large pool of firm-level survey datasets comprising 1897 Korean founder-led ventures. The empirical results show that executive turnover reduces R&D intensity, suggesting that new ventures’ longer-term investments may be affected by the instability of the management team. We also show that the negative effects of executive turnover weaken when the founder CEO has a longer prior work experience, prior business group experience, and founding experience. Our findings show that the founder CEO’s entrepreneurship based on valuable prior experiential knowledge mitigates the negative impact of organizational instability. While the TMT factor is essential for a new venture’s survival, our findings show that the manner in which leaders act should also be considered separately.

This note is concerned with the use of incomplete weights in multiple criteria decision making. In an earlier study, an optimistic use of incomplete weights is developed to prioritize decision alternatives, which applies the most favorable set of weights to the alternative to be evaluated. In this note, we develop a method for a pessimistic use, thereby applying the least favorable weight set to the evaluated alternative. This development makes possible a more detailed prioritization of competing alternatives, and hence enhances decision-making powers.