Author
Sang M. Lee
Other affiliations: Korea Development Institute, Virginia Tech, College of Business Administration ...read more
Bio: Sang M. Lee is an academic researcher from University of Nebraska–Lincoln. The author has contributed to research in topics: Goal programming & Decision support system. The author has an hindex of 51, co-authored 219 publications receiving 11521 citations. Previous affiliations of Sang M. Lee include Korea Development Institute & Virginia Tech.
Papers published on a yearly basis
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TL;DR: Based on the conceptualization of entrepreneurial orientation (EO), the authors presents a cultural model of entrepreneurship and proposes that a society's propensity to generate autonomous, risk-taking, innovative, competitively aggressive and proactive entrepreneurs and firms will depend on its cultural foundation.
949 citations
TL;DR: In this paper, the authors present a macro view of the evolution of innovation for value creation, from the closed to collaborative, open, and now co-innovation, where new ideas and approaches from various internal and external sources are integrated in a platform to generate new organizational and shared values.
Abstract: Purpose – The aim of this paper is to present a macro view of the evolution of innovation for value creation, from the closed to collaborative, open, and now co‐innovation. It reviews several mega trends that have dramatically changed the dynamic nature of the global market place and also several new forces that have made innovation imperative for organizational value creation.Design/methodology/approach – The paper provides a conceptual overview of co‐innovation through some of its basic elements such as convergence revolution, collaboration, and co‐creation with stakeholders.Findings – Co‐innovation is a new innovation paradigm where new ideas and approaches from various internal and external sources are integrated in a platform to generate new organizational and shared values. The core of co‐innovation includes engagement, co‐creation, and compelling experience for value creation. Thus, the practices of co‐innovative organizations are difficult to imitate by competition.Practical implications – Innovat...
609 citations
TL;DR: IT is transforming the way governments function and valuable lessons can be learned from the pioneering e-government programs that have led the charge.
Abstract: IT is transforming the way governments function and valuable lessons can be learned from the pioneering e-government programs that have led the charge.
368 citations
TL;DR: In this paper, the determination and correlates of scienti city's identification with the organization has been recognized as an important factor for understanding work behavior, and a study analyzes the determination of scientic...
Abstract: Recently, employees' identification with the organization has been recognized as an important factor for understanding work behavior. This study analyzes the determination and correlates of scienti...
340 citations
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TL;DR: Deming's theory of management based on the 14 Points for Management is described in Out of the Crisis, originally published in 1982 as mentioned in this paper, where he explains the principles of management transformation and how to apply them.
Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.
9,241 citations
TL;DR: In this paper, the authors go beyond the existing distinction between attitudinal and behavioral commitment and argue that commitment, as a psychological state, has at least three separable components reflecting a desire (affective commitment), a need (continuance commitment), and an obligation (normative commitment) to maintain employment in an organization.
9,212 citations
TL;DR: This article argued that social identification is a perception of oneness with a group of persons, and social identification stems from the categorization of individuals, the distinctiveness and prestige of the group, the salience of outgroups, and the factors that traditionally are associated with group formation.
Abstract: It is argued that (a) social identification is a perception of oneness with a group of persons; (b) social identification stems from the categorization of individuals, the distinctiveness and prestige of the group, the salience of outgroups, and the factors that traditionally are associated with group formation; and (c) social identification leads to activities that are congruent with the identity, support for institutions that embody the identity, stereotypical perceptions of self and others, and outcomes that traditionally are associated with group formation, and it reinforces the antecedents of identification. This perspective is applied to organizational socialization, role conflict, and intergroup relations.
8,480 citations
TL;DR: The Organizational Commitment Questionnaire (OCQ) as discussed by the authors ) is a measure of employee commitment to work organizations, developed by Porter and his colleagues, which is based on a series of studies among 2563 employees in nine divergent organizations.
8,144 citations
Book•
30 Jun 2002
TL;DR: This paper presents a meta-anatomy of the multi-Criteria Decision Making process, which aims to provide a scaffolding for the future development of multi-criteria decision-making systems.
Abstract: List of Figures. List of Tables. Preface. Foreword. 1. Basic Concepts. 2. Evolutionary Algorithm MOP Approaches. 3. MOEA Test Suites. 4. MOEA Testing and Analysis. 5. MOEA Theory and Issues. 3. MOEA Theoretical Issues. 6. Applications. 7. MOEA Parallelization. 8. Multi-Criteria Decision Making. 9. Special Topics. 10. Epilog. Appendix A: MOEA Classification and Technique Analysis. Appendix B: MOPs in the Literature. Appendix C: Ptrue & PFtrue for Selected Numeric MOPs. Appendix D: Ptrue & PFtrue for Side-Constrained MOPs. Appendix E: MOEA Software Availability. Appendix F: MOEA-Related Information. Index. References.
5,994 citations