• Korean Management Science Review
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• v.6 no.2
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• pp.3-26
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• 1989

본 연구는 생산전략 가운데 제조전략을 중심으로, 주로 전략의 내용연구 문헌을 고찰하고, 생산전략 연구의 새로운 방향을 제시하였다. 생산전략 연구를 재검토 하기에 앞서, 먼저 경쟁전략을 개관하여 전략연구에서 생산전략이 가지는 의미와, 전략연구의 축적된 내용이 어떻게 생산전략에 활용될 수 있는가를 살펴보았다. 생산전략에 대해서는 그 정의, 경쟁차원, 전략적 의사결정 영역, "본원적 생산전략" 및 성과변수에 대한 그간의 연구를 정리, 재검토하였다. 그리고 이러한 문헌의 고찰을 통해 생산 전략 연구의 문제점과 향후 방향을 제시하였다.방향을 제시하였다.

• Proceedings of the Korea Database Society Conference
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• 2000.11a
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• pp.142-151
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• 2000

전자상거래 시장의 폭발적인 성장에도 불구하고 전자상거래 업체들은 날로 치열해 지는 글로벌 시장경쟁 하에서 성공적인 기업으로 성장 발전해 나가기 위해서는 효과적인 사업전략을 구사하고 기업 고유의 차별적 경쟁우위를 확보해야 할 필요성이 대두되고 있다. 이를 위해서는 기업 경쟁전략 및 업무 부문별 실천전략 수립과 구체적인 제품 및 서비스의 제공전략 등이 종합적인 차원에서 일관성 있게 수립되어야 한다. 본 논문은 이와 같은 연구의 필요성 인식 하에서 EC의 기본적인 사업전략 수립 프레임워크와 기능부문별 전략(특히 마케팅 전략)을 종합적으로 검토하는 것을 연구 목적으로 삼고자 한다. 이를 위하여 본 연구는 첫째, Porter의 본원적 전략에 취급상품의 범위 및 경쟁전략을 독립변수로 추가하여 EC 전략을 제시하고자 한다. 본 연구에서 제시하는 EC 전략의 횡축은 총체적 비용우위 전략, 차별화 전략을, 종축은 포터의 집중화 (Focus) 전략에 대한 구분의 형태이다. 둘째, EC의 마케팅전략은 기존의 4P전략에 근거하여 수익획득방식, 상품취급방식, 운영방식, 광고홍보방식으로 구분하여 제시한다. 궁극적으로 EC전략에 따른 EC 마케팅전략의 차이를 분석함으로써 종합적인 EC 전략의 수립이 가능할 것으로 판단된다.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.04a
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• pp.407-412
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• 2006

기업이 추구하는 경쟁우위요소에 따라 추구하는 경쟁전략유형을 실증적으로 분석하였다. 또한 경쟁전략유형에 따른 경영품질 수준의 차이도 분석하였다. 그리고 추구하는 경쟁우위요소와 추구하는 경쟁전략유형이 적절히 조화를 갖춤이 경영품질 수준에 어떻게 영향을 미치는지 분석하였다. 분석의 결과는 본원적 경쟁전략의 이론이 우리나라 기업에서도 그대로 적용됨을 확인하였으며, 경쟁전략의 유형에 따라 경영품질 수준에도 차이가 있음을 확인하였으며, 경쟁전략의 적합성이 맞은 기업의 경영품질 수준이 그렇지 않은 기업의 경영품질 수준보다 높음을 확인하였다. 따라서 기업은 추구하는 경쟁전략요소에 적절한 경쟁전략유형을 선택하여 추구함으로서 경영품질 수준을 향상시키고, 보다 나은 경영성과를 기대할 수 있다.

• Journal of Digital Convergence
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• v.12 no.1
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• pp.177-192
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• 2014

In this study, To identify the member of an organization can be affected use of information technology and support of information technology how business strategy affected business performance. Also, This study is considered to be the epitome of corporate strategy in the Miles & Snow of the 'adaptation strategy' and Michael E. Porter of the 'fundamental competitive strategy' at the same time, by applying the existing business management strategy that can be applied to target compared to the type of management performance measures are presented for the purpose. the results of the study can be summarized as follows. First, Business strategies affect the financial performance for the hypothesis that Miles & Snow of the 'adaptation strategy' honor type of defensive strategy and financial performance and strategy management and positive impact on non-financial performance was found. Second, Management strategies affect the financial performance for the hypothesis that Michael E. Porter of the 'fundamental competitive strategies' overall cost leadership strategy and differentiation strategy of management and financial performance and non-financial performance was found to positively impact. Also, Business performance management strategy significantly positive affect, Business strategies with the characteristics of the relationship between management and Information technology utilization showed that the moderating effects.

• Journal of Navigation and Port Research
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• v.40 no.3
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• pp.129-138
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• 2016

Shipping companies involved in sea transportation service are exposed to uncertainty due to its volatile business environment. It is crucial that shipping companies take effective strategies to cope with uncertain business environments and to achieve high business performance. Using Porter's generic strategy, this study investigates the relationships between environmental uncertainty and competitive strategies, and the impact of competitive strategies on firm's business performance. To test hypotheses, OLS regressions and Tobit analysis were conducted on Korea shipping companies who provide global sea transportation service. The findings of this study can be summarized as follows. First, variation of environmental uncertainty affects cost-leadership strategy and differentiation strategy. Diversity of environmental uncertainty affects differentiation strategy, but not cost-leadership strategy. Second, firms attain business performance by using the cost-leadership strategy. That is, shipping companies can achieve high business performance by reducing their operating costs in the entire process of transportation service.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.9
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• pp.435-445
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• 2018

This study analyzed factors that should be considered in the process of export diversification strategy formulation and priorities of strategies. We reviewed the extant literature and interviewed six experts. Cross-sectional analysis of a literature review and interview results were used to determine the influencing factors of export. The data for this study were collected from a survey of 68 export experts in Automotive Parts enterprises. Data were analyzed using AHP. As a result of the analysis, the order of importance appeared in the order of internal capacity, correlation buyer effect, entry barriers, technology response, and competition environment. The regions with a high overseas level were product differentiation, centralization, and low cost, whereas those with a low level were in the order of low cost, product differentiation, and concentration. It is meaningful to review the alternatives for adoption of the export diversification strategy and establish a strategy appropriate to the situation. It is necessary to establish a customized strategy considering the characteristics of the global region, and not only internal competence but also mutual relationship with local buyers are important.

• (The)Study of the Eastern Classic
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• no.73
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• pp.249-279
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• 2018

This paper analyzes the 'strategy' of Sunzi's art of war and verifies the modern application value of it by combining the 'strategy' of the art of war with modern enterprise management. The army adopts 'war strategy' with the aim of minimizing the loss and sacrifice caused by the war and winning in the shortest time. Enterprise aims to maximize profits at the lowest cost and adopt 'business strategy'. Three factors of art of war's strategic, the 'power', 'adaptation', 'trickery', are similar to the 'internal resources analysis', 'external environment analysis' and 'information management' of the modern enterprise's management. In the process of establishing strategic plan, the art of war emphasizes 'strategy of winning' including 'prophet', 'estimates' and 'maneuvering', in the modern enterprise management, 'prophet' is shown as 'competitor analysis' of the '3C analysis' and 'benchmarking learning'. 'Estimates' is shown as 'SWOT analysis' and '4P's analysis'. 'Maneuvering' is shown as 'market positioning strategy' and 'market preemption strategy'. In the stage of implementing the strategy, 'surprise attack strategy', 'strategy of void and actuality' and 'dividing and integrating strategy' of the art of war are shown as follows in modern enterprises ; 'Surprise attack strategy' is shown as 'differentiation strategy' and 'concentration strategy', 'Strategy of void and actuality' is shown as 'information management' and 'rational market positioning strategy'. 'Dividing and integrating strategy' is shown 'diversification strategy', 'concentration strategy', 'change management', 'basic competition strategy', 'synergy effect' and etc. In terms of strategic results, the 'victory of war' of the art or war is shown as 'competitive advantage' and 'maximization of profits' in modern enterprise management strategy. In a word, although there are different names and expressions between the strategy of Sunzi's art of war and modern enterprise, but their connotation is the same. We can see that the art of war which was written in about B.C.500, has left a high utilization value for modern enterprise in rapid environmental change and intense competition.

• Management & Information Systems Review
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• v.37 no.2
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• pp.63-85
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• 2018

Electronic displays have developed as instruments that function as windows of information to satisfy the bidirectional needs of electronic device manufacturers and users. The cathode-ray tube (CRT) display once dominated the display industry. Now, the liquid crystal display (LCD) is dominant, and promising displays are competing to become the next-generation display. Displays reflect the characteristics of the information and communication technology (ICT) industries, such as technological changes, innovative features, and competitive dynamics, and have technologically evolved to dominate the industry and market through various ICT devices. This research utilizes a dominant design concept and examines the case of the flat-panel display industry to propose a comprehensive framework, which considers technological, organizational, and environmental characteristics, of the determinants influencing dominance in the technology-intensive ICT industry. The results show that a dominant design in the flat-panel display industry emerges from technological competition among several designs, based on technological characteristics and market acceptance, and dominates the industry and market by various environmental factors. Our results emphasize the difference between generic technologies and the speed of technological innovation and expand the understanding of the emergence of a dominant design. Furthermore, this paper suggests practical implications for establishing a competition strategy and strategic guidance for other ICT industries as well as the display industry.

• Journal of Distribution Research
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• v.13 no.3
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• pp.127-154
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• 2008

For the large scale retailers such as chain discount stores and specialty stores, having measurement tool to maintain service quality can be very crucial to sustain high and same level of service qualities around multiple stores. This study aims to develop service quality scales of large-scale stores using Korean discount store cases. We have studied the previous service quality measures including RSQS(Retail Service Quality Scale) and have modified and developed our own scale model called KD-SQS(Korea Discount Service Quality Scale). The following six components have been revealed as the basic dimensions of service quality of Korean discount stores: basic benefits, promotion, personal interactions, physical aspects, policy and additional convenience. Our scales have been verified through various validity and reliability tests.

• Knowledge Management Research
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• v.24 no.4
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• pp.103-129
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• 2023

This study aims to analyze the network structure of technological innovation resources in SMEs, especially manufacturing firms, and reveal the differences between innovative and non-innovative firms. The study first analyzes connection centrality, flow-mediated centrality, and power centrality for all firms, and derives structural equivalence through CONCOR analysis. Then, the network structure of innovative and non-innovative firms was compared and analyzed according to innovation performance and creation. The results show that entrepreneurship and corporate innovation strategy have a significant impact on the analysis of technological innovation resources of all firms. According to the CONCOR analysis, the innovation resources of SMEs are organized into seven clusters, which can be defined as intrinsic product innovation resources, competitive advantage promotion resources, cooperative activities resources, information system resources, and innovation protection resources. The network analysis of innovative and non-innovative firms showed that innovative firms focused on enhancing competitiveness and improving quality, while non-innovative firms tended to focus more on existing products and customers. In addition, innovative firms had eight clusters, while non-innovative firms had six clusters, suggesting that innovative firms utilize resources diversely to pursue structural change and new value creation, while non-innovative firms operate technological innovation resources in a more stable form. This study emphasizes the importance of entrepreneurship and corporate innovation strategy in SMEs' technological innovation, and suggests that strong internal efforts are needed to increase innovativeness. These findings have important implications for strategy formulation and policy development for technological innovation in SMEs.