• Korean Business Review
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• v.11
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• pp.343-364
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• 1998

The results of the study show that managers of Korean manufacturing firms pursue international business strategy(IBS) to achieve four different objectives: global integration, national responsiveness, market expansion, or development and exploitation of firm-specific knowledge. IBS is closely related to the international business environment of the firms. When managers think they can exploit economies of scale by integrating worldwide operations, they prefer the global standardization strategy. Managers of firms which implement the localization strategy actively recognize the importance of the strategy more than those of other firms. IBS helps to improve the overall international competitiveness of the firms. Especially. implementing global standardization and localization simultaneously seems to be useful to strengthen the competitiveness of the firms.

• Journal of Digital Convergence
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• v.14 no.1
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• pp.99-119
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• 2016

Medium and Small Firms have faced complex and dynamic environments that have been attributed to increases in the globalization and competitiveness of the global economy. To success in this environments, Medium and Small Firms should set up management strategy and introduce strategic performance management system. And, the strategic performance management system are modified to fit in management strategy. The purpose of this study is to find out firstly, whether management strategy types affect the organizational performance and the intensity of the types makes a difference on the performance and secondly, whether the evaluation system or the degree of utilizing the system affects the organizational performance and finally, whether the interaction between management strategy types and strategic performance management system makes a significant influence on the organizational performance. In this paper, we categorize the type of strategy for Medium and Small Firms in Gyeongsangbuk-do and Daegu areas, and study whether Firm's performance can be improved by designing appropriate strategic performance management system.

• Journal of Technology Innovation
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• v.20 no.1
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• pp.17-43
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• 2012

Alliance formation has been recognized as an important strategy for firms who seek to survive through acquisition of sustainable competitive advantages. Specifically in high-tech industries, firms may consider formation of strategic alliances in order to access valuable external knowledge. These firms tend to be situated in a dilemma that they should choose between exploration and exploitation, which are two types of strategic choices suggested by March (1991). Working out the dilemma has been extensively discussed in the area of strategy or organization learning. Recently, however, an increasing number of studies have stressed on a balance between exploration and exploitation. Regarded as 'ambidextrous organizations' (Lavie and Rosenkopf, 2006), these firms that simultaneously pursue exploration and exploitation have emerged in high-tech industries, and many studies have provided evidence of positive association between organizational ambidexterity and firm performance. In the strategic alliance research, accordingly, scholars began to pay attention to the balanced choice between exploration-and exploitation-oriented alliances. Given these backgrounds, this study examines the relationship between alliance ambidexterity and firm performance. While previous research approached alliance ambidexterity mainly from the number of alliances, our study suggests ambidexterity in terms of alliance portfolio and alliance partner. Our dataset consists of biotechnology or pharmaceutical firms in the United States, which spans time period between 1990 and 2005. We conduct panel data analysis. The results show the strong link between alliance ambidexterity and firm performance, highlighting the balance between exploration and exploitation when firms make strategic decisions.

• Management & Information Systems Review
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• v.30 no.4
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• pp.315-338
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• 2011

A "high-potential employee" is an employee who has been identified as having the potential, ability and aspiration for successive leadership positions within the company and identify employees who have the greatest future potential and make them future-ready to take your organization to success. The primary purpose of this paper is to investigate the relationships of corporate performance on the high potential employee system using the samples from HCCP panel data. This study seeks to identify a significant high potential employee system though empirical research as well. Results of empirical study are summarized. Finally suggestions, implications and limitations of the present study are also discussed. In this article, we explore the role of competitive strategy and technological environment in the introduction of high-potential employees and its link to impact of these performance.

• International Commerce and Information Review
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• v.17 no.3
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• pp.225-250
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• 2015

While strategic alliance of multinational corporation has boost, opportunistic behavior is also increased recently. This study examines the cause of opportunism in strategic alliance by focusing on the development of opportunistic behavior, a process in which resource complementarity and risk perception decides attitudinal direction, ultimately leading to opportunism. Empirical test based on 257 alliance participants shows that risk perception had a greater influence on firms' attitudinal and behavioral directions compared to benefit perception. Notably, relational risk heavily influenced firms' competitive attitude and opportunistic behavior. Finally, the study concludes that firms' competitive and independent attitude caused by risk perception negatively influence alliance outcome. Based on the results, it is drawn that alongside the external tools such as surveillance, control, monitoring or legalistic pleas, management of risk perception during the alliance process has significance influence on the achievement of alliance goals.

• Journal of Global Scholars of Marketing Science
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• v.14
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• pp.81-100
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• 2004

The purpose of this study was to test consistent relations between business strategy and marketing strategy of product level and to identify association Miles and Snow's strategic typology and Porter's generic strategy. The data were collected by personal interview with top management and marketing managers who worked at strategic business units in industrial and consumer product industry. The result showed that Porter's generic strategy significantly related with strategic marketing activities of product level. Miles and Snow's typology related with innovative marketing and environment management of the product market. But different patterns of strategic activities were not found among strategy types of Miles and Snow. Significant association between Miles and Snow's strategic typology and Porter's generic strategy implicates a possibility of integrated approach of two strategic typologies.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.5
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• pp.43-59
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• 2019

The promotion of social economy is one of the Korean government's top 100 initiatives. As of August 2019, there are 2,249 certified social enterprises in Korea, showing explosive growth with a 41-fold increase from 2007 when the Social Enterprise Promotion Act was first enacted. Currently, the discussion of the sustainability of social-economic organizations is lively, including the issue of changing the certification system to the registration system. Noting the unusual management structure of social enterprise - seeking both social and economic value, this study identifies factors affecting the performance of social enterprises. The study focuses on an empirical investigation of the relationships between characteristics of entrepreneurs' experiences in social economy, strategic competency, the extent to which they seek social value, and their performance. This study is unique in social enterprise research due to its approach to the hybrid management structure of social enterprise with a focus on entrepreneurs' characteristics. Accordingly, this empirical investigation focuses on how social-value seeking mediates the relationships between strategic competency emphasized in typical for-profit enterprises, the characteristics of experiences stressed in social-economic organizations, and the performance of social enterprises. The study findings suggest that, firstly, social entrepreneurs must seek social value as a top priority and improve economic performance using strategic competency to keep pursuing social value, and secondly, social-value seeking must be founded upon entrepreneurs' understanding and experiences in social economy. Practical implications of the study findings include concrete directions for training in social enterprises offered by relevant agencies and the establishment of competency models for current and future entrepreneurs.

• Journal of Korean Library and Information Science Society
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• v.44 no.3
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• pp.261-286
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• 2013

I studied on the application of creativity to reading instruction in this paper. Reading strategies and creative thinking skills are categorized. And these are incorporated in the time process of reading instruction. In pre-reading process, Using Prior Knowledge and Reasoning of reading strategies are used and these are incorporated in Fluency and Creativity of the divergent thinking skill. In reading process, Increasing Sensitivity to Text Elements with the Highest Information Load and Structuring and Recognizing Structures of reading strategies are used and these are incorporated in Flexibility and Creativity of the divergent thinking skill. In post-reading process, Reasoning of reading strategies are used and these are incorporated in Creativity of the divergent thinking skill and convergent thinking skill.

• International Commerce and Information Review
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• v.14 no.2
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• pp.81-119
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• 2012

In order to maintain high level of control over and close coordination of foreign marketing activities, export manufacturers often consider vertical integration strategy into global distribution. However, full integration is not always a feasible option. The purpose of this study is to investigate the alternative ways to achieve optimal level of control over export channel system for desirable channel performance. This study investigates different options for integration of the vertical channel structure, and examines their effect on the performance. The findings of this study suggest different combination of ownership and coordination level has varying impact upon channel performance: efficiency, effectiveness, and adaptiveness. This implies exporters may achieve desirable performance control over export channel without fully integrating the channel via ownership.

• Journal of the Korea Convergence Society
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• v.10 no.12
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• pp.81-91
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• 2019

This study empirically examines the relationship between the characteristics of a company and its performance through open innovation. It was intended to accept open innovation as a strategic means to overcome various situations in which companies faced and to understand it as a process of generating corporate performance. In various situations, companies must overcome environmental and internal factors. As an environmental factor, the dynamics of the market and the dynamics of technology allow for the adoption of open innovation, which in turn becomes a strategic tool for generating results. In addition, the internal environment of the company should strengthen the organization's capacity considering the characteristics of the company. In order to reinforce entrepreneurial orientation, openness of organizational culture, delegation and R & D capabilities, which are internal characteristics of the company, open innovation has a positive effect on the performance of the company. In overcoming the environment given to the company, open innovation was found to be an important medium for generating various results for the company. For this study, we conducted a structured questionnaire survey on 176 Korean companies. This study suggests that open innovation is strategically accepted and understood as a management strategic philosophy in order to overcome the environment in which a company is faced and generate results.