• Korean Business Review
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• v.17
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• pp.153-183
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• 2004

The Gaisong Merchants can be regarded to playa pioneering role to activate the Korea's trade with foreign countries. In the early period of Yi-Dynasty, the Gaisong Merchants focused on personal trade, but in the middle period of Yi-Dynasty, they entered to the realm of governmental trade. Furthermore, their business activities widened to various forms of trades, for example, smuggling. Utilizing accumulated capital, Gaisong merchants expanded their trading activities to their neighboring countries such as Japan and China. In recent times, it is necessary for modem Korean companies to diversify risks through the establishment of corporations for production, marketing and R&D abroad or through joint venture, M&A and strategic alliance with foreign companies in order to reduce the risks originated from volatile economic and political situations. In this study, we utilize tools of comparative study to compare Gaisong Merchants' foreign trade strategies with those of modem companies such as AMOREPACIFIC, HANILCEMENT and SHINDORICO. The purpose of the paper is to test the hypothesis that modem Korean companies grew up by following the cases of Gaisong Merchants' business activities. We summarize our main findings as follows. First, both Gaisong Merchants and modem Korean companies have common functional core capability in the field of marketing, manufacturing technology, R&D, and human resources development. Second, both Gaisong Merchants and modem Korean companies have common organizational core capability. Third, both Gaisong Merchants and modem Korean companies have common infrastructures such as planning, finance, accounting and MIS. It constitutes the infrastructure of Korea's foreign trade sector. Fourth, both Gaisong Merchants and modem companies have common organizational culture in the field of management policy and philosophy. Actually, those factors are evaluated to be driving forces of Koera's success in foreign trade. In conclusion, the business activities of Gaisong Merchants who represented the peculiarity of Korean business spirit are partially inherited to current Korean business management. The value system and behavior pattern of modern Korean companies is succeeded from the spirit of Gaisong Merchants and it playa major role to specify the identity of Korean business administration.

• International Area Studies Review
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• v.20 no.2
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• pp.85-111
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• 2016

Global semiconductor companies is investing enormous capital worldwide. And direct investment in China is increasing greatly these days, Especially, global semiconductor companies are setting up a factory in China due to expanding market rather than utilizing low labor cost. Therefore, this study is trying to analyze the background and process of direct investment from global Korean and Taiwanese semiconductor companies in China. Firstly, In 1996, Samsung semiconductor established a back end process factory in Suzhou. And in 2014, Samsung semiconductor set up a front and back end factory in Xian. Secondly, In 2006, SK Hynix built a front and back end factory in Wuxi. and SK Hynix set up a back end factory named Hitech semiconductor with Chinese company in 2009. Later in 2015, SK Hynix established a back end factory in Chongqing. Thirdly, In 2004, TSMC started to operate a factory in Shanghai, and in 2018, TSMC is going to establish a factory in Nanjing. Lastly, UMC bought a stock to produce product in Chinese local company named HJT, and at the end of 2016, UMC is going to finish building a factory in Xiamen. As a result, it was proved that most companies hoped to expand the chinese market by setting up a factory in china. In addition, Samsung expected to avoid a risk by setting up a factory in china, and SK Hynix wanted to avoid a countervailing duty by setting up a factory in china. Based on the result of this study, this study indicates some implications for other semiconductor companies which are very helpful for their future foreign direct investment.

• Proceedings of the Korea Port Economic Association Conference
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• 2007.07a
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• pp.423-439
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• 2007

중국은 지난 1978년 개혁개방정책을 실시한 이후 연평균 9%를 상회하는 경제성장률을 기록하였고 이는 중국발 수출입화물의 급격한 증가로 이어졌다. 그러나 폭증하는 수출입화물에도 불구하고 중국은 항만인프라의 부족으로 인근 부산항을 이용해 왔고 이것이 세계적인 부산항으로 부상하는데 결정적 기여를 했다는 것은 사설이다. 그러나 부산항이 처리한 환적화물의 경우 2002년에 32.5%였던 환적화물 증가세가 2005년에는 8.1%로 낮아졌으며, 2006년에도 전년대비 0.6%로 기록하면서 성장세가 크게 둔화되고 있다. 이 같은 상황에 처하게 되자 우리나라는 2006년 1월 19일 진해신항 개항과 더불어 기존의 '동북아 중심 국가 추진전략'과 병행하여 '국제물류 네트워크 강화를 통한 고부가가치 물류 허브화 전략'을 수립하여 시행하고 있다. 이 전략은 앉아서 환적화물을 기다리던 수동적인정책에서 벗어나 물류체계의 혁신을 통한 물류 네트워크 확대/ 적극적인 대외 협력 등을 통해 우리 항만이 기업과 환적화물의 안정적인 유치기반을 조성하는 한편, 물류와 금융, 건설, IT 등 관련 산업과의 연계를 통해 우리 물류기업이 글로벌 기업으로 성장하고 세계로 진출할 수 있는 진해신항의 환적화물 유치방안을 마련하여 우리나라 경제성장의 동력이자 미래 경제 전략의 중요한 밑거름이 될 수 있다.

• Korea Trade Review
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• v.41 no.5
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• pp.63-87
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• 2016

Despite its rising labor costs these days, China still serves the role as 'World's Factory' thanks to a great deal of foreign direct investment, still remaining one of the world's highest, and the global companies, which have been willingly establishing foreign subsidiaries in China. While enjoying the benefits from the Chinese market, these global companies can now take advantages of another market; the one of Korea. If a product produced by a certain global company is actually manufactured in the local factory in China and the product meets specifications of Rules of Origin, the product shall receive preferential treatment under China-Korea FTA. In the perspective of global market, therefore, it is found that China-Korea FTA may have negative effects on chemical industry in Korea, which is considered one of the representatives of China-Korea FTA. This study examines such risks by network analysis, with several cases of 'Beauty or Make-up Preparations (HS Code 3304).' Analysis shows that Korea is classified as the marginal country group but not main country group when it comes to beauty products family. So this can be a great chance to the global cosmetic companies with local factories in China in the sense that they can increase their sales towards the market of Korea based on the China-Korea FTA. Under these concerns, this study suggests two policy alternatives for the chemical industry in Korea to deal with current challenges rising from China-Korea FTA. The suggested alternatives are: to actively attract the global chemical corporations which are yet to directly enter the Chinese market; and to invest on chemical products with high potential of growth as a priority.

• Proceedings of the Korean Institute of Resources Recycling Conference
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• 2005.11a
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• pp.47-58
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• 2005

From the world wide globalization of iron oxide industy, the global trade in iron oxide is changed rapidly and the production of iron oxide is increasing in China, currently. Iron oxide have a broad range of applications from construction materials to medical area. Therefore, it is expected that nanoparticulate iron oxides have many applications, too. There is a series of interesting applications are introduced, but in entirely different fields as they are known from conventional iron oxide.

• Proceedings of the Technology Innovation Conference
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• 2002.02a
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• pp.237-268
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• 2002

실리콘밸리는 보이지 않는 인적 네트워크(Human Network)로 움직인다. 실리콘밸리내 핵심정보와 세상 돌아가는 진짜 이야기는 인종별, 대학출신별, 출신기업별 소그룹 네트워크를 통해서만 이루어진다. 본 연구에서는 실리콘밸리라고 하는 창조적 공간과의 연결고리 강화를 통해 미래기회를 선점하기 위한 수단으로서 $\ulcorner$한국계 벤처 네트워크$\lrcorner$ 를 촉진하는 방안에 대해 살펴보고자 한다. 본 연구에서는 중국, 인도, 이스라엘 등 각 민족별 네트워크가 본국과 실리콘밸리간에 어떠한 협력관계를 보이고 있는가를 조사.분석한 후, 여러가지 가설을 도출하였다. 본 연구의 주요 결과는 다음과 같다. 첫째, 각 민족별 역사적 이민과정 및 배경에 따라 네트워크의 특성이 달라진다. 둘째, 본국의 산업발전 정도에 따라 본국과 실리콘밸리내 네트워크간의 관계가 달라진다. 셋째, 본국의 정책적 의지가 얼마나 강하냐에 따라 네트워크 활동의 강도도 달라진다. 넷째, 연구모형 인자간의 흐름방향에 따라 본국과 실리콘밸리 간의 역할 관계가 다르게 나타난다. 아울러 본 연구에서는 각 민족별 네트워크의 특성을 비교 분석한 후, 한국계 벤처 네트워크의 모델도 함께 제시하였다. 끝으로 본 연구의 관찰 및 분석을 바탕으로, 한국계 Global Network 발전방안에 대한 정책적인 제안을 제시하였다.

• 한국IT서비스학회:학술대회논문집
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• 2009.11a
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• pp.3-8
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• 2009

03년~'08년 동안 국내 IT 서비스 시장의 연평균 성장률은 약 4.9%로 한국의 IT 제조업이 세계적인 경쟁력을 갖추고 빠르게 발전하고 있는 데 반해 IT 서비스 산업은 상대적으로 느린 속도로 발전하고 있다. 이에 따라 국내의 IT 서비스 기업들은 기존 사업의 혁신, 신규 사업 및 해외 사업 진출 등을 통하여 신성장 동력 발굴에 매진하고 있다. 이와는 대조적으로 글로벌 IT Service 기업, 인도 IT Service 기업과 더불어 최근에는 중국 IT Service 기업들도 ODC (Offshore Delivery Center) 혹은 GDC (Global Delivery Center)의 설립/운영을 통하여 연평균 30% 이상의 고(高) 성장을 이루어내고 있다. 본 논문에서는 Offshore Delivery Center (이하 ODC) 추진 전략에 대한 연구를 통하여 한국 IT 서비스 기업의 바람직한 ODC 추진 전략을 제시하고자 한다.

• Journal of Venture Innovation
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• v.1 no.2
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• pp.75-87
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• 2018

We designed this study for verifying the differences of causes and individual results of job stress between Koreans in Korea and Chinese in China of a same company. The results in the study are as follow. Significant differences between two groups were identified in job stressors: Koreans showed higher levels than Chinese for factors like inter-group conflicts, supervision/evaluation, job overload, task characteristics, socio-demographic factors, and Chinese showed higher levels than Koreans for factors like job conflicts, job ambiguity, family-related factors. We also identified that levels of stress perceived by individuals as anxiety, depression, and physical symptoms of Koreans are higher than those of Chinese. As to the influence of job stressors on stress level, Koreans show significant results for supervision/evaluation, decision making/responsibility, family-related factors, and Chinese show significant results for family-related factors, social support, socio-demographic factors. Based on the results of this study, implications, limitations, and future research topics were discussed.

• Journal of Korea Entertainment Industry Association
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• v.14 no.3
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• pp.191-200
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• 2020

Companies are seeking to maximize profits through exports and imports in the ultra-fast, ultra-high-speed modern society. It is only possible to sustain its survival if it targets the global market, not based on any specific region. The K-POP group is also targeting overseas markets in a manner similar to the various global strategies used when companies make inroads into foreign markets, including exports, contracts and direct investment. The K-POP group is engaged in various forms of activities, ranging from simple forms of performance (export) that are visited and staged by an invitation from a certain foreign country to series performances (license) by an invitation from a local promoter and tour performances using its capabilities. The K-POP group is seeking to go beyond the art of single-stage performances and make a systematic plan and make inroads into foreign countries in the form of direct investment suitable for each foreign country. The K-POP group made inroads into overseas markets in the form of simple performances from the late 1990s to 2005, when 'Korean Wave' was first introduced. Group H.O.T., etc. are typical examples. Since then, it has sought to enter overseas markets in the form of franchises by accepting overseas members by 2018, starting with Super Junior in 2005. Since then, the K-POP group in the form of joint investment attempted as group IZ*ONE in 2018 appeared, and a voice story came out in September 2018 when South Korea's JYP Entertainment and Tencent of China joined forces. Unlike K-POP Group, which has entered foreign markets with a global strategy based on the existing export method (H.O.T.), 'Boystory' is a representative group that is made with joint investment, which is a direct investment method. In February 2020, RBW released 'D1Verse,' a five-member group selected by Vietnam's reality show, as a joint investment-type group. This shows the possibility that domestic and foreign companies will release a group in the form of joint investment in order to pursue both globalization and localization.

• Journal of Technology Innovation
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• v.26 no.2
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• pp.95-128
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• 2018

Since mid and late 2000s, the smartphones has been widely diffused and Korea ranked first in global smartphone market in 2011 thanks to its rapid adoption of Android operating system, technology capability accumulated in featurephone development, vertical integration on smartphone production and premium positioning. However, Korea fell behind because of the rise of another latecomer, China, in four years (2015) after it recorded the top position globally. How did the leadership change occurred in the smartphone industry so rapidly? In order to answer the question, we investigated three favorable windows of opportunity for the rise of China, which are technological, demand, and institutional, and the strategic responses of Chinese firms as well as the rigidity and complacency with the past success of Korean firms. Our findings contribute to the extension of 'catch-up cycle' theory as well as provide in-depth insights for strategies and policies settings to overcome the recent rise of China in information and communication technology sector for Korea.