• The Korea Swine Journal
• /
• v.29 no.9 s.337
• /
• pp.238-241
• /
• 2007

• 한국게임학회지
• /
• v.4 no.1
• /
• pp.28-31
• /
• 2007

• The tire
• /
• s.236
• /
• pp.8-9
• /
• 2008

• 베이커리
• /
• no.11 s.352
• /
• pp.70-73
• /
• 1997

• Journal of Internet of Things and Convergence
• /
• v.8 no.4
• /
• pp.85-96
• /
• 2022

The purpose of this study was to investigate how the management strategies and organizational culture required in the digital economy have an effect on business performance. It provided basic data on management strategies and organizational culture necessary to approach as a digital leading country. For data collection, a survey was conducted from March 1 to May 30, 2022 for companies located in J province and engaged in industries related to the digital economy. The survey was conducted online and non-face-to-face, and a total of 225 companies participated in the survey. For statistical analysis, frequency analysis, exploratory factor analysis and reliability analysis, cluster analysis, independent sample t-test, and multiple regression analysis were performed. The research results are as follows. First, organizational culture was classified into high and low groups according to preference in innovation oriented, relationship oriented, task oriented, and hierarchical oriented. Second, the 4 types of organizational culture showed differences in prospectors strategy, analyzers strategy, defenders strategy, differentiation strategy, cost leadership strategy, financial performance, and non-financial performance according to preference. Third, management strategies affecting financial performance were found to be analyzers strategy, differentiation strategy, prospectors strategy, and cost leadership strategy. Fourth, management strategies affecting non-financial performance were found to be differentiation strategy, defenders strategy, analysis strategy, offensive strategy, cost leadership strategy, and focus strategy. Fifth, organizational culture affecting financial performance was found to be task oriented. Sixth, organizational culture affecting non-financial performance was found to be innovation oriented and relationship oriented. Through these studies, it is expected that the economy will be revitalized in the domestic market and a growth ecosystem that can take a new leap forward is created in the global market.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.9 no.6
• /
• pp.199-212
• /
• 2014

Recently, there are increasing to the interest in the organizational innovation DNA as the innovation origin and these interest mainly were approached through the case analysis of global innovative companies. The purpose of study is to investigate the applicability under the CEO of SMEs settings as global companies' cases. The research focused on the impact of innovator's DNA on innovative strategy by the empirical study that analyzed from 110 firm's data in Daegu and Gyeongbuk region. The results of empirical study, innovator's DNA has positive effects on the overall innovative strategy, especially the effects of discovery DNA are stronger than operational DNA. Included to the discovery DNA effects, operational DNA bring about negative on the product differentiation, though it has positive on the market differentiation. In terms of components of innovator's DNA, the questioning and association have strong impacts on the overall innovative strategy, and analyzing has positive on market differentiation, but specific task implementation has negative on the product differentiation. The results suggest that the logic of global innovation case is possible to the SME's CEO and need to learning efforts to promote discovery DNA for successful innovation.

• Life and Agrochemicals
• /
• v.27 no.5 s.218
• /
• pp.60-63
• /
• 2006

한국작물보호協, 준회원과의 간담회 개최/ 듀폰, 한국작물보호協준회원 가입/ 경농, 차별화전략 통해 친환경농자재 사업 참여/ 동부한농, 환경캠페인 「우리 산 푸르게!」행사 가져/ 신젠타, 「그라목손 인티온」출시회 가져/ 농진청∙업계, 농약관련 현안 협의 간담회 가져/ 화정박물관 개관기념전, 성황리 막 올라

• KOREAN POULTRY JOURNAL
• /
• v.37 no.6 s.428
• /
• pp.86-87
• /
• 2005

우리나라의 닭고기는 유통주체 회사의 주도에 의한 통합생산이 일반적이며 일부 농가에서 토종닭을 이용한 자체 브랜드(PB)가 개발되어 있으나 그 수는 적다고 할 수 있다. 정예 농업인 육성과 지역 단위 농축산물의 차별화 전략, 유통회사의 브랜드 개발로 많은 닭고기 브랜드가 있으나 사료에 의한 방법으로 한약재 활용, 지방산 이용이 주류를 차지하고 있다. 앞으로 농가 및 생산자 중심의 브랜드 닭고기 개발에 있어 맛 성분에 의한 차별화에 도움이 될 수 있는 내용을 소개하고자 한다.

• Journal of the Korea Academia-Industrial cooperation Society
• /
• v.16 no.6
• /
• pp.4308-4321
• /
• 2015

Designing a complex begins with plans to differentiate the archetypical place in accordance with environmental characteristics of the area where target programs and districts are to be located, with which the space reformed with the change and development of the era is established and shaped. In particular, in the area such as our domestic land, some 70% of which is inclined has adopted the design concept that uses slopes with the stream of times and has sought design strategies that consistently interpret and approach slopes. Taegwondo Park, the target of this study, has collected six draft design plans during the design stage with different values and thus strategies of utilizing topographies and spaces differentiated accordingly. Particularly, approaching strategies in accordance with geographical features by designer, the relationship between architecture and external space to be implemented according to the rank, philosophical understanding of architects and design strategies as the concept of iconizing the area carry significant implications as major design strategies explored by this study, through which I was able to identify the possibility of materializing the design strategy for hill lands.

• International Area Studies Review
• /
• v.16 no.1
• /
• pp.327-349
• /
• 2012

This paper examined the strategic inward foreign direct investment and business performance in free economic zone. attractive of segment and country's competitive advantage were as proxy for the matrix of appropriateness. The marketing differentiation, inducement promotion, incentive, and business support were as proxy for the business performance. Based on the analysis of one hundred twenty cases, the following results were found. First, based on the attractive of segment and country's competitive advantage, the types of four segments was drawn. Second, the segment 4 have a significantly difference on their business performance. Third, strategic foreign direct investment have a significantly high difference on their marketing differentiation but a significantly low difference on their business support. Finally, the business performance, in order of performance, have a significantly difference on their marketing differentiation, inducement promotion, incentive, and business support. Limitation and suggestions for further are also highlighted.