• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.1
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• pp.13-27
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• 2016

Companies strive to have the ability to flexibly respond to environmental changes in modern society with its rapidly changing business environment. That is, companies try to achieve the corporate performance by using a variety of strategies since companies that don't go along with changes in industry are likely to fall behind. Also, the corporate performance is a key element in national competitiveness, and government is willing to support companies to maximize their performance in various ways. This study examines whether there is a difference between corporate strategies and government policies according to the retention and the type of certification of innovation. The company's strategy configuration effort is largely divided into exploration and exploitation of external knowledge, while the government's policy is divided into direct support, indirect support, and financial support. The corporate performance is analyzed using technological performance; innovative perspective and the sales; and the actual corporate performance as proxy variables. As a result, the variable affecting the performance differs according to the retention of certification of innovation. The variable affecting the corporate performance differs according to the type of certification of innovation as well. Therefore, it was found that companies can achieve the corporate performance by considering the situation at hand and the differentiated action strategies depending on the type of certification of innovation.

• Journal of the Korean Society of Safety
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• v.27 no.3
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• pp.125-130
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• 2012

According to the Korea National Statistical Office data in 2010, the population over ages of 65 years would possess to 11.3% whole population of Korea in 2011 denoting Korea is already in the aging society. Old age is associated with inevitable time-dependent losses in physical capabilities. However the maintenance of physical capabilities is essential for continuing independence in old age. The work ability index(WAI) was constructed to reveal how well a worker is able to perform his work. This study focused on the discovery of an industrial and age-related influences on the work ability and job stress of workers in the shipbuilding, house managing, apartment construction industry. For this, the study conducted a job stress test using the Korean Occupational Stress Questionnaire Short Form, and employee performance evaluations using the Work Ability Index (WAI) of the Finnish Institute of Occupational Health (FIOH) on 3,228 workers in the shipbuilding, house managing and apartment construction industry. SPSS 12.0 K statistics program was used for statistics analysis and significance was verified with the Kruskal-Wallis test, a corporate body of nonparametric statistical analysis. As a result, employee performance had significant differences, depending on age, an industrial and years of service. The mean WAI score of the shipbuilding industry was lower than that of the other industry. Additionally, it was found that employee work ability decreased more as job stress increased.

• Corrosion Science and Technology
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• v.6 no.3
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• pp.128-132
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• 2007

For a quantitative inspection on the performance of weathering steel bridges, we have investigated the relationship between the corrosion rate and the composition of the rust layers formed on weathering steel bridges located in various environments in Japan and applied a protective ability index (PAI) to the bridges. The corrosion rates were clearly classified by the PAI, ${\alpha}/{\gamma}*$ and sub index of $({\beta}+s)/{\gamma}*$, where $\alpha$, \gamma*, $\beta$ and s are the mass ratio of crystalline $\alpha-FeOOH$, the total of $\gamma$-FeOOH+ $\beta$-FeOOH + the spinel-type iron oxide (mainly $Fe_3O_4$), $\beta-FeOOH$ and spinel-type iron oxide, analyzed by powder X-ray diffraction, respectively. In the case of ${\alpha}/{\gamma}$*>1, the rust layer works protective enough to reduce the corrosion rate less than 0.01 mm/y. The sub index $({\beta}+s)/{\gamma}*$<0.5 or >0.5 classifies the corrosion rate of the non-protective rust layers, therefore the former state of the rust layer terms inactive and the latter terms active. The quantitative inspection of a weathering steel bridge requires a performance-inspection (PI) and periodical deteriorationinspections (DI). The PI can be completed by checking of the PAI, ${\alpha}/{\gamma}*$. The DI on the weathering steel bridges where deicing salt is sprinkled can be performed by checking the PAI, $({\beta}+s)/{\gamma}*$.

• Knowledge Management Research
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• v.11 no.2
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• pp.163-173
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• 2010

It is well known in KM (Knowledge Management) literature that a certain amount of knowledge is necessary for KM to contribute corporate performance to some extent. However, It is considerably difficult for a company to amass knowledge due to limited time and lack of understanding from employees. In this respect, DAEWOONG, one of leading pharmaceutical company in korea, shows very special knowledge management activity, SOP(Sucess of project), by which DAEWOONG succeeds in catalyzing the knowledge sharing process among members and cultivating men of ability. Also, DAEWOONG improve working performance at an individual level as well as team level. This case will help understand how important the knowledge management activity is to improve the corporate performance.

• Journal of Global Scholars of Marketing Science
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• v.19 no.3
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• pp.5-16
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• 2009

Corporate social responsibility (CSR) activities have been shown to be potential factors that can improve corporate image and increase the ability of corporations to compete. However, most previous studies related to CSR activities investigated how these activities influence product and corporate evaluation, as well as corporate image. In addition, some researchers treated consumers' perceptions of corporate motives as moderator variables in evaluating the relationship between corporate social responsibilities and consumer response. However, motive-based theories have some weaknesses. Corporate social responsibility activities cause two motives(egoistic vs. altruistic) for consumers, but recently, Vlachos et al. (2008) argued that these motives should be segmented. Thus, it is possible to transform the original theory into a modified theory model (persuasion knowledge model, PKM). Vlachos et al. (2008) segmented corporate social responsibility motives into four types and compared the effects of these motives on customer loyalty. Prior studies have proved that CSR activities with positive motives have positive influences on customer loyalty. However, the psychological reasons underlying this finding have not been determined empirically. Thus, the objectives of this research are twofold. First, we attempt to determine why most customers favor companies that they feel have positive motives for their corporate social responsibility activities. Second, we attempt to measure the effects of consumers' reciprocity when society benefits from corporate social responsibility activities. The following research hypotheses are constructed. H1: Values-driven motives for corporate social responsibility activities have a positive influence on the perceived reciprocity. H2: Stakeholder-driven motives for corporate social responsibility activities have a negative influence on the perceived reciprocity. H3: Egoistic-driven motives for corporate social responsibility activities have a negative influence on perceived reciprocity. H4: Strategic-driven motives for corporate social responsibility activities have a negative influence on perceived reciprocity. H5: Perceived reciprocity for corporate social responsibility activities has a positive influence on consumer loyalty. A single company is selected as a research subject to understand how the motives behind corporate social responsibility influence consumers' perceived reciprocity and customer loyalty. A total sample of 200 respondents was selected for a pilot test. In addition, to ensure a consistent response, we ensured that the respondents were older than 20 years of age. The surveys of 172 respondents (males-82, females-90) were analyzed after 28 invalid questionnaires were excluded. Based on our cutoff criteria, the model fit the data reasonably well. Values-driven motives for corporate social responsibility activities had a positive effect on perceived reciprocity (t = 6.75, p < .001), supporting H1. Morales (2005) also found that consumers appreciate a company's social responsibility efforts and the benefits provided by these efforts to society. Stakeholder-driven motives for corporate social responsibility activities did not affect perceived reciprocity (t = -.049, p > .05). Thus, H2 was rejected. Egoistic-driven motives (t = .3.11, p < .05) and strategic-driven (t = -4.65, p < .05) motives had a negative influence on perceived reciprocity, supporting H3 and H4, respectively. Furthermore, perceived reciprocity had a positive influence on consumer loyalty (t = 4.24, p < .05), supporting H5. Thus, compared with the general public, undergraduate students appear to be more influenced by egoistic-driven motives. We draw the following conclusions from our research findings. First, value-driven attributions have a positive influence on perceived reciprocity. However, stakeholder-driven attributions have no significant effects on perceived reciprocity. Moreover, both egoistic-driven attributions and strategic-driven attributions have a negative influence on perceived reciprocity. Second, when corporate social responsibility activities align with consumers' reciprocity, the efforts directed towards social responsibility activities have a positive influence on customer loyalty. In this study, we examine whether the type of motivation affects consumer responses to CSR, and in particular, we evaluate how CSR motives can influence a key internal factor (perceived reciprocity) and behavioral consumer outcome (customer loyalty). We demonstrate that perceived reciprocity plays a mediating role in the relationship between CSR motivation and customer loyalty. Our study extends the research on consumer CSR-inferred motivations, positing them as a direct indicator of consumer responses. Furthermore, we convincingly identify perceived reciprocity as a sub-process mediating the effect of CSR attributions on customer loyalty. Future research investigating the ultimate behavior and financial impact of CSR should consider that the impacts of CSR also stem from perceived reciprocity. The results of this study also have important managerial implications. First, the central role that reciprocity plays indicates that managers should routinely measure how much their socially responsible actions create perceived reciprocity. Second, understanding how consumers' perceptions of CSR corporate motives relate to perceived reciprocity and customer loyalty can help managers to monitor and enhance these consumer outcomes through marketing initiatives and management of CSR-induced attribution processes. The results of this study will help corporations to understand the relative importance of the four different motivations types in influencing perceived reciprocity.

• Journal of East Asia Management
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• v.1 no.1
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• pp.1-27
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• 2020

Military experience has a great impact on a soldier ability to handle risks. Therefore, when those soldiers become managers, they may behave differently in making risky corporate decisions, especially in activities like the R&D investment. However, studies on how military experience affect R&D have been largely missing in the largest emerging economy, i.e. China, despite that the country hires a higher percentage of military managers than the US. In addition, it remains a question whether military managers affect the state-owned enterprises (SOEs) in China, as many of the corporate decisions are made by the government. This paper tries to address these questions. The imprinting theory and the upper echelon theory suggest that managers' personal experience can affect their behaviour, which in turn influences their corporate decisions. In this paper, we examine whether managers with military experience lead to higher R&D investment and whether such an effect exists in state-owned enterprises. Based on a sample of listed firms in China's A-share market over 2008-2017, we make two findings. First, companies with military managers have high R&D investment. By dividing managers' military positions into high and low rank, we find that companies tend to have higher (lower) R&D investment if their managers hold a high-rank (low-rank) position. Second, the effect of high-rank military managers on R&D investment is more pronounced if the manager is also the founder and the company is a non-state-owned enterprise. For low-ranking military managers, a stronger effect on R&D investment is also observed if they are also the founder, but whether their companies are state-owned or not has no impact on R&D investment. This study identifies managers' military experience as a contributing factors to corporate R&D investment in the largest emerging economy. This paper tests an implication of the imprinting theory and the upper echelon theory, i.e., managers' personal experience can affect their behaviour, which in turn influences their corporate decisions. Specifically, we focus on one aspect of personal experience - military experience - and look at whether it is beneficial to firms' technological innovation, therefore enriches the literature of managerial heterogeneity. Our findings on the influence of managers' military experience on firms' technological innovation can help us better understand the role of managers play in corporate decision making, and how managers' individual traits interact with the firm's characteristics.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.1
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• pp.161-169
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• 2013

As research cooperation was increased nowadays, This study seeks to explores the performance determinants of research cooperation. Toward this end, this study is focused on generating such determinants as interfirm trust, commitment and corporate capability based on previous studies and existing literature. We define openness, management ability and consideration as sub-variable of interfirm trust, corporate capability was composed of R&D capability, financial capability, management capability and absorptive capacity. Commitment had no sub-variable. Also, this study was composed of two dependent variables, aiming to explore differential performance of research cooperation. Results of the empirical analyses are as follows. First, corporate capability was significant impact on research cooperation. Second, interfirm trust and commitment was not significant to research cooperation. Finally, performance differentiation between two dependent variable was not proved in this study.

• Journal of Advanced Navigation Technology
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• v.13 no.1
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• pp.1-10
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• 2009

In this study, what effects corporate culture of airlines' flight attendants has on job satisfaction was analyzed and the following results were derived. First, it showed that flight attendants of airlines feel job satisfaction with the ability of handling works by themselves before supervisors order something, with the faith of supervisors that subordinates will be able to work well, and with being able to talk about difficulties of the company open-minded. Second, flight attendants inairlines showed different levels of recognition about corporate culture based on age, married or not, position and how long they have worked in the company. Especially, it showed a big difference by their positions. Third, looking into the effect demographical characters have on job satisfaction, it indicated that the higher the positions were, the higher job satisfaction was, and especially, compared that job satisfaction of flight attendants having 4-7 years' careers is low, that of the flight attendantsmore than 8 years is high.

• Industry Promotion Research
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• v.5 no.3
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• pp.81-88
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• 2020

This study aims to emphasize the importance of organizational culture through case studies on the activation of Atomy corporate culture, which is a key factor in corporate sustain-ability. A company is a purely Korean network marketing company that is advantageous to consumers, and further enhances the sustainable growth system by realizing the value of A company that realizes customer's success beyond customers' with better quality and more reasonable prices. In particular, A company has the following three characteristics of organizational culture to realize its founding philosophy, motto, management goals and management policy. First, it is a culture of Observing Principles. Second, it is a culture of glowing together. Third, it is a sharing culture. In addition, A company established and practiced, a unique thinking and organizational culture characteristic of work, to realize growth and development of a top-notch company beyond a global Korean network marketing company. On the other hand, A company is realizing the re-establishment and implementation of the human resource management system that strategically reflects the value of industry according to the changes and characteristics of the times. In other words, the most important factor for revitalizing the organizational culture is the aspect of changes in the personnel system. We are further improving our sustain-ability management system through system innovation to provide continuous value to our partners, members, and consumers along with a strategic HR system differentiated from existing network marketing companies.

• Journal of Digital Convergence
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• v.20 no.5
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• pp.393-400
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• 2022

In a situation where the company handles accounting conservatively, the management's earnings forecasting information will be more conservative, and the conservativeness of this earnings forecasting information will have a differential effect in evaluating the performance of managers and paying compensation. This study aims to examine how the level of corporate accounting conservatism affects the forecast information of managers and how this affects the compensation of managers. This study establishes a hypothesis on the effect of the level of accounting conservatism on the earnings forecasting information and compensation of managers, and examines the relationship between managerial profit forecasting information & manager compensation according of conservatism in corporate accounting that can vary depending on the manager's disposition. As a result of the analysis, conservative managers are also conservative in earnings forecasting disclosure, and when corporate managers are highly conservative, they show their ability by making earnings forecasts disclosures more frequently and more accurately than corporate managers with low conservatism. It will help reduce the forecasting errors of stakeholders. Therefore, it is expected that this will play an important role in judging the manager's ability and determining compensation. Therefore, when a company handles accounting conservatively, management's earnings forecasts are also measured conservatively, which is expected to provide useful information on the basis and form of management's compensation to stakeholders.