• Proceedings of the Korea Society for Industrial Systems Conference
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• 2000.11a
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• pp.131-167
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• 2000

Top CEO Priorities 1. Increasing Globalization(94%) 2. Improving Knowledge Management(88%) 3. Reducing Cost and Cycle Time(79%) 4. Improving Supply Chains Globally(78%). "Personally, I believe that future leadership companies and future leadership institutions of all kinds will be those that know how to compete and win on the basis of knowledge-learning, adapting and improving this vital asset we know as information."(omitted)

• Korean Management Science Review
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• v.17 no.3
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• pp.31-47
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• 2000

The widespread diffusion of Internet has enables companies to conduct business in quite a different way. marketing on the Internet becomes more important as firms adopt electronic commerce as a means to implement competitive strategies. One hundred and four BC shopping mall companies responded to an e-mail and web server survey about the anticipated benefits of electronic commerce and related strategies. The survey also asked about improvements in value chain activities and impediments to the implementation of electronic commerce in Korea. The results indicated that Korean shopping mall companies followed differentiation strategy significantly more than the other two strategies. In addition, six benefits factors were drawn from this study - information, productivity, cost savings, customers, management information, and applications. Productivity factor was related to cost leadership strategy, and customers factor was related with cost leadership, differentiation and focus strategies. Several benefits factors were also correlated with value chain activity improvements. The results of this study were compared with those of research conducted in the United States.

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

• Management & Information Systems Review
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• v.38 no.2
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• pp.105-118
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• 2019

In order for a strategy established by a company to be implemented efficiently, it must be supported by an appropriate organizational culture. This means that if a firm has an organizational culture suitable for strategy implementation, performance can be enhanced. This study divides competitive strategy into cost leadership strategy and product differentiation strategy, and organizational culture into hierarchical/rational culture and consensual/development culture. Based on 122 questionnaires collected through KOSPI listed manufacturing companies, the results of the empirical analysis on the effect of suitability between competitive strategy and organizational culture on performance by balanced scorecard perspective are summarized as follows. First, it shows that the cost leadership strategy and the hierarchical/rational culture are more fit. Specifically, The high suitability between the cost leadership strategy and the hierarchical/rational culture has a positive effect on the performance of the balanced scorecard perspective(excluding performance by learning and growth perspective). Second, The high suitability between the product differentiation strategy and the consensual/development culture has a positive effect on the performance of the balanced scorecard perspective. The results of this study suggest that it is important to form a corporate culture that can lead to changes in the beliefs and behaviors of organizational members in accordance with the competitive strategy in order to successfully implement the strategies established by the company.

• 한국디지털정책학회:학술대회논문집
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• 2006.12a
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• pp.153-161
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• 2006

The purpose of this study is to confirm whether the IT activity and organizational strategy makes a significant influence on the system performance. IT activity is defined as a system development, system operation and system management. Cost leadership and Differentiation were used as a strategic type Field research was employed to empirically investigate the relationship among the var iables. The finding of the study can be summarized as follows. IT activity and strategic type are not enough to explain the system performance.

• Journal of Digital Convergence
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• v.4 no.2
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• pp.75-85
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• 2006

The purpose of this study is to confirm whether the IT activity and organizational strategy makes a significant influence on the system performance. IT activity is defined as a system development, system operation and system management. Cost leadership and Differentiation were used as a strategic type. Field research was employed to empirically investigate the relationship among the variables. The finding of the study can be summarized as follows. IT activity and strategic type are not enough to explain the system performance.

• The Journal of Information Technology
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• v.8 no.2
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• pp.59-76
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• 2005

The purpose of this study is to identify types of dynamic manufacturing strategies and their effects on business performance. Three characteristics of Korean manufacturing should be noted. First, it is found that there are six types of dynamic manufacturing strategies in Korea. Second, the roles of the infrastructural and structural action programs become different according to different types of dynamic manufacturing strategies. Third, the strategy of continuously fostering both cost leadership and differentiation capabilities has turned out to be very effective in Korea.

• Journal of Korean Society for Quality Management
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• v.38 no.1
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• pp.10-19
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• 2010

The competitive strategies of the Korean manufacturing companies have changed from the "cost leadership" strategy in the early developing stage since 1960's to the "stuck in the middle" position since 1990's in the face of emerging new cost leaders as the Chinese companies. The data on the strategic contents of the Korean manufacturing companies show that their strategies are seeking the value innovation through not only quality improvement but also cost reduction altogether rather than selecting one on the trade-off relation between the both competitive dimensions. Their strategic actions seem to be seeking the operational efficiencies through all the value chain activities rather than the strategic effectiveness by selecting and focusing on the specific competitive dimension, which is considered as a typical strategic approach. Their strategy seems to be non-strategic in the general sense. But their non-strategically looking behaviors can be reasonable enough for their sandwiched competitive position between the global quality leaders and following cost leaders. This paper explains why their strategies can be right through the theoretical explanations by using the quality-price elasticity approaches for the consumer behaviors. We can call their strategic activities as the value innovation strategy.

• Journal of Distribution Science
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• v.15 no.6
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• pp.47-56
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• 2017

Purpose - The purpose of this study is to examine the viability of imitation strategy. Imitation strategy is one of the strategic options that a late mover can choose, and by selecting the strategy, the company imitates key elements of the business model of first movers, and modifies them to suit its conditions. The author attempted to explain how the elements of first mover's business models were creatively adapted to suit the conditions of late movers so that they can secure market position face-to-face market leaders. Research design, data, and methodology - For the purpose of the study, Korean coffee franchise industry was selected to compare the strategies of first and late movers and to discuss imitation strategy in detail. The author conducted in-depth case study of first mover and business model innovator Starbucks and Ediya Coffee, one of their imitators. The paper examines how Ediya has imitated and modified the business model of Starbucks to secure its unique competitive position in domestic market by using value chain and generic strategy analysis. Results - Starbucks and Ediya were compared in terms of their interior design, the price level of beverages, the variety of side dishes, and shop locations. Starbucks have invested interior design heavily to shops, offered diverse beverages and side dishes with relatively high price, the shops are located in central areas, whereas Ediya has concentrated on achieving cost leadership in all value activities as maintaining the quality of key products. Ediya succeeded in achieving best-provider strategy, in which it enjoys both cost leadership and differentiation advantages, largely by the strategic alliance with the biggest coffee manufacturer, Dongsuh Foods in Korea. Conclusions - Though Ediya is the imitator of Starbucks, it has modified Starbucks business models and succeeded in providing the 'third place' experience for budget-minded customers. Ediya has also succeeded in benefiting its franchisees by lowering costs and simplifying the various tasks of coffee shop management. Due to these factors, Ediya could become one of the largest number shops as the coffee franchise in Korea.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.6 no.1
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• pp.71-98
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• 1998

The study proved the fitness between competitive strategy and service operation strategy of service companies. The competitive strategy of a corporation is a major strategy playing the role of bridge linking both corporate strategy and functional strategy. And it is a choice of method how to win competitors in given area. There have been such a specific methodologies for acquiring competitive advantage as Porters competitive strategy, Miles and Snows adaptive strategy, and Life cycle strategy. But, many scholars have pointed that its more important for high corporate performance to determine the competitive strategy of a corporation fitting the external environment and internal structure. So its needed for successful cost-leadership or differentiation strategy to differentiate organizational function, resources, and various organizational factors. But there have been no methodologies or practical guidelines fitting competitive strategy, corporate structure, and external environment in sprite do service corporations growth. So, the study proved the fitness between competitive strategy and service operation structure in Airlines after selecting service structural elements necessary for strategic management.