• Journal of the Economic Geographical Society of Korea
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• v.5 no.2
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• pp.209-228
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• 2002

The purpose of this paper is to evaluate strategies for the attraction of Korean finns into EU Objective 1 (less prosperous region).2(regions facing structural difficulties or conversion) on the basis of Korean foreign direct investment in the European Union(EU) in the past 10 years (the late 1980s-late 1990s). Of such strategies the most important was incentive packages for Korean finns by those regions. Nonetheless, these packages did not contribute to the development of the finns and regions because of limits to the finns' competitiveness(cost competitiveness) and the regions' competitiveness(low productivity and skills). Consequently, these strategies of EU Objective 1.2 regions did not provide an opportunity for pathways to successful development because the incentive packages provided to the finns and regions without the consideration of their internal and external circumstances.

• The Journal of the Korea Contents Association
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• v.16 no.4
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• pp.88-99
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• 2016

Traditional Performing Arts is a key element of national competitiveness that represents the identity of a country. Preserving traditional performing arts such as traditional culture overall aggregate such as literature, art, music, dance, theater and enable it to meet future national culture is to secure a competitive brand. Meanwhile, it shrouded in advance global success of K-pop and TV content, such as our popular culture, but our traditional performing arts sector, there has been a steady effort to receive the attention of the world and expanding capacity and performance. Now, this point will be a new policy approach needed to expand more popular in both domestic and world demand in traditional performing arts. In this study, we propose a strategic plan to raise the popularization and industrialization of our own needs and unique traditional performing arts opportunities for successful overseas expansion and promotion of the content of traditional performing arts.With the help of information technology.

• The Journal of the Convergence on Culture Technology
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• v.6 no.4
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• pp.203-208
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• 2020

The trade war between the United States and China has been going on for many years, and sanctions against Chinese telecommunications companies in the United States are increasingly tightening. Despite these restrictions, ZTE (Zhongxing), China's leading communication equipment company, is rather expanding its market share in the global 5th generation mobile communication (5G) market. ZTE's growth and competitiveness are based on its unique corporate culture. ZTE places great importance on R&D, has a corporate culture of humility and moderation based on traditional Chinese culture. Besides, it has the placement and use of human resources in the right place. While ZTE strives to implement people-centered management, it makes good use of internal competition. Despite ZTE's global market share and corporate competitiveness, virtually nothing has been studied in Korea. The results of this study are intended to be helpful in enhancing the competitiveness of Korea's ICT industry and companies that want to expand to the world while fostering 5G.

• Journal of Convergence for Information Technology
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• v.11 no.12
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• pp.229-235
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• 2021

The K-Beauty beauty industry is emerging as a future-oriented growth industry that creates high added value. Therefore, this study analyzed the trends of the K-Beauty beauty industry, the latest cosmetics industry trends, and previous studies and reports related to global competitiveness with the purpose of suggesting a direction to develop into a promising industry with future value needs and competitiveness of consumers. First, it is necessary to induce the demonstration of social and economic value as an export-beneficial industry by enabling division of roles between industries and governments by sector based on innovation and creativity. Second, it is expected to succeed only when beauty and IT are fused to form and expand an innovation network. Finally, if legal and institutional improvements are preceded to solve the task of creating new jobs and fostering professionals that meet the goals of industrial development, it will be possible to strategize the revitalization of the future-oriented K-Beauty beauty industry.

• Journal of the Korean Data Analysis Society
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• v.20 no.6
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• pp.3087-3099
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• 2018

Due to the constant changes of companies' global networks, the expansion of global e-commerce as well as the market-oriented global supply chain management, global enterprises are strategically selecting and entering into viable countries able to become global footholds. Therefore, this study aims to scrutinize the trend of changes in the global networks of Korean companies by analyzing the current overseas countries over the past decade. From the analysis, it has been found that there is a significant difference in the priorities of targeting countries among shipping, manufacturing and logistics companies. Logistics companies preferred to enter Germany first while they attached to a lower priority to Singapore. Manufacturing companies had a lower priority to advance to India, while they preferred to advance to Mexico; however, shipping companies were analyzed to prefer to enter the US. In addition, all of these companies identified the importance of securing volume and network by entering overseas markets to achieve economies of scale and scope and to maintain global competitiveness. Joint overseas expansion of manufacturers with shipping and logistics companies can be recommended to facilitate the entry and thus, enhance global competitiveness and service capabilities and also secure new growth engines.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.3
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• pp.338-352
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• 2019

This study was empirically intended to determine obstacle factors of the global start-up promotion for the international inroad of global start-up companies. The statistical analysis of reliability and validity was conducted through the AMOS structural equation model after surveying 300 companies over 5 years old into start-up in metropolitan cities across the country. The findings are as follows. The global start-up growth had a very close relationship with capital, product development period, quality and human resources. And capital as a start-up obstacle factor was insignificant, but development period, quality and human resources had a close relationship with industrial competitiveness. Even in the mediating effect of start-up obstacle factors on industrial competitiveness, capital was rejected, while quality, development period and human resources were adopted, having a positive mediating effect. These results demonstrate that capital is not a big obstacle to the management because of the continuous support of the government due to the nature of start-up companies, but growth is in a remote future as long as there is no independent product competitiveness to maintain the quality of products at a certain level and support of professional workforce to develop and commercialize them.

• Journal of Distribution Science
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• v.13 no.2
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• pp.55-62
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• 2015

Purpose - This study aims to investigate the success factors pertaining to K-POPs from an analysis of the internal business environment. Much research has investigated Korean Moves or how to popularize them. The research mainly focused on aspects of Korean Moves. However, few studies have attempted to examine Korean Moves or K-POPs from a managerial viewpoint. The current research tries to investigate the success factors of K-POP from strategic perspectives, specifically utilizing internal resource based view perspectives. It differentiates itself by looking at the competitiveness of K-POP from the internal resources. Research design, data, and methodology - In the entertainment industry, where creativity is heavily stressed, competitiveness is often regarded within the organization as a form of intangible asset, knowledge, or technology that is often related with the organization's personnel. Some research has tried to reveal the competitiveness of K-POP using Porter's competitiveness of nations framework. Others utilize the adapted model of Porter's structure. However, these models only look at the outside environment, and not inside a firm's resource, knowledge, or capabilities. This research utilizes the VRIO model to examine the internal resources and capabilities of K-POP producers. The model measures whether a firm's internal resources and capabilities are valuable, rare, difficult to imitate by competitors, or organizable. The research covered businesses whose yearly revenue exceeds $10 Million in music planning and recording in South Korea. There were only thirteen such companies (one percent of the total population). Of these, companies for whom 20 percent or more of the sales revenue comes from the abroad are targeted. Only seven are selected and these participated in the research. In order to find a firm's internal resources, we conducted qualitative research methodology. Their business names and persons who participated in this research are not revealed due to case sensitive issues. Instead, we use unrelated initials for their names and their statements. Results - From the in-depth interview with top-tier K-POP producers and managers, the current research tried to identify resources and capabilities that helped to strengthen their competitiveness. These resources and capabilities are sought from the scope of the VRIO model, which looks at the internal resources and capabilities from the scope of value, rarity, imitability, and organization. Interviews with the top tier producers and managers reveal the internal success factors of K-POPs. We conclude that these resources and capabilities are from internally accumulated producing know-how, unique managing (training) system, and outstanding all-round entertainment capabilities of the performers. Conclusions - These results indicate that the core resources and capabilities of K-POP are robust. It will take a significant amount of time and money to imitate for followers, because these resources and capabilities are the result of time investment and are embedded into producers' and performers' know-how. Taking Luo (2000)'s argument, K-POP is in the second stage of the globalization process, which is configuring and allocation resource capabilities to a global scope.

• Korean Journal of Construction Engineering and Management
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• v.18 no.6
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• pp.3-12
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• 2017

In recent years, Project Management Consultant(PMC) project has been emerging as a high-value-added engineering project. However, domestic engineering firms have difficulties in entering the overseas PMC market because of poor project performance and lack of PMC capabilities. To overcome these limitations, this study analyzes the key competitiveness factors for successfully performing the global PMC projects. PMC competency factors based on Porter's double diamond theory were extracted, and a questionnaire survey was conducted on domestic and overseas engineering firms. In addition, the important PMC competency factors were derived through paired t-test and IPA matrix analysis. As a result, the PMC competitiveness of domestic engineering firms was analyzed as around 60% compared to that of global engineering firms. Furthermore, 'PMC track records' and 'project management/owner response skills' were identified as top priority competency factors which are the most necessary factors for present domestic engineering firms. This study is expected to support to establish the international PMC market entry strategies by providing priorities of key competitiveness factors.

• Journal of the Economic Geographical Society of Korea
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• v.14 no.1
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• pp.1-18
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• 2011

This paper explores changing concept of city in the context of globalization with innovation city and examines the characteristics of innovation city along with regional and national competitiveness. It is agreed that construction of innovation city by relocation of public institutions for balanced development of the country has valid logic. However, there are weak possibilities of innovation within the innovation city. Further more it is not a proper solution for the level up of national and regional competitiveness through this policy. The main logic is that physical relocation of institutions do not guarantee innovation of region through integration into globalization network resulting from the scale difference between nation and globe. Rather this paper suggests that regional innovation policy should performed in accordance with regional conditions and for the better competitiveness of nation and region, decentralization of power is needed. Then a region could have connection with global pipeline based on endogenous development power.

• Journal of Korea Port Economic Association
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• v.17 no.1
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• pp.27-51
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• 2001

The purpose of this paper is to investigate the productive efficiency of world container ports by using the DEA (Data Envelopment Analysis) method and raw data from previous research in measuring the international competitiveness of world container ports. Ports have to cope with rapid changes in shipping environments. In order for a port to compete in the global market, it must provide port services promptly and accurately. Basically, there are two approaches to measuring the international competitiveness of a container port. First, there is the traditional productivity analysis method, which analyzes productivity based on the container port's facilities (efficiency, selectivity, land availability), and by its general capacity (handling ability, storage capacity, terminal productivity). Second there is multi-attribute utility analysis, which considers several elements including the reasons for selecting particular container ports and factors determining international competitiveness. This paper follows the first method (traditional productivity analysis) and extends the limitation of previous studies by using the DEA method newly, and suggesting: the relative productive efficiency of container ports. The main results of this paper are as follows: First, the results of the DEA analysis in terms of world container ports matches that of a previous study (Jun et al., 1993) at a level of 35%. The low ratio is due to the constrained set of input-output elements, the result of only twenty container ports being analyzed in this paper. Second, the result of the DEA analysis in terms of North-East Asia's container ports matches with that of a previous study (Ha, 1996) at a level of 100 percent. Therefore we can conclude that the DEA analysis is the best measurement method for international competitiveness. Policy implications for this study are as follows: First, when port authorities want to measure the international competition power of container ports and enhance their productive efficiency, they should consider the traditional method and newly introduce the DEA method. Second, according to the analysis results of the DEA method, pen authorities should recommend benchmarking ports as reference ports in order to enhance the productive efficiency of container ports that show an efficiency score of below 1.