• Korean Journal of Poultry Science
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• v.8 no.2
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• pp.91-114
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• 1981

This research was carried out from July to August, 1981, to analyse the true state of management, the skill of production, the structure of consciousness about the selected 294 poultry$.$farms, and to know about their bottlenecks and suggestions. The results obtained were as follows: 1. As for manager's ages, 31 to 45 years old men rate was 67.76%. upper 50years old men 15.94%. 2. 79.9% of farm omen possess attainments equal to or higher than those of upper secondary school graduates. 3. In poultry farming career of the investigated person, layer chicken industry was longer than broiler. 4. Occupations of farm owners before. doing poultry farming were farmers(32.35%), company employees, civil servants and soldiers, etc. 5. 58.62% of the person ran only poultry farming and the rest of them held the additional office of a farmer and a public officer. 6. There were many people who made a speciality of poultry farming holding additional jobs as dairy farming, cultivating crops, gardening, etc. 7. 42.35% of the person began poultry farming with under 1,000 layer chickens. And the rate of the ones with 1,000-2,000 broilers for the first time consisted 40.95% 8. Present breeding scale was that the rate of the farmers having 5,000-10,000 layer chickens was 37.13% and the ones having 5,000-10,000 broilers 38.32%. 9. The rate of the person supplying self-labor was 23.16%, the person having 1.3 employees 51.47% and the ones having under 20 employees 1.47%. 10. 74.26% of the poultry farms used very good quality of baby chicks. 11. The rate of the farms which used chicken feed making the point of the quality of it was 65.47% and the ones which bought it on credit 26.62%. 12. 65.47% bought feed directly from factories and 26.62% bought it from commercial agents. 13. The rate of the layer chicken farms paying for feed in cash was 19.39% and the broiler farms 32.74%. Most of the farms bought feed on credit by 30-60 days. 14. They bought the medicine for chicken from animal drug stores or veterinary hospitals. 15. The rate of the person posting up accounts roughly was 47.52% and that of the ones doing them detaily was 43.57%, 40% did not do them because of bother and only 21.22% had their own cashbooks.

• Korean small business review
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• v.31 no.1
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• pp.73-88
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• 2009

This study examines the characteristics of 24 Korean hidden champions such as key success factors, core competences, strategic problems, and desirable future directions. The study categorized them into 8 types with Danny Miller's four trajectories and top manager's decision making style(rationality and passion). Danny Miller argued in his book, Icarus paradox, that outstanding firms will extend their orientations until they reach dangerous extremes and their momentum will result in common trajectories of decline. He suggested four very common success types: Craftsmen, Builders, Pioneers, Salesmen. He also suggested common trajectories of decline:Focusing(from Craftsmen to Tinkers), Venturing(from Builders to Imperialists), Inventing(from Pioneers to Escapists), Decoupling(from Salesmen to Drifts). In Korea, successful startups appear to possess three kinds of drive: Technology-drive, Vision-drive, Market-drive. Successful technology-driven firms tend to grow as craftsmen or pioneers. Successful vision-driven and market-driven ones tend to grow as builders and salesmen respectively. Korean top managers or founders seem to have two kinds of decision making style: Passion-based and Rationality-bases. Passion-based(passionate) entrepreneurs are biased towards action or proactiveness in competing and getting things done. Rationality- based ones tend to emphasis the effort devoted to scanning and analysing information to better understand a company's threats, opportunities and options. Consequently this study suggested 4*2 types of Korean hidden champions: (1) passionate craftsmen, (2) rational craftsmen, (3) passionate builders, (4) rational builders, (5) passionate pioneers, (6) rational pioneers, (7) passionate salesmen, (8) rational salesmen. These 8 type firms showed different success stories and appeared to possess different trajectories of decline. These hidden champions have acquired competitive advantage within domestic or globally niche markets in spite of the weak market power and lack of internal resources. They have maintained their sustainable competitiveness by utilizing three types of growth strategy; (1) penetrating into the global market, (2) exploring new service market, (3) occupying the domestic market. According to the types of growth strategy, these firms showed different financial outcomes and possessed different issues for maintaining their competitiveness. This study found that Korean hidden champions were facing serious challenges from the transforming economic structure these days and possessed the decline potential from their success momentum or self-complacence. It argues that they need to take a new growth engine not to decline in the turbulent environment. It also discusses how firms overcome the economic crisis and find a new business area in promising industries for the future. It summarized the recent policy of Korean government called as "Green Growth" and discussed how small firms utilize such benefits and supports from the government. Other implications for firm strategies and governmental policies were discussed.

• Management & Information Systems Review
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• v.37 no.2
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• pp.149-167
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• 2018

The purpose of this study is to analyze the performance of Virtual Desktop Infrastructure(VDI) adoption. VDI performance was measured by IS manager (system quality, security, and managerial operation) and business user (usability, access, and user satisfaction). The survey questionnaires were developed for measuring VDI performance. 84 data samples were collected from the companies that had adopted cloud-based VDI. This research model was verified by Smart-PLS and SPSS. The research findings were as follows: First, the companies using VDI experienced actual performance, but they did not attain their expectation. Second, as results of comparing between IS managers and business users, IS administrators had considerably higher performance than business users, which indicates that there were big differences in performance perception among users. Compared with prior research such as technical trend, system construction, and performance improvement, this study has the following implications. First, by comparing the expected performance with the actual performance of the companies that have implemented and operating VDI, it was suggested how a company that wants to adopt VDI can manage the expectation level of VDI and achieve higher actual performance. Second, because the perception of VDI performance differs between business users and system managers, it is meaningful that a fair evaluation of VDI performance requires a balanced consideration of business users and system managers.

• Journal of the Korea Fashion and Costume Design Association
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• v.4 no.1
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• pp.111-130
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• 2002

This study performed a structural questionnaire survey and non-structural interview of the ladies apparel manufacturers in Daegu on the qualification for the employees, skills required for job performance, job training, automatic manufacturing systems, and the use of computer. The results are as follows. 1. Almost all of the apparel manufacturing systems were Pair System, except one Line System in one company. In terms of outsourcing, most of the manufacturers answered “yes,” and in 1998 the outsourcing process was sewing, but in the year 2002, outsourcing has been increased :12 manufacturers(57.1%) outsourcing most of the processes except patterning, 3(14.3%) outsourcing the finish of sewing. 2. The workforce of 1998 and that of 2002 shows a significant difference(P＜. 01) between office work and management. The number of office workers has decreased from 15 down to 5.3 people. On the other hand, that of the management has slightly increased from 5.3 to 9.2 people. The number of the manual workers has decreased from 32.2 to 28.7 people. And the number of tailoring and patterning workers has slightly decreased, but the number has increased in sewing from 3.7 to 7.0 people. 3. The wage of an employee shows a significant difference between a sewing assistant(P＜. 01) and a production manager(P＜. 05), and the wage of a sewing assistant, in particular, has slightly raised from ￦905,000 to ￦1,054,000. 4. The qualifications required of employees are “cooperative human relations”(30.8％), “diligence,” and “ability for job analysis”(26.9％), and “positive thinking” (15.4％) in 1998, and “ability for job analysis”(38.5％), “cooperative human relations”(34.6％), and “positive thinking” (15.4％) in 2002. The areas for job openings are significantly different(P＜. 01) depending on the year. Job openings in the design section has increased from 1(3.8％) to 16 manufacturers (61.5％), and decreased in tailoring section from 22(84.6％) to 2 manufacturers(7.7％). Job openings in the sewing section have increased form 2(7.7％) to 6 manufacturers (23.1％). In terms of sex of the employees, there is a significant difference(P＜. 001). 19 companies(73.1％) wanted “male” in 1998, but 8 companies(30.8％) answered that they want “female” and 17 companies(65.4％) answered that “it does not matter.” About the educational background, there was a significant difference between the years. The number of the companies that want junior college graduates with an associate degree has increased(15 companies(57.7％). There was a significant difference(P＜. 05) in major of the employee. The number of the companies that want fashion majors has increased from 5(19.2％) to 20(76.9％). 5. In terms of job skills required, there was no significant difference. In 1998, “production skills” (46.2％) and “ability for job analysis” (26.9％) were required, and in 2002, “ability for job analysis” (42.3％) and “emotional skills” (26.9％). 6. In regard to training for job skills, “fashion professional training” has slightly decreased from 65.4％ in 1998 to 46.2％ in 2002, however, “training for job analysis” has slightly increased from 30.8％ in 1998 to 46.2％ in 2002, which indicates the fact that “fashion professional training” and “ability for job analysis” have been emphasized. 7. The number of the manufacturers purchased apparel CAD has increased from 1(3.8％) to 3(11.5％), and the number of the manufacturers that have no plan for purchase has increased from 16(61.5％) in 1998 to 15(57.7％), still taking up a big proportion. 8. About the use of computers in manufacturing, there is a significant difference(P＜. 05). The number of the manufacturers using computer has increased from 5(19.2％) to 15(57.7％) and that of the manufacturers which do not use computers has decreased from 17(57.7％) to 8(30.8％). 9. In the interviews with the owners of the manufacturers, they pointed that schools should give more weight on practical training courses, the invitation of experts in the specific field, complex production systems, training courses for sewing, field trip courses, and furthering specialty education, personality and vocational education.