• The Korean Journal of Community Living Science
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• v.11 no.2
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• pp.1-14
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• 2000

The purpose of this study was to empirically verify influence of objective variables and subjective variables of time management strategy of unmarried men and women and provide a basis for the development of time management. The subject of this study were 370 unmarried men and women and interviewed with a questionnaire. The data were analyzed by SPSS/PC+ program for the frequency, mean, standard deviation, and regression analysis. The major results of this study were as follows: 1. The score of implementing time management strategy of unmarried men and women was the highest. The score of getting support time management strategy of unmarried men and women was the lowest. 2. Variables that affect overall time management strategy were age, academic career, sex, degree of information using fate control orientation and communication. 3. The relative contribution of subjective variables on time management strategy were higher than objective variables.

• The Korean Journal of Community Living Science
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• v.14 no.1
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• pp.37-53
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• 2003

The purpose of this study was to empirically verify influence of objective variables and subjective variables of life management strategy of unmarried man and women and provide a basis for the development of time management. The subject of this study were 355 unmarried men and women and interviewed with a questionnaire. The data were analyzed by SPSS program for the frequency, mean, standard deviation, t-test and regression analysis. The major results of this study were as follows: 1. The score of time management strategy of unmarried man and women was the highest. The score of leisure management strategy of unmarried man and women was the lowest. 2. Variables that affect overall life management strategy were academic career, degree of information using, fate control orientation and perception level of living relative to others. 3. The relative contribution of subjective variables on life management strategy were higher than objective variables.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2000.10a
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• pp.255-258
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• 2000

Technology development strategy factors which are summarized as technology's integration, technology's rotation, and technology's receptiveness are generated by technology development variables through survey of new technology-based firm of IT industry. They have the significant influence on management performance such as Net Sales Growth Rate, ROA and ROI.

• Journal of Korea Society of Digital Industry and Information Management
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• v.8 no.4
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• pp.245-261
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• 2012

This study thus set out to empirically analyze connections between the success factors of marketing and management performance in the silver industry. For that purpose, the investigator analyzed relations between independent variables, which include such success factors of marketing as market segmentation, product mix, customer relational management, brand asset, price strategy, and marketing information system, and dependent ones, which include financial and non-financial management performance. Those results partially support the hypothesis that the six success factors of marketing set in the study have effects on financial and non-financial management performance in the silver industry. Customer relational management had the biggest influence, being followed by brand asset and price strategy in the order. Those results indicate that companies need to consider customer relational management, brand asset, and price strategy before other success factors of marketing to achieve financial and non-financial management performance in the silver industry.

• Korean Management Science Review
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• v.25 no.1
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• pp.75-91
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• 2008

Information strategy planning (ISP) pursues alignment of business strategy and IT (Information Technology) strategy as well as derivation of feasible and valuable IT projects. However, conventional ISP methodology hardly obtains the objectives because of its intrinsic shortcomings. Diverse ways are proposed for the improvement of the conventional methodology including, for example, combination of EA (Enterprise Architecture) with ISP. Meanwhile, six-sigma methodology which is characterized by quantification, scientific and systematic approach, customer orientation, process orientation has been gaining considerable attention and extending its application scope continuously. In this paper, an innovative ISP methodology is proposed by decomposing activities, methods, and tasks from conventional ISP process and reorganizing them into DMADOV six-sigma framework. In addition, the usefulness and applicability of the newly proposed methodology are provided using an electronics company example. The methodology enhance the possibility of producing future oriented and beneficial IT projects by associating IT strategy and the projects in the form of quantified causal relationship. Besides, it can also increase the objectivity of IT vision and strategy.

• Journal of the Korean Operations Research and Management Science Society
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• v.36 no.2
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• pp.67-88
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• 2011

This study empirically investigated the effects of knowledge management(KM) strategic alignment on the KM activities as well as the product and process innovation of manufacturing firms. Based on the framework, which employs the usage levels of target costing systems(TCS) and information technology(IT) infrastructure, four types of KM strategies were identified and proposed：mixed, explorative, exploitative and negative strategies. In this research, these four types of KM strategies were empirically validated. According to the results of this study, it was found that when a explorative KM strategy is aligned with a low-cost strategy, KM activities are activated and the degree of a process innovation is increased. It was observed that in the case of the alignment between a differentiation strategy and a exploitative KM strategy, both KM activities and the level of a product innovation are enhanced. The results also demonstrated that for the enhancement of both a process and a product innovation through the activation of KM activities, a mixed KM strategy must be aligned with a composite business strategy, which focuses on a low-cost as well as a differentiation strategies. Accordingly, it is concluded that the KM activities and the levels of the product and process innovation can be activated or improved with the alignment of the KM strategies and business strategies.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.39 no.4
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• pp.97-105
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• 2016

As information system is getting higher and amount of information assets is increasing, skills of threatening subjects are more advanced, so that it threatens precious information assets of ours. The purpose of this study is to present a strategic direction for the types of companies seeking access to information security. The framework classifies companies into eight types so company can receive help in making decisions for the development of information security strategy depending on the type of company it belongs to. Paired comparison method survey conducted by a group of information security experts to determine the priority and the relative importance of information security management elements. The factors used in the security response strategy are the combination of the information security international certification standard ISO 27001, domestic information protection management system certification K-ISMS, and personal information security management system certification PIMS. Paired comparison method was then used to determine strategy alternative priorities for each type. Paired comparisons were conducted to select the most applicable factors among the 12 strategic factors. Paired comparison method questionnaire was conducted through e-mail and direct questionnaire survey of 18 experts who were engaged in security related tasks such as security control, architect, security consulting. This study is based on the idea that it is important not to use a consistent approach for effective implementation of information security but to change security strategy alternatives according to the type of company. The results of this study are expected to help the decision makers to produce results that will serve as the basis for companies seeking access to information security first or companies seeking to establish new information security strategies.

• The Journal of Information Systems
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• v.18 no.3
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• pp.135-154
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• 2009

As the knowledge is recognized as a core factor of organization's competitiveness and creation of value added, the importance of knowledge management is also increased. To achieve the successful knowledge management, it is important to establish strategy that consider essential purpose of knowledge management such as creating and sharing of knowledge resource, improving performance, and continuing organizational innovation within the organization and influence factor inside and outside of organization. Until now, however, the research for knowledge management strategy was mostly limited to the statistical analysis based on the unilinear causality model, and systematic access and analysis that consider interaction and feedback structure between factors. In this paper, we developed the novel decision-making framework for successful strategy establishment by applying the analytic network process(ANP). Specifically. we derive clusters and components to decide the interaction and feedback structure between the elements of knowledge management by literature studies. And we produced relative importance and preference of clusters, components and alternatives dealing with feedback structure through the survey of experts in the field or related one of knowledge management. In result of this study, we expect that it will help the knowledge officer to decide establishing knowledge management strategy.

• Knowledge Management Research
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• v.8 no.1
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• pp.1-14
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• 2007

This paper is an exploratory study providing critical research issues in knowledge management strategy, process operations, and knowledge management system design and control in mass customization. The firms implementing mass customization provide good cases adopting recent changes in business environment including increased diversity and variability of customer needs, fast development of related technologies, and increase of the necessity of knowledge management. In this study, required knowledge management characteristics are investigated and future research issues are suggested for successful implementations of knowledge management. Research issues are extracted from the context of strategy, process, and information system for the purpose of practical adaptation and the types of mass customization are emphasized as a mediating element for fit and consistency between firms' corporate strategy and knowledge management characteristics.

• International Commerce and Information Review
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• v.8 no.3
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• pp.385-396
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• 2006

The successful knowledge and information based companies facilitate to restructure the industry and strengthen the national competitiveness in the future. The advent of information age provides us new challenge because the information breakthrough can play a pivotal role in terms of knowledge transfer in the human resource management. Executive officer must present long term vision in order to expand enterprise continuously and establish long term management goal and strategy which are appropriate for key organizational skills of future management environment (Pfeffer, 1998). Also, long term talent management based on vision, goal and strategy and talent development strategy and employment management must be established (小池, 1994)). American HRM system's reformation cannot be defined without scientific management policy. However, currently widely discussed Japanese HRM system's reformation cannot be defined without organizational commitment focused Japanese employment system. (津田, 1992 ; 太田, 1994). Japan's development of the following policies are behind comparing to Europe : (1)Skill based talent management regardless of age, sex, nationality, race and academic background (2)Consideration of retirement age of 64 (3)Creativity and freedom promoting talent management policy. Also, there are problems to be solved. Solutions will be searched for by establishing new wage policy based on tasks and individuals in the basis of lifetime employment system.