• Journal of the Korea Safety Management & Science
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• v.23 no.4
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• pp.121-133
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• 2021

The composition of human resources in industrial sites is becoming global. In Korea, too, the proportion of foreign members in all industrial fields and production sites is increasing. This is the reason why an approach that reflects this reality is needed in the basic unit of competitive sources. Competitiveness starts with value creation, and this progresses through field innovation. Through empirical analysis of this study, it was analyzed that South Korea members showed active actions and attitudes in developing, promoting, and realizing ideas when they strongly recognized the real meaning of empowerment given by leaders. On the other hand, it was found that foreign members do not know the meaning of empowerment itself, so they are often unable to play an active role in the development, promotion, and realization of ideas. In fact, it was analyzed that foreign members generally did not experience positive interactions with LMX and were exposed to simple tasks and controls. In other words, they are being discriminated against in terms of communication problems, compensation system, and work environment. In particular, this phenomenon is exacerbated in the case of small and medium-sized enterprises (SMEs). Situational response to foreign workers through improvement of LMX and empowerment should be evaluated as a key management task in a situation where productivity improvement and job unit innovation are urgently needed.

• Journal of East Asia Management
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• v.3 no.2
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• pp.43-64
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• 2022

Exploring innovations for latecomers to catch up has been a popular concern in industry and academia. Over the last decade, more and more East Asian latecomer firms have moved beyond imitation and are delivering innovative products and services to the market. However, the semiconductor latecomers from China have limited success in catching up with more mature semiconductor firms. Our study examines how semiconductor latecomers to break through the latecomer's dilemma by innovation and achieve catch-up. We use a single-case approach for the Semiconductor Manufacturing International Corporation (SMIC) vertical development process to analysis its innovation path of catching up. The study's results showed that SMIC relied on the government's policy and funding support, and based on the strategic endurance of entrepreneurs, it persisted in technology R&D investment and independent innovation for 20 years. SMIC finally smashed the dilemma of latecomers and successfully achieved catch-up. With these findings, we believe that the path of catching up innovation for semiconductor latecomers should be equipped with independent innovation of technology, strategic leadership of entrepreneurs and support of government policies. As these factors are combined, latecomer firms' position is expected to rise and catch-up will become visible. Our study contributes to some enlightenment on the innovation path for latecomers in China and global semiconductors to achieve their catch-up.

• Archives of design research
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• v.19 no.5 s.67
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• pp.5-16
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• 2006

The purpose of this research is to bring to the center of focus, the ad creativity, which in turn can generate the highest advertising effects. The study excludes external factors such as personal relationships, academic network and lobbying powers which were prevalent in the Korean situation. A transformational leader can influence charisma, inspiration, intellectual stimulation, individual consideration and performance goal. As the result of this study shows, the core competence that a C.D. may always want to possess at present as well as in the future is to "motivate inspiration". Charisma may be an ability currently in need but this may not necessarily be so in the future. It may be predicted that a softer quality, which is knowledge-based, that provides intellectual stimulation may be a more valued characteristic. It has been suggested that in the increasingly diversifying society of the future, charisma may be a barrier to enhancing creativity. In times of uncertainty and ambiguity, innovative ideas bring economic rewards (Cockayne, 2004). There may be conflicts of views and opinions between individuals and organizations. Turning these into positive outcome to produce innovative ideas, may be an area of further study. However, there must have been studies where informal networking has produced innovative ideas. Therefore, a transformational leader of an organization needs to investigate the dynamics of informal networking within his team.

• 한국벤처창업학회:학술대회논문집
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• 2006.04a
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• pp.167-201
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• 2006

Korean corporations are transforming their vertical operational structure to a team-based structure to compete in the rapidly changing environment and for improved performance. However, a high percentage of the respondents in KBS said that despite the appearance of the present team structure, the organization operates much like a vertically-structured organization. This result can be attributed to the lack of study and implementation toward the goal of empowerment, the key variable for the success of the team-based structure. This study aims to provide policy suggestions on how to implement the process of empowerment, by investigating the conditions that hinder the process and the attitude of the KBS employees. For the cross-sectional study, this thesis examined the domestic and international references, conducted a survey of KBS employees, personal interviews and made direct observations. Approximately 1,200 copies of the Questionnaire were distributed and 474 were completed and returned. The analysis used SPSS 12.0 software to process the data collected from 460 respondents. For the longitudinal-study, six categories that were common to this study and "The Report of the Findings of KBS Employees' View of the Team Structure" were selected. The comparative study analyzed the changes in a ten-month period. The survey findings showed a decrease of 24.2%p in the number of responses expressing negative views of the team structure and a decrease of 1.29%p in the number of positive responses. The findings indicated a positive transformation illustrating employees' improved understanding and approval of the team structure. However, KBS must address the issue on an ongoing basis. It has been proven that the employee empowerment increases the productivity of the individual and the group. In order to boost the level of empowerment, the management must exercise new, innovative leadership and build trust between the managers and the employees first. Additional workload as a result of shirking at work places was prevalent throughout all divisions and ranks, according to the survey data. This outcome leads to the conclusion that the workload is not evenly distributed or shared. And the data also showed the employees do not trust the assessment and rewards system. More attention and consideration must be paid to the team size and job allocation in order to address this matter; the present assessment and rewards system need to be complemented. The type of leadership varies depending on the characteristics of the organization's structure and employees' disposition. KBS must develop and reform its own management, leadership style to suit the characteristics of individual teams. Finally, for a soft-landing of KBS team structure, in-house training and education are necessary.

• Journal of the Korea Safety Management & Science
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• v.10 no.4
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• pp.297-307
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• 2008

At the spots of enterprises experiencing rapid environmental changes, necessity for ceaseless managemental innovation is raised. We can't deny that management quality is also a part of such managemental innovation. Introduction of management quality by an organization is different from introduction of other individual innovative techniques. Management quality is not one time project but complete historical change program to be pursued continuously. Furthermore, it must be understood as a strategic 'Quality Journey' looking for far future of an organization. Malcolm Baldrige Model has been increasingly used in Korea as a global standard for management quality. The model, however, has shown a number of limitations in application due to nonsystematic elements in the implementation process. The deployment process of the model should be detailed through a real world case study. In this research, we proposed a quality evaluation standard model which is suitable for the Korean public enterprise based on the Malcolm Baldrige Non-profit Criteria, and examined the model. A 7-Point Likert Scale was used based on the seven categories within the 2007 Malcolm Baldrige Non-profit Criteria: Leadership, Strategic Planning, Customer and Market Focus, Management Analysis and Knowledge Management, Workforce Focus, Process Management, and Results. Furthermore, we analysed the validity and causal relationship among the factors within the model. Through the above case study, following common factors for successful Malcolm Baldrige Model have been derived. The following is a summary of the results of this study. First, for Malcolm Baldrige Model management, needs powerful support Leadership. Second, for Malcolm Baldrige Model management, needs systematic Strategic Planning. Third, for Malcolm Baldrige Model management, needs the continuous Customer and Market Focus. Fourth, for Malcolm Baldrige Model management, needs systematic Measurement Analysis and Knowledge Management. Five, for Malcolm Baldrige Model management, needs systematic Workforce Focus. Six, for Malcolm Baldrige Model management, needs systematic Process Management. The finding are surely necessary factors to arrange the human resource management for upgraded management quality, those factors help to explain why all enterprises consider human resource as the strategic view.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.2
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• pp.95-104
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• 2019

Fear to start-up failures has been known to have a negative impact on entrepreneurial intention. This is one of the reasons why the government adopts a policy to help university students overcome their fear of start-ups. Setting educational goals to foster innovative and progressive entrepreneurs, universities have been conducting entrepreneurship education, but it is hard to say that constructive results have been achieved so far. Rather than adopting the practice of optional entrepreneurship education, there is a need to have all university freshmen mandatorily take the course of entrepreneurship education. This study aims to uncover the impact of more aggressive entrepreneurship education position in the university by analyzing empirical data. The relationship between an entrepreneurship level and entrepreneurial intention was tested, and start-up fear was also considered. In the research model, self-leadership and self-efficacy were included as regressors to entrepreneurship levels. Especially, this study tested moderate effects of start-up community during the course. The results from the sample of 2,500 freshmen indicate that entrepreneurship level is significantly improved by taking the course; however, fear to start-up failures remains still. In addition, empirical findings show that putting start-up communities in the entrepreneurship education helps students by moderating self-leadership and self-efficacy. This study extends our knowledge of entrepreneurship education in university by analyzing university freshmen data empirically.

• The Journal of Small Business Innovation
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• v.19 no.3
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• pp.57-74
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• 2016

This paper analyzes the role of strategic fit, cooperation, and performance in small-sized subpart suppliers' interactions with large businesses. For this purpose, this paper analyzes survey data from 90 first-tier suppliers of Samsung Electronics and evaluates how strategic fit and cooperative relationships affect their performance. Empirical analysis suggests that strategic fit positively affects small companies' business and innovation performance. This finding aligns with theories arguing for strategies that accommodate specific business environments. In addition, strategic fit is crucial for innovativeness of SMEs (Small and Medium-sized Enterprises). With regard to forming relationships with large companies, findings also show that high quality technological and personnel cooperation boosts subpart suppliers' productivity and efficiency as notably reflected in SMEs' business performance. Moreover, such cooperation between small and large companies reinforces the benefits associated with strategic fit and innovation. This means that if the business environment of small-sized subpart suppliers is uncertain, harnessing differentiated strategies and pursuing collaborations with prime companies will produce innovative outcomes (e.g., increased patent publications). On the other hand, when degree of uncertainty is small, pursuing cost leadership strategies and collaborating with prime companies in areas, such as technology and personnel, will help small-sized subpart suppliers produce innovative outcomes. Based on these findings, this paper argues that choosing the right competitive strategy for a specific business context is intrinsically tied to (1) augmenting technological and human collaborations with prime companies, (2) improving the quality of these interactions, and (3) generating competitiveness among small subpart suppliers. Both competition and cooperation are necessary for strengthening the competitiveness of small companies.

• Journal of vocational education research
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• v.36 no.4
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• pp.79-102
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• 2017

The purpose of this study was to develop curriculum framework for entrepreneurship development for adolescents. In order to achieve this goal, we studied and developed entrepreneurship semantics, entrepreneurship education, entrepreneurship education, entrepreneurship education contents. This study was developed through Delphi survey. The results of this study were as follows. First, the meaning of entrepreneurship is Innovative mind-set to create true value by experience into life in order to pursue 'self full-filling life' as the organizer of life. Second, the nature of entrepreneurship education for youth is that entrepreneurship education aims to find and solve new problems through self-management to young people who will lead the future, and to create dynamic challenges and creative changes to create innovative values. Leadership skills, challenging spirit, and ability to solve practical problems'. Third, we developed a general goal for youth and elementary, middle and high school goal for entrepreneurship education. Fourth, as a domain of entrepreneurship education, we have developed 'core discovery', 'entrepreneurial skills', 'becoming an entrepreneur' and developed key themes. Based on the results of this study, we developed a systematic entrepreneurship education linkage and educational condition creation for young people outside schools; entrepreneurship program application and educational condition development according to the operation of the free-learning semester system; the strengthening of business start-up support for youth in late adolescence, the establishment of measures to utilize related institutions in local communities and others.

• The Journal of the Korea Contents Association
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• v.21 no.3
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• pp.441-453
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• 2021

Recently, the untact healthcare industry due to COVID-19 has been attracting attention, and the telemedicine industry based on medical information has become a field of the healthcare industry receiving attention. However, in Korea, due to obstacles in the legal system, telemedicine is still illegal between doctors and patients. In the case of neighboring China, the reality is the opposite of the recent rapid growth of the telemedicine industry under the leadership of the government. This study looks at this from the perspective of the industrial innovation system on the grounds that telemedicine is an industry and innovative technology needs to be changed to clarify the difference between domestic and Chinese telemedicine industries. As a result of analyzing China's telemedicine industry on the seven sub-divisions of demand conditions, innovators, networks et al., Such as seizing appropriate opportunities for demand driving effects and appropriate communication between economic actors were identified as major success factors. This researcher proposes the following suggestions. first, it conforms to the current digital New Deal policy flow, and conducts a demand survey on the change in demand for medical services in the 4th Industrial Revolution and the Untact Era. For the introduction, a plan to conduct a demand survey for the public and second, second, a plan to grow and intensively foster digital high-tech medical care as a new industry was suggested.

• Journal of Fashion Business
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• v.14 no.3
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• pp.35-51
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• 2010

This study aims at providing data for establishing a marketing strategy which can enhance the competitiveness of Korea domestic SPA(Specialty Store Retailer of Private Label Apparel) Brands by suggesting countermeasure strategy through the observation and analysis for SPA Brands, under the current circumstance in which the systematic and scholastic discussion for the matter, is lack, despite the diastrophism in fashion industry is prospected according to the rapid growth of Global SPA Brands. For this purpose, the characteristic and current status of Global SPA Brands is examined, and the main cause of growth is analyzed by approaching to their marketing characteristic, in this study. In relation with this situation, this study suggests the provisions as below, which are drawn from the analysis on Global SPA Brands' marketing strategy, so that Korea domestic SPA Brands could achieve successive performance under fierce competition. First, to be a competitive SPA Brands a business should be able to supply products with frequent product turnover by an interval level of one week or so, the existent product planning by seasons, as a business obtains various swift informations on consumers' demand with R&D center foundation. Secondly, SPA Brands should establish a strategy that a business can create high net profit by inventory management which enables lowering inventory ratio remarkably, and a strategy for innovative product supply by small quantity batch production, along with founding a high technological logistics system. Third, SPA Brands should establish a strategy for primary cost reduction by overseas dispersed outsourcing in order to enable diverse product development and rational price setting. Fourth, fashion marketers should establish also a strategy for communication by which brand image can be delivered effectively, by firming the brand identity and by informing product characteristic and customer service totally, with the method of VMD and flagship store. Additionary, fashion marketers also should establish a strategy by developing mobile application which can provide brand image and diverse other fashion related information.