• Korea Journal of Hospital Management
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• no.spc
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• pp.39-50
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• 2016

This paper discusses the strategic concepts applied to integrated delivery system(IDS). IDS is rooted in vertical integration(VI) and strategic alliance(SA), but only few knows about the theoretical backbone of the IDS. The paper explains how VI and SA applies to IDS, then provides cases of IDS rooted in strategic concepts; Kaiser Permanante Model, Mayo Clinic Model, and ACO(Accountable Care Organizations). Finally the paper provides the implication of IDS on Korean healthcare delivery system.

• Journal of Digital Convergence
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• v.11 no.8
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• pp.175-182
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• 2013

These days, Supply chain integration is considered an important process of companies. It is an particular issue in traditional environment changes in the supply chain competition. The results of this study showed that Organization capability, strategic capability in innovation capabilities had a positive impact on information integration and strategic integration in supply chain external integration which influenced management performance in a positive direction.

• Journal of Distribution Science
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• v.20 no.12
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• pp.59-69
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• 2022

Purpose: The purpose of this research is to identify and design a model for the integration between marketing and supply chain management (SCM) of technopreneurship-based souvenirs MSMEs to fulfil customer value creation. Research design, data and methodology: This research method uses the system development life cycle method. This study draws its insights and conclusions from a literature review in several fields followed by an interactive research approach that helps identify, validate, and implement a theoretical framework so that the modelling results can be adopted in applicative manner for souvenir MSMEs. Result: Implementing the "G-ASPOO-L" supply chain management integration model based on technopreneruship to fulfil value creation in the 5.0 society era created three perspectives: an inter-functional perspective, a process perspective, and an integrated business concept perspective. The supply chain management involves enterprise integration, strategic customer integration, strategic supplier integration, and marketing strategy integration. Conclusion: The proposed model framework leads to managerial problems of supply chain management strategy, which urgently requires an interaction approach that challenges the traditional view of demand creation and implementation of supply chain management to fulfil value creation. This research leverages existing knowledge and advances our understanding of the strategic integration issues companies face in digital-based competition.

• Journal of Korea Society of Industrial Information Systems
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• v.14 no.3
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• pp.76-97
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• 2009

The strategic management process includes the establishment of competitive strategy, its implementation and the measurement of its performance. The sucess of strategic management largely depends on the integration of strategic management process into a managerial tool. This study is on the integration of strategic management process into a managerial tool based on the power process, so that it contributes to strategic success or sustainable competitive advantage of a ￡inn In order to do this, I discussed the principles of the power process, its characteristics, and then suggest their applications to the integration of the strategic management process. According to the results, the power process offers a theoretical and managerial tool which integrates the establishment of competitive strategy with managerial concepts, so that it increases the likelihood of strategic success. Furthermore I discussed the position of the power process approach to competitive advantage in a manner that displays similarities and differences with existing approaches such as industry organizational, resource-based and game theory approach.

• Proceedings of the CALSEC Conference
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• 2005.03a
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• pp.24-50
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• 2005

Knowledge management is a current management concept dealing with information gathering and implementation processes for the organizational performance advantage. The study investigates knowledge management in two perspectives: internally, Organizational information processing structure and externally, strategic issue management system. The study proposes the existence of filtering processes in the organizations. Based on this argument, the authors propose that organizations need to employ strategic issue management system for the successful implementation of knowledge management.

• 한국디지털정책학회:학술대회논문집
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• 2004.05a
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• pp.383-400
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• 2004

Knowledge management is an essential part for gaining competitive advantage. The knowledge management system deals with information gathering, process, and implementation for the organizational performance advantage. The study integrates knowledge management in view of an internal organizational information processing structure and external strategic issue management system. This means that the coordination between internal systematic process and external scanning mechanism is essential for organizational success.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.2
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• pp.115-123
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• 2018

This study is empirically intended to put forward the modeling and process improvement measures for the SCM capability in small venture firms. The findings are summarized as follows. There were strategic alliance, technological development and centralization in the modeling of strategic planning for supply chain, not the least of which is strategic alliance, followed by centralization and technological development. There were routing scheduling, network integration and third party logistics outsourcing in decision making, not the least of which was network integration. There were customer service management, productivity management and quality management in management control, not the least of which was quality management. And there were order management choice, pricing demand, shipment delivery and customer management in transaction support system, not the least of which was order management choice. As for the above-mentioned findings, to maximize the SCM capability and operate the optimized process in small venture firms, the existing strategic alliances can optimize the quality management and stabilize the transaction support system through the network sharing and integration from the perspective of relevant organizational members' capability and process improvement. And the strategic linkage between firms can maximize the integrated capability of information system beyond the simple exchange relation between electronic data, achieving a differentiated competitive advantage. Consequently, the systematization and centralization for the maximization of SCM capability, including the infrastructure construction based on the system compatibility and reliability for information integration, should be preceded before the modeling of the integrated capability for optimum supply chain and the best process management in the smart era.

• Korean Management Science Review
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• v.33 no.4
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• pp.77-89
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• 2016

Due to recent proliferation of the mobile shopping channels, customers increasingly tend to purchase using online channel while experiencing physical products in offline shops. This phenomenon requires traditional offline retailers to consider integrating online channels. In this study, we propose strategic options for the traditional offline retailers regarding the online channel integration, and provide corresponding decision models to maximize the expected profits. We also investigate how the strategic options vary with the product characteristics, by categorizing the products based on inventory cost, demand uncertainty, and fitness to the online channels. By analyzing numerical examples we illustrate how the best online channel integration strategy should be differentiated depending on the product categories.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.6
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• pp.495-508
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• 2020

Economic integration is an indispensable trend in all countries. However, besides the advantages that economic integration brings, there are also disadvantages, such as competition between businesses among states in export activities. Vietnam is a developing country with many advantages, especially, the seafood exporting industry. However, with competitive pressure as well as strategic constraints, Vietnamese seafood exporters still face many difficulties. Therefore, the case study of the Kien Giang province of Vietnam is used to analyze the factors affecting the competitiveness of seafood exporting enterprises. The study applied quantitative research methods with a survey of 350 seafood exporting enterprises in Kien Giang province to achieve the research objectives. The research results identified eleven key factors affecting the competitiveness of seafood exporting enterprises, including (1) vision and strategy of leader; (2) human resources management capability; (3) organization capability; (4) customer-responsive marketing capability; (5) relationship management capability; (6) technical capability; (7) competitors reaction capability; (8) business environment adoption capability; (9) financial capability; (10) products and services innovation capability; and (11) branding management. The research results provided the basis to propose some managerial implications to improve the competitiveness of exporting enterprises in the context of the global economic integration.

• Journal of Digital Convergence
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• v.11 no.10
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• pp.263-275
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• 2013

M&A is an important strategic decision made to ensure the competitiveness of companies and cases of M&A have been increasing in recent years. But the success of an M&A is not assured. In order to succeed, there should first be a well managed strategic leadership by the CEO and an integration strategy. Companies need also to overcome the resistance to change among members. A successful example of an M&A is that of LG Chem and Hyundai Petrochemical. By using this M&A as a case study, the influence of the CEO's Strategic Leadership, and the Integration Strategy on Resistance, Acceptance and Performance were assessed. For this study, research was conducted on CEO Strategic Leadership and Integration Strategy before members of LG Chem (DAESAN PLANT) were interviewed on the M&A's implementation by LG Chem's HR staff, management and members. The results show that CEO strategic leadership and the integration strategy are major change drivers and that they are important to the early stabilization of M&A companies. Finally, suggestions are made as to how such success may be replicated for other companies undergoing M&A in the future.