• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.1 no.1
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• pp.105-125
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• 2006

This paper relates recent empirical research on the growth. Smaller and younger firms have been growing more quickly than larger and older firms, thus, generating proportionately more new jobs. It is not difficult to understand why small and medium firms receive so much attention. Because SMEs provide about 80 percent of private sector employment so SMEs performance is an important economic and social factor. Despite this, they are subject to higher risk and mobility than those at the large firms. This paper is analyzes the relationship between firm growth measured as growth in employment, sales and production and firms age, size and R&D investment. The growth and its relationship with the determinants is linked to industrial policy in Korea. Empirical results are based on an unbalanced panel data covering period 1999-2002. Results show significant relationship between growth, size and age of firm.

• Korean Management Science Review
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• v.32 no.2
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• pp.79-89
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• 2015

The firms with OHSAS (Occupational Health and Safety Management System) registration should be audited every six months and they have to be reregistered every three years by a third party. In our article audit data were collected from the audit processes of fifty four firms that OHSAS 18001:2007 was implemented and audited by LRQA (Lloyd's Register Quality Assurance). Fifty four firms are largely classified as four categories: civil engineering and construction industry, metal and heavy industry, chemical industry, and other industries including electric, electronic, food, and services. Especially the minor conformity data are analyzed by statistical methods to find out the relationship between four categories of 54 firms and the average number of minor nonconformities. The most frequently appeared minor nonconformities among sub-requirements of OHSAS 18001:2007 are investigated and the reasons for minor nonconformities are specifically explained. The average number of minor nonconformities of firms before and after OHSAS 18001:2007 registration are compared to understand the maturity of OHSAS implementation. Some comments and suggestions are provided for OHSAS to be effectively implemented to the firms if revision is necessary.

• Journal of Practical Engineering Education
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• v.12 no.1
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• pp.177-186
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• 2020

The purpose of this study is to view the current status of the smart manufacturing ecosystem and to use it as an objective basis for establishing a sustainable manpower training policy support plans for smart manufacturing suppliers. Therefore, questionnaires were constructed and distributed to 2,200 domestic smart manufacturing supply firms and 6,000 demand firms, which received responses from 259 supply firms and 155 demand firms. The results showed that both supply and demand firms needed digital converged workforce with comprehensive expertise and field-oriented digital transformation workforce. In the method of securing professional manpower, the demand for in-service training and post-management training was high. Based on the results of this study, this study suggests the manpower training policy support plans for smart manufacturing supply firms and contributes to strengthening the global market competitiveness of smart manufacturing supply firms in Korea.

• Korean Management Science Review
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• v.32 no.4
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• pp.45-56
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• 2015

Partner relationship management (PRM) refers to processes and methodologies associated with managing the relationship between corporations and their partners. Recently, the importance of PRM has been increasingly emphasized, and it is considered as a core competitive factor for firms whose sales heavily rely on the intermediate distributor. In this paper, we identify key success factors for PRM system based on literature review on CRM system and interviews with domain experts, and prioritize them from two different perspectives, firms and partners, based on analytical hierarchy process. Partners responded that trust-building between firms and partners, quality of system, and satisfaction level for information system have high priorities, while firms responded that quality of system, information share, and trust building between firms and partners. Identified factors and evaluated priorities can provide a strategic guideline when planning the PRM system building.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.14 no.23
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• pp.71-100
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• 1991

Investment in FA facilities has been accerelated since 1986, turning point by labor strife in Korea firms. Most commonly adopted automation tech, in their manufacturing process consists of NC. Robotics, PLC, CAD/CAM now on and further confused system oriented FMS, CIM, etcs. undergoing. But for all their remarkable notices in manufacturing systems, The competitive position on product cost, quality, shorten delivery and profit has never been recovered in global swing market. To make some empirical suggestions with a view to competitive strategy of Korea firms by FA, to the conclusion largely FA tech. adoption can be justified only when its application on new product productions and improved the structure of products comparatively. Because of when it was applied in old production process. The effectiveness is very doubtful to the lacks of consistent and integrate manufacturing policy with the strategy of the fim and their poor standardization level in shop floors.

• Proceedings of the Korean Professional Engineer Association Conference
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• 1987.12a
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• pp.65-71
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• 1987

All Korean professional engineer′s great joy Is to welcome the Japanese professional engineers and relevant guests to the 1987 Japan-Korea Professional Engineers Joint Convention organized by the Korean Professional Engineers Association. As there exists an effort of blood, sweat and tear behind a succeeded theatrical stage, so an exquisite devotion with drawing up a master plan, investigation, supervision and etc by engineering firms is soaked through every part of huge construction projects and large unit factory buildings. It is over 14 years that the Engineering Service Promotion Law has been enacted by the Ministry of Science and Technology. In the meantime, the domestic engineering (engineering service) have reached a remarkable higher level while the number of engineering firms participating in overseas market has gradually been increasing. From a small scale of under water investigation to a large scale planning of atomic reactor or petrochemical plant, engineering service business can be said "The Software of Total Industry." Engineering service is what is called a higher business which offers specialized engineering know-how and experience. Engineering service compaines offer Its specialized knowledge and experience to government, industry and commerce. Whether the task is to modernize plant equipment, to design a building or to manage construction, an engineering company will develop and implement the most appropriate and cost effective solution. Clients use the engineering service of firm knowing that the engineer′s professional judgement is not influenced or biased by other commercial affiliations. While benefiting from the diverse experience that professional engineers can apply to a specific problem, government and industry also reduce the need for permanent in-house engineering staff. Engineering firms may be specialized or multi-disciplinary.

• 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.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.389-396
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• 2005

Despite very good reputation that Korean construction industrial firms had enjoyed until early 1990's in overseas markets, their participation abroad drastically declined after the delivery of two(2) million unit-housing project in the early 1990's and the foreign currency crisis that took place in the late 1990's. The revival of booming construction industry in domestic market is far beyond the expectation due to the long recession of the construction economy and government's severe restriction against real estate development. Under such crucial circumstances, the construction industrial firms' strategy to survive is the more active business promotion in overseas markets. However, the Korean construction industrial firms have to abandon the labor intensive strategy, through that they have enjoyed until the early 1990's, and turn to management oriented strategy which may be a new prosperous horizon and a new challenge as well, because the labor cost of newly developing countries is much more competitive. The aim of this study is to suggest how to cope with current market situations through a chronological survey based on the cost data prevailed during four decades from the 1960's until the 1990's in overseas markets.

• Korean Journal of Construction Engineering and Management
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• v.5 no.6 s.22
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• pp.226-234
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• 2004

Dynamic nature of the A/E/C industry, rapidly changing global market environment, and lowest cost competitive bidding make it difficult to survive in global engineering markets. To understand of the global design&engineering market, a case study has been undertaken. The top 150 global design forms represented in the ENR(Engineering News Record) from 1995 to 2003 are classified three groups for the case study, First group is the firms that its rank is getting raised from 1995. Second group is the firms keep holding its rank from 1994 until 2003. Third group is the firms that its rank has gone down from 1995 until 2003. However, finding key factors and changing business strategies of successful top design fm are the fundamental goals in this paper, After examined case study, this paper concludes and suggests that professionalization, M&A strategies, patrons of government, and academic supporting are needed to be succeeding in the global design & engineering industry.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.40-40
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• 2009

Construction firms have long sought success in the global construction market through diversifying revenue sources and project portfolios. The volume of international contracts has contributed to firms' sustained growth by mitigating the impact of the domestic market's cyclical nature. In spite of the importance of international construction, the uncertainty and dynamic changes surrounding global construction pose serious threats to global contactors. Over the last decade, the international construction industry has changed drastically in many ways, particularly including financial resource diversity, competition rules for the selection of contractors, and the terms of delivery systems requiring more competent total service providers. This paper investigates the important changes for global contractors through various documentation analysis as well as in-depth interviews with industry experts. This paper then analyzes the common strategies and lessons obtained from the cases of leading global contractors that have sustained their growth in the competitive global construction during the last decade. In addition, the authors further analyzed the comparisons between those firms and Korean contractors to discern any difference in sustaining their growth in the competitive market. It was found that those leading firms were quite proactive and responsive to changing markets by diversifying their market revenues to stabilize their revenue structure and enhancing their competency through a wide range of 'business convergence'. In addition, they significantly increased their upstream/downstream functional capabilities; hence becoming more competent service providers, able to grow in these rapidly changing market conditions. Finally, this paper benchmarks the critical strategies that support growth, which in turn can provide a strategic guideline for expansion into the global construction market.