• Journal of environmental and Sanitary engineering
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• v.11 no.3
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• pp.53-61
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• 1996

The subject of this study was to analyse overviews of companies which exceed TLV by industry, hazardous factors, and to estimate the numbers of companies measured in 1993 and the implementation rate of working environment measurement by the act of industrial safety and health The result of this study was as follow. 1. The number of cases which exceed TLV was 5,937 companies. In distribution of excess companies by the scale of workers, small scale cases under the 49 workers were 3,150 companies(53.0%) of total cases, medium scale cases between 50 - 299 workers were 2,248 companies(37.9%), and large scale cases over 300 workers were 539 companies(9.1%). By the industry of excess companies, it was marked high rate in manufacture of fabricared metal products(except machinary and equipment), manufacture of textiles of each 1,048 companies(17.7%), and 1,018 companies(17.1%). By the area of excess companies, it was shown high rate in Kyeongki area marked 1,679 companies(28.3%) and Daegu-Kyeongbuk area were marked 1,417 companies (23.9%). By the hazardous factors of excess companies, noise was recorded high rate in 5,160 companies (86.9%), dust was shown in 1,245 companies(21.0%), organic solvent was marked 130 companies(7.9%). The number of excess factors by the company was 1.2. In this result, the more it was bigger scale companies, the more excess factors were much more and the more it was recorded higher rate in noise organic solvent heavy metals, etc. 2. The measured cases in institutes during 1994 were 1,596 companies, and excess cases were 157 companies(9.8%) among them. By the scale of workers, small scale cases under the 49 workers were 190 companies (17.9%) among 1,064 companies, cases of medium scale cases between 50-299 workers were 127 companies (27.9%) among 463 companies, and large scale cases over 300 workers were 31 companies(44.9%) among 69 companies. In this result industry of the highest rate shown was manufacture of basic metals in 20 companies exceeded among 53 companies (37.7%), and was manufacture of pulp, paper production in 14 companies exceeded among 40 companies(35.0%), and the excess rate were high in bigger scale. 3. Companies estimated by the data of excess cases and excess rate in 1993 were 30,474 implementation rate estimated for measurement of working environment was 34.3% of companies in korean industry. In this result, it was comparatively shown of measurement rate for the working environment in manufacture of pulp, paper product, manufacture of machinary and equipment n.e.c., and of high measurement rate and excess rate in manufacture of electrial machinary and apparatus, and manufacture of basic metals.

• The Research Journal of the Costume Culture
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• v.16 no.4
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• pp.646-660
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• 2008

Korean export of fashion products to the U.S. has fallen off sharply after 2001. Now, Korean fashion companies have to develop higher value-added business. In the U.S., Korean-American fashion companies are taking a primary role in up-stream of the fashion industry. To cut the edge over the U.S. fashion companies, one of the solutions could be to build the business relationship with Korean fashion companies which reflect the recent trend rapidly and have high quality production. On this study, we investigated the marketing strategies of Korean-American fashion companies to seek to start business with Korean fashion companies and make suggestions for Korean fashion companies who want to enter into the U.S. market effectively. To analyze current situation of Korean export to the U.S. and the U.S. fashion industry, we considered various kinds of statistic data, publications and studies. And we performed in-depth interviews with 9 Korean-American fashion companies in LA from $9^{th}$ to $21^{st}$ of July. The results are as follows. first, Korean fashion companies should aim for high-end market with the products of high quality and design. Second, there should be professional agents who manage Korean small-medium fashion companies and connect them with Korean-American fashion companies. Third, Korean fashion companies who want to enter into the retail market of the U.S. have to decide the target market clearly and plan strategic and differentiated merchandising. Fourth, Korean fashion companies can specialize in product developing service like proposing a product or a merchandising line as a package including designs, fabric swatches, trims, production information, etc.

• The Journal of Information Systems
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• v.10 no.2
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• pp.89-101
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• 2001

The purpose of this research is empirically investigating organizational/managerial factors affecting BPR implementation between Korean and US companies. And we compared the critical success factors and business innovation performance of Korean companies to those of US companies based on the prior research. Seven variables that represent success of BPR implementation are identified. They are : (1) reduction of process time (2) reduction of process cost (3) upgraded skill or knowledge (4) improved quality of process output (5) improved quality of work life (6) responsiveness to customer need (7) overall perception of BPR success. The result showed that the performance of US companies is better than that of Korean companies. Especially level of overall perception of BPR success of US companies is more high than that of Korean companies. The reason is that business innovation of Korean companies is focused on functional unit and incremental improvement.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.35
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• pp.125-144
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• 2007

The objective of this study is to find out whether Korean companies which are doing a lot of commercial transactions with Indian companies can consider appointing ICA as a trustworthy institution and using ICA arbitration rules as a governing arbitration rule, when a dispute between Korean companies and Indian companies occurs. Up to now, in the case of dispute with Indian companies, Korean companies are hesitant to utilize ICA as well as ICA arbitration rules as a alternative dispute resolution, owing to lack of understanding on its rules. But, it is obvious that Korean companies which come to have better knowledge on ICA and its rules may consider more positively using ICA as well as ICA arbitration rules as a dispute resolution rather than using other arbitration institutions like ICC and KCAB etc. in the case of disputes with Indian companies because ICA arbitration rules are very objective and similar to other arbitration rules like ICC rules as well as KCAB(Korean Commercial Arbitration Board) international arbitration rules which are frequently being used by Korean companies and also have other several advantages like cheaper cost of arbitration and fast track arbitration procedures. In conclusion, ICA and its rules can also be recommended as a public-trustworthy arbitration option if Korean companies want to resolve some dispute cases with Indian companies.

• The Journal of Fisheries Business Administration
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• v.53 no.1
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• pp.17-53
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• 2022

This study investigated the initial capital trend of newly-established fisheries companies during the Japanese occupation period. The initial capital size of fisheries companies provides information about the viability of the fisheries companies as well as the utilization intensity of fisheries resources. According to the analysis results, the average initial capital size of fisheries companies was larger in the enforcement period of "Chosun Company Ordinance" than in its abolition period. The initial capital size of the Chosun-capital fisheries company was smaller than that of the Japanese-capital fisheries company during the Japanese occupation period. The number of new fisheries companies funded by Chosun capital was less than the number of new fisheries companies funded by Japanese capital. Therefore, it could be seen that the Japanese fisheries companies had stronger dominance in the fisheries sector than the Chosun fisheries companies during the Japanese occupation period, and that Japanese fisheries companies were more viable than Chosun fisheries companies.

• Korean Journal of Community Nutrition
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• v.5 no.2
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• pp.253-262
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• 2000

A survey was performed to provide current information on professional catering companies. Twenty-three catering companies out of thirty-eight(60% recovery) responded the survey for December in 1998. Foodservice establishments managed by 16 small-middle sized catering companies provided an average of 11,200 meals daily, while those managed by major and small-middle sized catering companies were mainly office(72.2%, 57.1%) and school foodservice(15.2%, 26%). The rates of sales of major catering companies and small-middle sized catering companies increased 24%, 30% respectively in 1998. Self-evaluation in catering companies was conducted for sanitary management. Unsatisfactory results from self evaluation were found in three categories, such as, measurement of internal temperature of food materials at reception, ventilation system in the working area, and hand-washing stations with equipment cleaning and sanitizing facilities in front of the working area. Most catering companies expressed a willingness to apply the Hazard Analysis Critical Control Point (HACCP) system from this survey. $\ulcorner$Professional catering business has arisen as an area requiring more consideration and further study for the production of a safe food.$\lrcorner$

• Korean Management Science Review
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• v.34 no.3
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• pp.1-14
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• 2017

This study empirically analyzes the impact of inventory management performance on the energy efficiency in Korean petrochemical companies. The concept of the distance function is used to define the energy efficiency and the estimation of the distance function is performed using the stochastic frontier analysis. The inventory turnover is selected as the variable indicating the inventory management performance of the company. The main results of this study are as follows. First, the inventory turnover has a positive impact on energy efficiency. Second, during the period over 2011~2015, while the gap in energy efficiency among the companies expanded, the average energy efficiency decreased. Third, the average energy efficiency in upstream process companies was greater than downstream process companies and the gap in energy efficiency among downstream process companies was greater than upstream process companies. Fourth, the average marginal effect of inventory turnover on energy efficiency increased gradually from 2011 to 2015. Finally, the average marginal effect of inventory turnover in downstream process companies was greater than upstream process companies, and the gap in the marginal effect of inventory turnover among downstream process companies was greater than upstream process companies. These results together imply the importance of inventory management in terms of energy efficiency.

• Journal of the Korean Dietetic Association
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• v.9 no.3
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• pp.197-208
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• 2003

This study was surveyed to provide the information on current operational practices and issues of contract-managed foodservice companies. Questionnaires were distributed to 79 contract-managed foodservice companies (eight large-size, 48 mid-size, 23 small-size companies) from March to May in 2002. The contract-managed foodservice companies provided averages of 269,184 (range 140,036-503,500), 14,837 (range 450-75,269), and 4,065 (range 930-8,050) meals daily from large, medium, and small-size companies, respectively. The companies managed to averages of 268.2 (160-619) foodservice contracts at large-size companies, 21.9 (5-63) contracts at mid-size companies, and 4.7 (1-10) contracts at small-size companies. The average numbers of dietitians were 298.6 (range 104-671) in large-size companies, 22.2(6-86) in mid-size companies, and 3.8(1-9) in small-size companies. The averages of sales were 156.5 billion at large-size companies, 6.7 billion at mid-size companies, and 1.7 billion at small-size companies in 2001. The contract was two types including management fee contract(5%), and profit and loss contract(95%). The cost ratios for office foodservice were 59.5% at food cost, 24.2% at labor cost, 6.3% at profit, and 10.1% at other cost. For hospital foodservice, the ratios were 54.0% at the food cost, 34.6% at labor cost, 3.0% at profit, and 11.8% at other cost. For high school foodservice, the ratios were 62.2% at the food cost, 21.5% at labor cost, 5.4% at profit, and 11.2% at other cost. When the contractors managed to the foodservice, the most important matters were the sanitation management and customer satisfaction. Also, the difficult problems were excess investment of equipments and low meal prices.

• Journal of Information Technology Services
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• v.12 no.3
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• pp.195-205
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• 2013

Global media companies like Sony, Fox, Vivendi, and Disney expand their activities aggressively to foreign markets. This paper seeks to find out their precise strategies to succeed in the global market. Our study focus on two companies Fox and Sony who manage successively in Korean market. Particularly, these two media companies launched in Korean market several channels, joint venture companies with Korean partners and have expanded.Korean channel in East asian countries.

• Korean Journal of Organic Agriculture
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• v.22 no.1
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• pp.1-23
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• 2014

The purpose of this paper was to measure technical efficiencies and scale efficiencies of Korean seed industry by DEA method, and to identify the factors affecting the efficiencies by Tobit regression model. Survey data of 50 seed companies nationwide were applied for the analysis. The average score of overall technical efficiency for the surveyed companies in 2012 was 0.44, which is decomposed into pure technical efficiency 0.68 and scale efficiency 0.63. A majority of the seed companies exhibited at least one form of inefficiency except a few companies in optimal scale. It was also shown the most companies were operating in the stage of increasing returns to scale, which implies Korean seed companies are mainly in smaller scale than optimal. Additional results suggest that the Center for Private Seed Companies, which will be established at Gimje in 2015, plays an important role to make domestic seed companies improve their scale efficiency as well as pure technical efficiency by way of enlarging their size and co-using the high technology in the Center.