• 한국디자인학회:학술대회논문집
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• 한국디자인학회 2004년도 추계 학술발표대회 논문집
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• pp.54-55
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• 2004

• 항공우주정책ㆍ법학회지
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• 제21권2호
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• pp.181-205
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• 2006

1980년대 도입된 항공사 상용고객우대제도는 항공운송산업에서 가장 성공적인 마케팅 도구였으며, 법적인 규제에도 불구하고 오늘날 항공사들 간 전략적 제휴의 주요수단이 되었다. 또한 세계항공운송시장의 극심한 경쟁으로 항공사들의 제휴 형태가 양자 간 제휴에서 그룹 간 범세계적 제휴로 변모해나가고 있다. 이에 본 연구는 범세계적 제휴 그룹들의 추세와 특성을 살펴보면서 항공사 상용고객우대제도의 제휴 유형을 분석하였다. 그리고 이를 통해 급변하는 경영환경에 처한 국내 양항공사들에게 상용고객우대제도 제휴의 이점과 함께 경영시사점을 제시하고자 한다.

• 경영과정보연구
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• 제6권
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• pp.187-204
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• 2001

As a competition between a country and a company becomes fierce and the quality information, reliability and quality guarantee of a product are more emphasized, quality has become an important strategic task of a company. A company today has a strategic quality management system for quality improvement in order to perform such a strategic task. The content of this are as follows. Classify the types of quality strategy of our manufacturing companies when the necessity of a strategic quality management increases in order to adapt to a rapidly changing management environment and study the characteristics of a quality management activity factor of quality strategy. The content and meaning of this analysis are summarized as follows. Confirmed qualify management activity in which quality strategy could be used by analyzing the effects by tendency of a quality management activity factor by quality strategy. It was a product/service factor that a quality management activity factor contrasted most clearly by tendency of quality strategy. Also, it can be said that this study set the foundation of quality strategy of our manufacturing company in a methodological way because this can be used in developing the theory and model of quality management and in verifying them by confirming and embodying the main area for successful quality management through comparing and analyzing factors related with main areas of quality management.

• 한국경영과학회지
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• 제36권2호
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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.

• 품질경영학회지
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• 제26권4호
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• pp.1-28
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• 1998

TQM is a kind of generic strategy. Especially it is a competitive strategy which is concerned with the determination of competitive advantages. Strategic a, pp.oach is very important for the successful implementation of TQM. Unfitness between the company's strategy and the TQM program has been a major barrier preventing the effective implementation. In spite of its importance, little is known for TQM's strategic characteristics. TQM's strategic characteristics are different by its evolution stages. Therefore the generic strategic types that TQM seeks can be changed while TQM programs are progressing over its stages. This paper identifies the intended strategic type of TQM by its stages, which will greatly help to prepare the good implementation program of TQM.

• 지식경영연구
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• 제10권3호
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• pp.35-49
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• 2009

The purpose of this study is to examine whether suppliers are able to benefit by means of constructing a relationship-specific intangible asset and participating in collaboration with purchasers to actively maintain value created while mutually using inter-organizational information systems. To achieve the purpose of this study. 82 questionnaires have been analyzed from suppliers which are using electronic transactions through inter-organizational information systems. As a result, business process specificity and domain knowledge specificity, which are relationship-specific intangible assets, affect operational collaboration and strategic collaboration, which are classified by level of decision-making. Although both types of collaboration are needed to achieve both strategic and operational benefits, we find each collaboration to be uniquely promoted by a specific types of relationship-specific intangible asset. Operational collaboration is found to be an antecedent to operational benefit and strategic collaboration is found to be an antecedent to strategic benefits. No crossover between collaboration and supplier's benefits is found. Consequently, the result of this study shows collaboration is needed for domestic suppliers, which have relatively low levels of collaboration, to keep maintain relationship-specific intangible assets and to prevent the relationship termination cost when transactions have been stopped between supplier and purchaser. Also the results imply the supplier can have advantages by participating in collaboration.

• 한국산업정보학회논문지
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• 제11권2호
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• pp.103-116
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• 2006

본 연구는 파워 프로세스(Power Process)의 관점에서 기업의 전략무기가 될 수 있는 공급사슬관리의 효과적 구축방안을 제시하고자 한다. 이를 위해 본 연구는 파워 프로세스의 5가지 요소인 권력요소, 욕구, 가치, 환경, 관계성 등과 공급관리사슬의 전략 유형 및 기업의 제조성과의 관계를 살펴보는 실증조사를 실시하였다. 그 결과에 의하면 파워 프로세스의 5가지 요소의 상호작용이 활발한 유형의 SCM 전략이 다른 유형의 전략보다 제조성과가 높은 것으로 나타났다.

• Asia pacific journal of information systems
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• 제4권2호
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• pp.165-187
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• 1994

This paper tests whether there are any differences in perceived effectiveness according to the range of outsourcing, and we tried to identify the reasons if any. By executing a field survey and T-test on composite success measure value of two types (integrated outsourcing type and backend outsourcing type), we testified that the perceived effectiveness of the two types in outsourcing was not different. Discussion fo the stududy result followed. First, 'integrated outsourcing type' does not generate very excellent performance. Second, so far the characteristics of 'integrated outsourcing type' such as strategic management of IS, activating end-user computing(EUC), and making the strategic partnership with vendors and so on have not been successfully utilized as expected.

• 한국의류학회지
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• 제30권4호
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• pp.519-530
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• 2006

The purpose of this study was to investigate whether management strategic types and entry strategy moderate the influence of Guanxi on the relationship performance between Korean apparel firms & Chinese partners. For these purposes, three hypotheses were developed and data was collected from 85 Korean apparel firms which have a business relationship with Chinese partners. Data was analyzed with SPSS methods such as frequency, factor analysis, multiple-regression, and hierarchical-regression analysis. The results were as follows: First, 'Prior to Guanxi' and 'Execution of Guanxi', which were sub-factors of Guanxi, influence positively on the relationship performance. And also the influence of 'Prior to Guanxi' was higher than 'Execution of Guanxi' on the relationship performance. Second, the influence of the 'Prior to Guanxi' on the relationship performance was stronger when Defender strategic type was used rather than other types. Third, the influence of the 'Prior to Guanxi' on the relationship performance was stronger when the entry scope of 'Both production & distribution in China' and the entry mode of 'Entry through Agent' were chosen.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회 2001년도 추계학술대회 논문집
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• pp.233-236
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• 2001

This study explores on the static and dynamic growth patterns of high-tech ventures in Korea. We developed an integrative framework with target market (local vs. global), product/market maturity (existing vs. emerging), and technological capability (follower vs. pioneer). We also identified seven new ventures strategies as follows: i) reactive imitation, ii) proactive localization, iii) import substitution, iv) creative imitation, v) early market-entry, vi) global niche, and vii) global innovation. With five successful Korean new ventures, we found different competitive behaviors and performance among new venture strategic types. This study also observed two different growth patterns: growth through strategic replication and growth through strategic change. It depends on whether they are pursuing similar strategy over time or different strategy within for growth. In addition, we found that creative imitation plays a stepping-stone role in two-step internationalization processes. Although this study is exploratory and needs more empirical studies, it can provide new ventures with meaningful guidelines for growth and internationalization with a dynamic perspective.