• The Journal of Fisheries Business Administration
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• v.48 no.1
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• pp.51-71
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• 2017

We explore each of the three major domestic fishery product markets in South Korea- Frozen Squid, Frozen Hair tail and Dried Anchovy- to assess whether we can find evidence for Law of One Price (LOP) across the five major cities- Seoul, Dae-Jeon, Dae-Gu, Gwang-Ju and Busan. To achieve our aim, we utilize two different types of unit root tests: Augmented Dickey-Fuller (ADF) and Kwiatkowski-Phillips-Schmidt-Shin (KPSS) unit root test. In each of the three fishery product markets, we find evidence in support of LOP among several cities, which confirms that these markets are integrated to a certain extent. In particular, we find stronger evidence of LOP for Dried Anchovy market relative to the other two fishery product markets. Based on our findings, we argue that the Dried Anchovy market exhibits a greater degree of market integration across the five major cities in South Korea compared to the other two fishery product markets. The greater degree of market integration in the Dry Anchovy market is facilitated by its higher substitutability across cities; taken together these findings show that the market for Dried Anchovy in South Korea is more efficient than the markets for Frozen Squid and Frozen Hair tail.

• Journal of the Korea Safety Management & Science
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• v.6 no.1
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• pp.247-256
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• 2004

Recently, International Standardization is an important issue in competitive world market because of integration of standard, liberalization of international trade and globalization. Consequently, Korean companies need a strategy about corresponding to market circumstance and global standard. In this study, we examine Intellectual Property, Patent and Antitrust Law which are related to standardization. This study suggests company strategy and system integration model to dispose the global standard.

• Journal of Information Technology Services
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• v.11 no.3
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• pp.67-87
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• 2012

These days, firms are focusing on the improvement of relationships with business partners. The supply chain integrations are taking critical role in improving the relationships with business partners. In accordance with the development of the IT technology, it became possible for firms not only to integrate inner parts of the organization, but also to integrate the company with other organizations in the supply chain, which is open system. Therefore, in e-Biz environments, it is imperative for firms to strengthen the core capacity through the supply chain integration, and to precisely determine the components of the determinants of e-Business integration which impact the firm performance. This study analyzed determinants that have impacts on business integration in IT capacity perspectives in competetive environments. We analyzed 163 domestic companies to find out many significant suggestive points. First, IT management capacity, process innovation capacity are adopted as determinants of differentiation and competetive edges against competing firms. Second, it is analyzed that the more the companies are in intensified competetive environment, the more likley that the innovation capacity and partner management capacity become the determinants of the business integration of the companies and that they pursue new market development strategy. Third, it is analyzed that the more the companies are in high demand fluctuation, the more likley that the innovation capacity becomes the determinants of the business integration of the companies, and that they pursue new market development strategy and operation efficiency strategy. Last, it is analyzed that the more the companies are Technology dependent, the more likely that IT management capacity and process innovation capacity become the determinants of business integration, and that they pursue new market development strategy and operation efficiency strategy. These results provide us the foundation that the determinants that we have analyzed can impact the supply chain integration strategies which take into account the competetive environments.

• The Journal of the Korea Contents Association
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• v.18 no.10
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• pp.267-278
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• 2018

The purpose of this study is to analyze how the vertical integration, which is the main characteristic of the domestic digital music market, appears in each period and how these phenomena affect the digital music market. As a result, we could find out that the domestic digital music market is a vertically integrated market centered on ISPs. There were a variety of subjects that led the digital music market from the early digital music in 2000s to the latest streaming market. However, ISP was the only subject that vertically integrated all aspects of content, distribution, and consumption through its subsidiaries and affiliated companies. A variety of combined services, supplementary services, and fare plans provided by using its platform and network have become mainstream services in the domestic digital market and have fixed the current transaction type in domestic market.

• The Journal of Fisheries Business Administration
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• v.46 no.3
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• pp.31-49
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• 2015

This study examines whether or not the South Korean major fishery product import markets; Frozen Pollock, Frozen Long Arm Octopus, and Frozen Hairtail are integrated. We are utilizing the Multivariate and Bivariate Johansen Co-integration test to see if the law of one price(LOP) holds in each market or not. The empirical results show that even though import prices from different countries affect each other in each South Korean major fishery product import market, there is no evidence of LOP in any fishery product import market, which means that none of the markets are integrated. Based on these results, we could expect that the three major fishery product import markets show monopolistic competition among import countries. we would also see whether or not any country plays the role of a price leader in any of the markets. Based on weak exogeneity test results, we might expect that the United States and Malaysia are price leaders in the South Korean Frozen Pollock Import Market and Frozen Long Arm Octopus Import Market, respectively; however, we need to study more on this in the future.

• Korea Trade Review
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• v.47 no.5
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• pp.181-200
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• 2022

After the COVID-19 pandemic, a global economic downturn and a recession in the shipping market are expected, it is important for domestic shipping companies to establish appropriate strategy in response to the recession. Accordingly, domestic shipping companies should grow into integrated logistics companies that combine shipping and logistics in the future. And for this purpose, it is necessary to actively promote logistics integration with external shipping and logistics companies. This paper presents the direction of logistics integration for domestic shipping companies to develop as integrated logistics operators with competitiveness in the global shipping market, and presents detailed alternatives. Domestic shipping companies lack the infrastructure such as ships, port terminals, and warehouses, so they have a weak capacity to independently promote logistics integration. At the shipping company level, a logistics integration promotion strategy should be established, and accordingly, logistics infrastructure, service network, and logistics integration operating system should be established. The government should provide tax benefits for logistics integration, financial support for M&As led by domestic shipping companies, a standardized information sharing system, and preparation of educational courses for nurturing digital manpower.

• Korean Journal of Poultry Science
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• v.15 no.1
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• pp.53-60
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• 1988

The purpose of this presentation is to review the situation of the Cheju broiler industry peculiarized with the integrated production and marketing system to some degree, which is not prevailed in the whole broiler industry in Korea, so as to study the case of the Cheju industry from the viewpoint of an economic integration. The economic integration in the broiler industry is grouped into three patterns： non-integration, quasi-integration and complete integration, which generally exist under the different type of market competition. The quasi-integration tends to be formed at all phases where the complete integration is not fully implemented, but the non-integration has begun to change its nature into partially integrated structure. The Cheju broiler industry is characterized by the geographical location of isolated market so that factor supplies and broiler products are marketed in the different conditions from those of mainland Korea, somewhat in an oligopolistic pattern. It was since early 1980's that the industry successfully had three dressing plants merged into one by virtue of entire growers ownership, which opened an era of an integrated industry centered on the function of dressing birds. The case of Cheju broiler industry today is to be referred to as a typical quasi-integration which is coordinated the function between growing and dressing birds directly and extended the functional cooperation to distribution of products indirectly, while factor supplies are traded independently. As a result of a quasi-integration, the growers are able to receive a fixed price set by the dressing plant of growers that has the power to adjust the supply of and demand for broilers produced and consumed in the Island. There are some problems, however, in the integration of the Cheju broiler industry, stemming mainly from the process of the structure change, ： 1) the difficulty of controlling the production of broilers, 2) continuing pressure on the integration by non-integrated sectors, 3) the challenge on the stabilized broiler market from the mainland, 4) limited effectiveness of consumer education activities, and 5) lack of leadership for the industry development through integration. It is projected that the partially integrated Cheju broiler industry will be continually developed toward the direction of a complete integration in due course, as the currently independent supply sectors are to be backward integrated. The case of the Cheju broiler integration, therefore, could be used as a reference for making the whole broiler industry in Korea develop toward the integrated structure in the future.

• Proceedings of the Technology Innovation Conference
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• 1999.06a
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• pp.203-225
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• 1999

In this paper, I tried to analyze the relationship between the market structure of teleommunicatin industry and market performance using Economides and Lehr's results considering composite goods methods. And I took three policy scenarios into account. First, government tires to implement the policy which divides the integrated monopoly into network operator and service provider, then invite competition to service part. Second, government tries to implement the policy which invite the competition to service part only. Third, government tries to implement the policy which invite the competition to integrated duopoly. I gained the best result in the third scenario. So we can conclude that Parallel vertical integration is the best market structure. I also specially checked the relationship between the market structure and service quality. I gained the best service quality in the third scenario. So we can conclude that Parallel Vertical Integration is also the best market structure with regard to the service quality.

• Journal of Internet Computing and Services
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• v.6 no.2
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• pp.13-24
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• 2005

Software development by component integration is the mainstream for time-to-market and is the solution for overcoming the short lifecycle of software. Therefore, the effective techniques for component integration have been working. However, the systematic and practical technique has not been proposed. One of main issues for component integration is how to specify integration and the component architecture for operating the specification, in this paper, we propose a workflow variability design technique for component integration, This technique focuses on designing to a connection contract based on the component architecture. The connection contract is designed to use the provided interface of component and the architecture can assemble and customize components by the connection contract dynamically.

• Asia pacific journal of information systems
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• v.17 no.2
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• pp.1-28
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• 2007

The success of new product development is a key factor for getting competitive advantages. Marketing research has been investigating marketing capability, manufacturing technical capability, cross-functional integration, market knowledge competence, market orientation, and competitive environment as the key success factors of new product development. Recently, the role of IT infrastructure in enhancing new product advantage is assumed in the literature. However, the empirical studies on the role of IT infrastructure are lacking. The purpose of this study is to empirically exam the impacts of IT infrastructure on new product competitive advantage. In this study, IT infrastructure is conceptualized as the flexibility of IT infrastructure. Based on previous research, a conceptual model is established by incorporating the direct impact of IT infrastructure flexibility and its indirect impact through the key success factors on new product development. To empirically test the research model, data are surveyed from a pair of IS department and Marketing department of 92 consumer goods manufacturers. By employing PLS technique, the measurement reliability and reliability of research variables are tested and the path analysis is conducted to do the hypothesis testing. The path analysis shows that IT infrastructure flexibility has no direct effect on new product advantage, However, the indirect effect of IT infrastructure is found, which is mediated by marketing capability, manufacturing technical capability, cross-functional integration, and market orientation respectively. Hence, The flexible IT infrastructure increases cross-functional integration (H1), market orientation (H3), marketing capability (H5), and manufacturing technical capability (H6). All success factors of new product development excepts for competitive environment have a positive association with new product competitive advantages (from H10 to H14). Finally, the path from IT infrastructure flexibility to cross-functional integration, to market orientation, to market knowledge capability, and to new product advantage is found as the strongest path. These results indicate that the flexible IT infrastructure enhances information sharing with multiple departments and collaboration within a distributed innovation environment. The collaboration among departments positively affects the level of customer and competitor intelligence. The ability to obtain knowledge about customers and competitors makes firms to adapt to a changing environment quickly and to respond to customers' demands adequately. The flexible IT infrastructure also enhances the capability of organization to more rapidly respond to the changes in product design resulting in faster product development and reduced costs. In addition to, it enhances marketing capability by the two-way communications with customers and the analyses of various kinds of customer data. In brief, the finding of this study suggests that the flexible IT infrastructure allows many firms to pursue sustained new product competitive advantages. This study advances research on IT infrastructure in two important aspects. First, by Integrating marketing research and IS research, this study develops a conceptual model on the role of IT infrastructure in enhancing new product advantage. Second, it empirically finds the indirect impacts of IT infrastructure on new product advantage, which confirms the potential for the IS field to contribute to new product development research. The limitations of this study are also discussed to provide research directions for future research.