• Journal of Venture Innovation
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• v.7 no.1
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• pp.167-182
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• 2024

The aim of this study is to empirically explore the operational spillover effect among companies within chaebol groups, prominent corporate conglomerates in South Korea. Chaebols are known for their horizontal and vertical integration, fostering close collaboration among their constituent companies from a supply chain standpoint. Existing literature highlights the sharing of tangible and intangible resources within chaebol structures, leading to increased efficiency by minimizing transaction costs through resource sharing. This research investigates whether operational management performance within chaebol structures can be transmitted through cooperative resource utilization. To achieve this objective, we categorize leading companies and affiliate companies within chaebols and examine whether the operational management performance of leading companies significantly influences that of affiliate companies. Data on conglomerates, as defined by the Korea Fair Trade Commission, were collected, along with information on companies within these groups. Subsequently, the company with the highest revenue within each group was identified as the leading company, while the remaining companies were designated as affiliate companies. Our analysis reveals a significant positive relationship between the performance of inventory and facility resource management of leading companies and that of affiliate companies. This study sheds light on the transfer of operational management performance within conglomerates from a managerial perspective, underscoring the importance of reinforcing cooperation systems within the chaebol group. Furthermore, this research contributes to the academic discourse by delineating conglomerates from an operational management perspective and empirically demonstrating the transfer effect of operational management performance.

• Journal of Korea Society of Industrial Information Systems
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• v.4 no.1
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• pp.7-19
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• 1999

This paper discusses the threatening problem of Year 2000 (Y2K) to the banking industry. Of all steps to prepare for this big challenge, the clear understanding of the problem is always first to cope with the corning crisis. We categorize the possible issues into nine facets: (1) Potential Systemic Issues; (2) Technology Problems; (3) Technical Resources; (4) Vendor Management: (5) Supervisory Coordination and Security Issues; (6) Spillover Business Risks; (7) Operational Problems; (8) Euro Problem; and (9) Face Closure or Loss of Federal Deposit Insurance. We believe that each or these nine issues must be dearly recognized and appropriately prepared by those bankers who want to avoid the disaster they have never experienced.