• Journal of the Korean Institute of Illuminating and Electrical Installation Engineers
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• v.23 no.4
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• pp.8-15
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• 2009

In this paper, a new demand-side evaluation for the technical potential of lighting dimming control and its applications in electricity markets have been presented. The California standard practice test has been widely used to estimate the economic value of demand-side resources. However, as the advent of deregulation and restructuring of power industry, the California test has been facing some limitations to adopt in the new market environments. In particular the conventional DC test is appropriate for the traditional vertically integrated utility, not for the restructured unbundled utility. Thus, this paper presents a new method to evaluate the economic value of demand-side resource, especially of controllable lighting dimming resource in terms of the energy service provider in market environments. We, therefore, first estimate the technical potential of the lighting dimming control and evaluate the value of the lighting dimming control based on the Korean electricity market data in 2006. The study result shows that the lighting dimming control is a cost effective option for the energy service provider.

• Korean Journal of Agricultural Science
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• v.28 no.2
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• pp.147-161
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• 2001

Efficiency and competitive power in agribusiness management has became important issue due to the rapid changes in farming environment under new WTO agreement. To increase competitive power, small-sized petty farm should be restructured to be specialized large-scaled farming system. Trust farming corporation(TFC) has been introduced to increase farm productivity and competitive power through large scale farming system and refined management skills. Eventually, TFCs are expected to revitalize rural economy. TFCs are increasing in numbers, but they are unsatisfactory in quality often with insolvent operations. The typical problems with TFCs are internal conflicts among members, lack of management abilities and incentives, inefficiency in machinery use, and insolvent operations. The self effort by members and legal-institutional assistance can alleviate the negative factors against the rational for cooperative management and sustain TFCs. This study identifies the management problems of TFCs. To provide the methods for increasing management efficiency, improving rational management skills, and hence to help revitalizing the rural economy with competitive power, 20 TFCs in Nonsan County is surveyed. The major findings are as follows; 1) According to the survey result of 20 trust farming corporations, investments on the accumulation of knowledges and information, accounting management, machinery management are required due to the present lack of management/accounting ability. There also exist problems associated with revenue sources, labor uses, and public recognition. To increase management efficiency under current situation, corporations should import active business plans with expanding farming execution and off-farm season business. 2) Based on the result of corporations' business analysis, more than 50% of the corporations were not able to provide profit dividends to the members. It suggests that trust farming corporations need appropriate and stable revenue sources to sustain business. It is also required that corporations should reduce their excessive expenditure on fixed assets. 3) Theoretical amounts of consignment fees for tillage operation, planting, and harvesting were found to be 338,874 won, 216,596 won, and 332,318 won, respectively. Although actual levels of fee are 110%~120% of these theoretical levels of consignment fee, corporations' expected fee levels could not be acheived because of competency of consignment market.

• Journal of Internet Computing and Services
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• v.18 no.6
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• pp.137-144
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• 2017

A variety of customized marketing strategies are being implemented in the telecommunications market, including the offering of gifts to consumers, as competition in the market is being restructured with the focus on bundled products. However, the Korea Communications Commission (KCC) has recently imposed fines for user discrimination on telecommunication carriers whose marketing strategies have included the award of excessive prizes. In that regard, various issues related to the suitability and appropriate limit of the current gift regulation in the telecommunications market have been raised. Since the Fair Trade Commission, which had a similar scheme to that of the KCC, abolished the regulation on gifts in July 2016, disputes have arisen as to whether the current regulation on gifts is practically effective from the perspective of consumer benefit. In other words, discussions on the rationality of the theoretical and empirical grounds for the regulation on gifts only in the telecommunication market but not in other commodities markets have begun. As such, this study aims to empirically analyze the suitability of the current regulation on gifts in the domestic telecommunications market under the new competitive environment centered on bundled products, and to seek the rational improvement of, and infer the implications for, the regulation on gifts in the telecommunications market based on the results of the analysis.

• Asia pacific journal of information systems
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• v.20 no.1
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• pp.33-56
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• 2010

The current business environment has been characterized as less munificent, highly uncertain and constantly evolving. In this environment, the company with dynamic capability is reported to be more successful than others in building competitive advantage. Dynamic capability focuses on the link between a dynamically changing environment, strategic agility, architectural reconfiguration, and value creation. Being characterized to be flexible and adaptive to market circumstance changes, an organization with dynamic capability is described to have high resource fluidity, which represents business process, resource allocation, human resource management and incentives that make business transformation faster and easier. Successful redeployment of the resources for dynamic adaptation requires organizational forms and reward systems to be well aligned with firm's technological infrastructures and business process. The alignment is considered to be an executive level commitment. Building dynamic capability is knowledge driven; relying on new knowledge to reconfigure firm's resources. Past studies established the link between the effective execution of a knowledge-focused strategy and relevant setting of architectural elements such as human resources, structure, process and information systems. They do not, however, describe in detail the underlying processes by which architectural elements are adjusted in coordinated manners to build knowledge-driven dynamic capability. In fact, understandings of these processes are one of the top issues in IT management. This study analyzed how a Korean corporation with a knowledge-focused strategy aligned its architectural elements to develop the dynamic capability and thus create value in the dynamically changing markets. When the Korean economy was in crisis, the company implemented a knowledge-focused strategy, restructured the organization's architecture by which human and knowledge resources are identified, structured, integrated and coordinated to identify and seize market opportunity. Specifically, the following architectural elements were reconfigured: human resource, decision rights, reward and evaluation systems, process, and IT infrastructure. As indicated by sales growth, the reconfiguration helped the company create value under an extremely turbulent environment. According to Ancona et al. (2001), depending on the types of lenses the organization uses, different types of architecture will emerge. For example, if an organization uses political lenses focusing on power, influence, and conflict. the architecture that leverage power and negotiate across multiple interest groups would emerge. Similarly, if an organization uses economic lenses focusing on the rational behavior of organizational actors making choices based on the costs and benefits of action, organizational architecture should be designed to motivate and provide incentives for the actors (Smith, 2001). Compared to this view, information processing perspectives consider architecture to be designed to maximize the capacity of information processing by the actors. Using knowledge lenses, the company studied in this research established architectural elements in a manner that allows the firm to effectively structure knowledge resources to form dynamic capability. This study is revelatory single case with a historic perspective. As a result of this study, a set of propositions and a framework are derived, which can be used for architectural alignment.

• The Journal of Fisheries Business Administration
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• v.34 no.2
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• pp.75-90
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• 2003

When we think of fundamental problems of the aquaculture industry, there are several strict conditions, and consequently the aquaculture industry is forced to change. Fish aquaculture has a structural supply surplus in production, aggravation of fishing grounds, stagnant low price due to recent recession, and drastic change of distribution circumstances. It is requested for us to initiate discussion on such issue as “how fish aquaculture establishes its status in the coastal fishery\ulcorner, will fish aquaculture grow in the future\ulcorner, and if so “how it will be restructured\ulcorner” The above issues can be observed in the mariculture of yellow tail, sea scallop and eel. But there have not been studied concerning seabream even though the production is over 30% of the total production of fish aquaculture in resent and it occupied an important status in the fish aquaculture. The objectives of this study is to forecast the future movement of sea bream aquaculture. The first goal of the study is to contribute to managerial and economic studies on the aquaculture industry. The second goal is to identify the factors influencing the competition between production areas and to identify the mechanisms involved. This study will examine the competitive power in individual producing area, its behavior, and its compulsory factors based on case study. Producing areas will be categorized according to following parameters : distance to market and availability of transportation, natural environment, the time of formation of producing areas (leaderㆍfollower), major production items, scale of business and producing areas, degree of organization in production and sales. As a factor in shaping the production area of sea bream aquaculture, natural conditions especially the water temperature is very important. Sea bream shows more active feeding and faster growth in areas located where the water temperature does not go below 13∼14$^{\circ}C$ during the winter. Also fish aquaculture is constrained by the transporting distance. Aquacultured yellowtail is a mass-produced and a mass-distributed item. It is sold a unit of cage and transported by ship. On the other hand, sea bream is sold in small amount in markets and transported by truck; so, the transportation cost is higher than yellow tail. Aquacultured sea bream has different product characteristics due to transport distance. We need to study live fish and fresh fish markets separately. Live fish was the original product form of aquacultured sea bream. Transportation of live fish has more constraints than the transportation of fresh fish. Death rate and distance are highly correlated. In addition, loading capacity of live fish is less than fresh fish. In the case of a 10 ton truck, live fish can only be loaded up to 1.5 tons. But, fresh fish which can be placed in a box can be loaded up to 5 to 6 tons. Because of this characteristics, live fish requires closer location to consumption area than fresh fish. In the consumption markets, the size of fresh fish is mainly 0.8 to 2kg.Live fish usually goes through auction, and quality is graded. Main purchaser comes from many small-sized restaurants, so a relatively small farmer and distributer can sell it. Aquacultured sea bream has been transacted as a fresh fish in GMS ,since 1993 when the price plummeted. Economies of scale works in case of fresh fish. The characteristics of fresh fish is as follows : As a large scale demander, General Merchandise Stores are the main purchasers of sea bream and the size of the fish is around 1.3kg. It mainly goes through negotiation. Aquacultured sea bream has been established as a representative food in General Merchandise Stores. GMS require stable and mass supply, consistent size, and low price. And Distribution of fresh fish is undertook by the large scale distributers, which can satisfy requirements of GMS. The market share in Tokyo Central Wholesale Market shows Mie Pref. is dominating in live fish. And Ehime Pref. is dominating in fresh fish. Ehime Pref. showed remarkable growth in 1990s. At present, the dealings of live fish is decreasing. However, the dealings of fresh fish is increasing in Tokyo Central Wholesale Market. The price of live fish is decreasing more than one of fresh fish. Even though Ehime Pref. has an ideal natural environment for sea bream aquaculture, its entry into sea bream aquaculture was late, because it was located at a further distance to consumers than the competing producing areas. However, Ehime Pref. became the number one producing areas through the sales of fresh fish in the 1990s. The production volume is almost 3 times the production volume of Mie Pref. which is the number two production area. More conversion from yellow tail aquaculture to sea bream aquaculture is taking place in Ehime Pref., because Kagosima Pref. has a better natural environment for yellow tail aquaculture. Transportation is worse than Mie Pref., but this region as a far-flung producing area makes up by increasing the business scale. Ehime Pref. increases the market share for fresh fish by creating demand from GMS. Ehime Pref. has developed market strategies such as a quick return at a small profit, a stable and mass supply and standardization in size. Ehime Pref. increases the market power by the capital of a large scale commission agent. Secondly Mie Pref. is close to markets and composed of small scale farmers. Mie Pref. switched to sea bream aquaculture early, because of the price decrease in aquacultured yellou tail and natural environmental problems. Mie Pref. had not changed until 1993 when the price of the sea bream plummeted. Because it had better natural environment and transportation. Mie Pref. has a suitable water temperature range required for sea bream aquaculture. However, the price of live sea bream continued to decline due to excessive production and economic recession. As a consequence, small scale farmers are faced with a market price below the average production cost in 1993. In such kind of situation, the small-sized and inefficient manager in Mie Pref. was obliged to withdraw from sea bream aquaculture. Kumamoto Pref. is located further from market sites and has an unsuitable nature environmental condition required for sea bream aquaculture. Although Kumamoto Pref. is trying to convert to the puffer fish aquaculture which requires different rearing techniques, aquaculture technique for puffer fish is not established yet.