• Journal of Korean Society of Industrial and Systems Engineering
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• v.28 no.2
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• pp.139-145
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• 2005

As today's business environment becomes more globalized and distributed, the importance of collaboration is rapidly increasing. This Paper Presents a systematic approach to collaboration strategy planning. The framework suggests that a Collaborative Process Map needs to be identified first. Then, Collaboration Maturity of an enterprise is evaluated. Based on the Collaborative Process Map and Collaboration Maturity Evaluation, Collaboration Execution Plans are systematically established. A case study shows that the proposed framework can successfully be applied to the strategic collaboration planning of semiconductor industry

• Asian Journal for Public Opinion Research
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• v.4 no.4
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• pp.205-207
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• 2017

• Journal of the Korean Society of Clothing and Textiles
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• v.32 no.9
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• pp.1467-1477
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• 2008

This research examined how customers evaluate fashion brand collaborations in speculating the collaboration factors, product, model, and designer. Respondents evaluated 8 different collaborate case cards from 1 to 8, presenting a certain fashion brand, who had recently teamed up with various kinds of product companies for collaboration. Product was found as the most important factor in evaluating the collaboration case cards, analyzed through Conjoint Analysis. Respondents segmented additionally by clothing involvement valued different collaboration factors; products for the high clothing involvement group and messenger and designer for the low clothing involvement group. All the segments and respondents chose the best the card presenting blue jeans, Mr. Chang, and B.S. Choi, as similarity for products, fame for mdoel, and similarity for designer, respectively.

• Journal of the Korean Society of Clothing and Textiles
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• v.32 no.5
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• pp.692-703
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• 2008

In the fashion enterprises of today, there are many kinds of inter-enterprises' collaborations which are related to the strategic management for reinforcing their competitiveness in various fields. These inter-enterprises' collaborations, which began to increase in the year 2000, will increase even more in the near future. The study investigated the differences of collaboration motive types in collaboration areas, trust/devotion, performance and satisfactions of collaborations, and characteristics of collaborated companies and their partners. A questionnaire was administered to 194 key employees of the fashion enterprises in Korea and the analysis was performed by factor analysis, cluster analysis, ANOVA, and $X^2$ test. The results showed that the collaboration motive had four factors: economic efficiency, business expansion, product planning improvement, and brand competitiveness increase. The cluster analysis showed that there were four collaboration motive types: brand competitiveness type, economic efficiency type, product planning type, and passive collaboration type. There were significant differences among the collaboration motive types in regard to collaboration areas, trust/devotion, and the performance/satisfactions of collaboration, and characteristics of companies. The brand competitiveness motive type tended to choose the marketing and brand collaboration areas, had a higher trust, and had higher scores on the performance and satisfactions of collaboration than did the other types.

• Proceedings of the Technology Innovation Conference
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• 1999.06a
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• pp.119-139
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• 1999

The rapid development and diversification of technology require that firms should adjust and cope with a high degree of uncertainty. An alternative to these strategic responses is the recent increase in the number of R&D or technological collaborations among firms. There have been continuous researches into the causes and effects of these collaborative relationships, but there is a lack of research that examines the risks involved in the process of collaboration. The researches into essential prerequisites for a successful technological collaboration have remained at the superficial level despite the surge in demand of R&D collaboration. Therefore, this study proposes positive & negative factors affecting the R&D collaboration process and selection point. In addition, a further step in analysis is taken by integrating both the positive & negative factors. This study emphasizes the importance of inter-trust in activating the process factors within the success factors and reducing the possibility of risk factors.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.6 no.2
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• pp.172-177
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• 2005

Under the difficult economy circumstances of Korean universities and industries, Korean government has been strongly emphasizing industry-university collaboration to make percentage of employment among college/university graduates higher as well as prosperity of Korean economy. In order to make effective improvement for universities, industries, local society, and national economic status, it is required to recognize the importance of university-industry collaboration team leader's leadership; which relates various employers personal behaviors with organizational goals and affects the employer's organizational behaviors in university-industry collaboration team. This study aims to suggest the effective strategic leadership behaviors fur the industry-university collaboration team leader in Korean universities as they are to manage university faculty members, professors, and researchers and/or top management of business enterprises and to achieve the organizational goals through literatures concerned about leadership and university-industry collaboration.

• Safety and Health at Work
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• v.13 no.3
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• pp.372-375
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• 2022

In the globalized field of safety, health, and well-being, the need to build multi-stakeholder alliances to find solutions to complex challenges is growing. This requires common ground for collaboration, as well as concepts and tools to grasp and manage the areas of interest. Over recent years, Vision Zero has awakened interest and it continues to evolve into many forms of approaches and initiatives, which provide a strategic direction and practical tools for supporting the development of safety, health, and well-being at work. Consequently, there is a need to build a shared understanding of 'zero'. This article reflects the potential of Vision Zero as a bridging concept and an approach for building multi-stakeholder collaboration. Thus, we present a multi-perspective framework of Vision Zero to support further dialoge and collaboration in joint undertakings.

• Journal of the Korean Society of Costume
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• v.63 no.1
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• pp.108-119
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• 2013

This study examined the types and changes of collaboration in the domestic fashion industry by means of analyzing media articles or advertisement of collaboration in the domestic fashion industry that were published in Vogue and Fashion Biz between 2000 and 2011. The total number of collaboration articles and advertisements was 269, including 55 from Vogue and 214 from Fashion Biz. The data analysis was made using frequency, percentages, and the (chi-square) test. The results concerning fashion collaborations between 2000 and 2011 are as follows: First, when looking at the collaborations from 2000 to 2003, it showed that majority of collaborations during this period was done between apparel companies and individual designers. However, from 2004 to 2011, there was a increase in the number of collaborations between apparel companies and celebrities. Second, collaborations from 2000 to 2003 focused mainly on women's wear and innerwear. But, from 2004 to 2011, collaborations for casual wear has increased. And it should be noted that a rapid increase in collaborations have been observed for collaborations in sportswear and men's wear from 2004 to 2011.

• Management & Information Systems Review
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• v.14
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• pp.1-24
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• 2004

The Internet is flourishing and the World Wide Web is growing at an exponential rate. A fundamental concept of Intranet, the so-called second wave, was introduced only a few years ago. Intranets have been embraced by corporate users of information services and made substantial inroads in strategic vision documents and procurement practices. Business organizations have come to the conclusion that they require an extensive data repository in order to acquire a competitive advantage in a dynamically change market. This rich assortment of data must further be delivered and deliverable enterprise-wide in a secure and cost-efficient manner. Information technology(IT) has created the Intranet as a vitally important mechanism for the storage, dissemination, and even the analysis data. The present study is an attempt to develop a more through understanding of the potential and actual impact of the Intranet on organizational functions and activities. Expecially, it also consists of an effort to assess the impact of the Intranet on work collaboration. The research also addresses the issue of how the Intranet affects work collaboration and shapes or modifies business activities. The results of literature review and study revealed that middle managers believe that the extent of the Intranet use is significantly related to improvements in overall organizational functions and activities. While communication, decision-making, productivity, work collaboration, and business activities are all enhanced by Intranet use, Work Collaboration appears to be most dramatically improved by Intranet use.

• Korean Business Review
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• v.6
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• pp.153-179
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• 1993

The main purpose of this study is to suggest the new strategic management model for the future successful company. The new model consists of the following structure. First, to identify the object dimension. The upper object is to satisfy the customers needs. And the lower object is to satisfy the workers needs. Second, to identify the external enviromental problems dimensions. There are five dimensions. They are ethical responsinilities, government-business alliances, collaboration amongst competitors, innovative invester-company relations, and globalization of enterprise. Third, to identify the internal enviromental problems dimensions. There are two dimensions. They are new organizational forms and integrated subcultures. Fourth, to find the solution for the above dimensions. The solution is as follow. All the managers and workers must have business reengineering minds and apply the complexity management. And the company should construct the strategic information systems.