• Journal of Distribution Science
• /
• v.15 no.12
• /
• pp.5-19
• /
• 2017

Purpose - This study involves the following questions: "Does internalization theory fully explain reality?" and "Which additional factors may add extra value to the theory?" To answer these, this study divides market entry mode into two steps, initial and subsequent and then, focuses on the subsequent distribution step; that is, the post-entry strategy after initial entry. In addition, this study relies on finding strategic orientations that affect the decision of post-entry into foreign markets. Research design, data, and methodology - To investigate this, this study examines 252 cases of Korean online games for each foreign market and the distribution mode at the product-team level. Results - The result shows that companies use different distribution strategies as a post-entry mode, like licensing, or joint distribution rather than exclusive distribution, through subsidiaries even if they already have wholly owned local subsidiaries which have enough experience and resources to select the entry modes among various types and then provide full commitment and control. Additionally, it finds that strategic orientation affects post-entry strategies differently. Conclusions - Therefore, this study is noteworthy and significant, as it practically extends the existing theories such as an internalization and distribution for decision making regarding the overseas expansion of entertainment businesses.

• Industry Promotion Research
• /
• v.5 no.1
• /
• pp.21-33
• /
• 2020

The purpose of this study is to investigate the impact of strategic human resource management perceived by members of SMEs on organizational performance and innovation behavior. In addition, the mediator effect of innovation behavior of organizational members on the relationship between strategic human resource management and organizational performance was verified using the statistical program SPSS 21.0 program. First, the hypothesis 1, strategic human resource management (adoption and compensation, job design, training and career management, participation in decision-making) was adopted by showing positive impact on the positive impact on organizational performance. Second, hypothesis 2, strategic human resource management (recruitment and compensation, job design, training and career management, participation in decision-making) was adopted after demonstrating statistically significant influence on innovation behavior. Third, the innovation behavior perceived by Hypothesis 3 organizational members showed a positive influence on organizational performance. Hypothesis 3 was therefore adopted. Fourth, as a result of verifying the mediating effect of innovation behavior in the relationship between hypothesis 4, strategic human resource management and organizational performance, innovation behavior was analyzed to be partially mediated. In other words, strategic human resource management of organizational members has a direct impact on organizational performance, but it can show a higher positive impact on organizational performance through innovation actions in its performance.

• Journal of Technology Innovation
• /
• v.11 no.2
• /
• pp.239-281
• /
• 2003

This study explored the patterns of activities and interactions among participants in the adoption process of a new system innovation, ADSL, in Korea, using an integrative framework of innovation system and strategic decision-making process for uncertainty reduction. An in-depth case analysis was undertaken to identify the adoption process of ADSL innovation, as a case in point, in conjunction with activities and interactions among related parties such as government, service providers, equipment suppliers, and content providers. The results of case analysis revealed that as the level of uncertainty in the adoption of ADSL innovation decreases, the focus of decision-making activities moves from scoping, to searching, to evaluating and to committing. Also this study found that at the early stage of ADSL adoption with higher level of uncertainty, government plays a pivotal role in coordination of related parties to participate in the innovation process, while service providers replaced this role at later stage of innovation with lower level of uncertainty. This study discussed theoretical and policy implications for the adoption of new system innovations with varying degrees of uncertainty.

• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.8 no.12
• /
• pp.49-63
• /
• 1985

This paper is focused on the introduction of the types of models and explanation of the fundamental concepts and theory for development and use of the corporate planning and modeling system. Nowadays, a great deal of companies have been or experimenting with some form of a corporate planning and modeling system to support managerial and strategic decision making. From previous studies it was noted that most applications have tended to be financially based. This trend will probably continue. However, with the software and hardware currently available it is likely that companies will move more toward integrated models that link marketing, production, as will as financial areas. More emphasis will undoubtedly be placed on the use of econometric modeling, since this subelement of the overall planning and modeling process is closely tied to the market place and the economy. At any rate, wherever the development of corporate planning and modeling system is directed, clear understanding for the fundamental concepts and elements of the system is settled in advance in order to develope and use it.

• Convergence Security Journal
• /
• v.7 no.4
• /
• pp.83-91
• /
• 2007

Information security is a critical issue for network centric warfare(NCW). This paper provides a information security governance index for NCW, which is a result of the research through a group decision making process. The purpose of the research is to intended to help military organization's planners determine the degree to which they have implemented an information systems governance framework at the strategic and tactical level within their organization.

• Proceedings of the Technology Innovation Conference
• /
• 2001.06a
• /
• pp.117-130
• /
• 2001

R&D is the core competence of an enterprise. Furthermore, R&D requires huge capital investment and has very risky characteristics. Therefore, to be successful in R&D process, several approaches of engineering economics are used prior to decision-making. Until now, typical approaches of engineering economics such as NPV(net present value) or DCF(Discounted cash flow) have been used. But, they cannot properly capture managerial flexibility to adapt and revise later decisions in response to unexpected market development. In a constantly changing and always uncertain marketplace, managerial operation flexibility and strategic adaptability have become vital in order to successfully capitalize on favorable future investment opportunities and limit losses from adverse market development. For the alternatives of conventional static decision-making approaches, new concept of using real options is introduced. Real option theory is based on financial option's characteristics and checks every revision interval whether situation have changed favorable to decision maker or not. In advantageous situation, the decision maker has only to go on. In contrast, with unfavorable situation, he abandons the investment immediately. In this aspect, real option model is more suitable in very uncertain and dynamic business environment in that it can provide the opportunity to cope with flexibility. This paper suggests efficient and effective R&D investment strategy by using real options model. In addition, this paper compares financial options and real options.

• Management & Information Systems Review
• /
• v.4
• /
• pp.137-159
• /
• 2000

Recently, the importance of ISP(Information System Planning) has been increased because of rapid change and severe competition in business environments. Furthermore, the role of IS in the organization has included not only the supportive activities but also the strategic activities. Organizations can get the competitive advantages through the strategic use of IT by establishing effective and systematic ISP implementation. The main focus of this study is investigate the relationship among three subunits(organizational factors, the role of IS and effective ISP) based on the contingent settings which the process of ISP is implemented. The reasons that conceptual framework of this study is based on the contingent theory are as follow: First, ISP process itself has a series of complicated work which various elements in a company are involved. ISP externally must have the process to evaluate information technology (technology related with IS). Internally ISP process has a serious of works including determining information requirements to develop successful IS for other functional departments and identifying strategic opportunity of IS aligned with business strategy. Secondly, the activity of ISP is occurring on the continual basis. Business environments in which ISP process has implemented are changing continuously. Specific ISP methodology which was appropriate in a certain period of time does not work any more because of the rapid changes in business environments. For this reason managers can hardly expect successful ISP without considering external environments or internal environments such as organizational or management side. For this study, 240 survey questionnaires were mailed and 71 questionnaires were returned. 57 samples were used for the final analysis and 14 samples were excluded from analysis in that they didn't exercise official and systematic ISP. As the result of analysis, among the internal factors(organizational size, time frame of decision making, budget, management style, organizational culture) organizational culture, management style and time frame of decision making are identified as contingent factors on the effective ISP. The result of this study may have meaning in suggesting the way to develop effective ISP through the formalization of business process, more favorable users attitude toward IS and selection of an appropriate ISP methodology.

• Journal of the Korean Society of Environmental Restoration Technology
• /
• v.24 no.2
• /
• pp.115-126
• /
• 2021

Strategic Environmental Impact Assessment (SEA) is a decision-making process taking into account the environmental impact, economic and social impact of policies, plans, and programs at the higher stage prior to the project plan for promoting sustainable development. In this study, we analyzed the process and criteria for selecting appropriate alternatives when establishing development plan in SEA. First, the criteria for estimating changes in ecosystem services following the implementation of development project of industrial complex were presented. Second, alternative evaluations were conducted through an analysis of ecosystem service scenarios to explore suitable alternatives in Anseong. As a result, the environmental quality of selected area as the existing project site deteriorated according to the implementation of the project, and the dimensional reduction technique confirmed that the change in ecosystem service factors in project area was the optimal location. In addition, the results of the scenario assessment to explore suitable alternatives in Anseong City showed that the existing site had large capacity in terms of water quality control services (scenario 1), scenario 2 in terms of preconditioning services, and scenario 3 in terms of water supply services. The guidance of Ecosystem service assessment is expected to be available in decision-making of large-scale strategies (e.g., SEA) and projects by presenting more quantitative criteria for determining the adequacy and location feasibility of development plans and policy plans. This is expected to require various support, including legislation and revision of related laws, believed to be supported by advanced research.

• The Journal of Industrial Distribution & Business
• /
• v.14 no.10
• /
• pp.1-9
• /
• 2023

Purpose: In an increasingly globalized world, foreign direct investment (FDI) plays an essential role in the economic improvement of countries. This study aims to delve into the topic of overseas direct investment (FDI) and offer a complete analysis of its strategic advantages and disadvantages. By thoroughly examining the present literature, this study aims to discover and explore the diverse advantages and drawbacks. Research design, data and methodology: The information analysis system systematically and rigorously examined the selected studies. The evaluation will follow a thematic technique in which conventional subject matters and styles associated with FDI's strategic benefits and downsides can be recognized and synthesized. Data extraction contained relevant facts from the chosen research, along with the study objectives. Results: This study provides the findings of the, which explores the strategic advantages and disadvantages of foreign direct investments (FDI) primarily based on the evaluation of previous research. A comprehensive review of the identified benefits and drawbacks highlights their implications for businesses engaged in FDI. Conclusions: In sum, the findings offer valuable insights for practitioners, guiding their decision-making methods in the international commercial enterprise landscape. Organizations can function for fulfillment and sustainable development in the global marketplace by leveraging the advantages and effectively managing demanding situations.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.13 no.2
• /
• pp.115-123
• /
• 2018

This study is empirically intended to put forward the modeling and process improvement measures for the SCM capability in small venture firms. The findings are summarized as follows. There were strategic alliance, technological development and centralization in the modeling of strategic planning for supply chain, not the least of which is strategic alliance, followed by centralization and technological development. There were routing scheduling, network integration and third party logistics outsourcing in decision making, not the least of which was network integration. There were customer service management, productivity management and quality management in management control, not the least of which was quality management. And there were order management choice, pricing demand, shipment delivery and customer management in transaction support system, not the least of which was order management choice. As for the above-mentioned findings, to maximize the SCM capability and operate the optimized process in small venture firms, the existing strategic alliances can optimize the quality management and stabilize the transaction support system through the network sharing and integration from the perspective of relevant organizational members' capability and process improvement. And the strategic linkage between firms can maximize the integrated capability of information system beyond the simple exchange relation between electronic data, achieving a differentiated competitive advantage. Consequently, the systematization and centralization for the maximization of SCM capability, including the infrastructure construction based on the system compatibility and reliability for information integration, should be preceded before the modeling of the integrated capability for optimum supply chain and the best process management in the smart era.