• 기술혁신연구
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• 제6권2호
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• pp.80-100
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• 1998

The application of computers and information technologies progressed with remarkable pace has paved the way for technological innovation toward the efficient integration of various functions in a manufacturing system. Actually it is observed that the greater part of manufacturing companies already initiated significant efforts to integrate information systems and attained the level of integration to some extent. The purpose of this paper is to clarify the strategic direction that manufacturing firms are pursuing through integrating information systems. Using the extensive data gathered from Japanese manufacturers, it is attempted to find the differences in competitive priorities and action programmes between the companies with high and low-level system integration. Our empirical data reveals that the manufacturers with highly integrated system are focusing their competitive capabilities on the rapid design change and new product introduction, and accordingly they place a greater emphasis on the action programmes related to design, process and quality improvement. As a conclusion, highly integrated firms tend to pursue new product development strategy more intensively, thereby they want to be a preemptor in the new market through exploiting technological advantages of integrated manufacturing system.

• Asia pacific journal of information systems
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• 제11권3호
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• pp.63-89
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• 2001

The purpose of this research is to develop strategic alternatives for the high-tech products development by comparatively studying characteristics of the industry and R&D structures in Korea and the US. Some of the environmental, strategic, organizational and project teams' characteristics are studied. Data were collected from Korea and US high-tech companies through interviews and questionnaires and event analysis method was used to analyze them. The findings are as follows: First, when the level of market concentration is high, cycle time tends to be longer. Therefore, if there are many competitors in the market, new products development should be swift due to competitive pressures. Second, the developmental strategy should be directed toward the existing customers to speed up new products development. That is, a defensive strategy would result in a shorter cycle time and response time compared to a strategy directed to a niche market. Third, when the level of formalization is high, cycle time tends to be shorter. This means that formal procedures for new products idea development or new products development policies shorten new products development time.

• 산업융합연구
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• 제2권1호
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• pp.47-72
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• 2004

The study has tried to address particular situations relating to HRM. In my paper I give suggestions based on the present state of Korean Corporations. They are from 2 view points. These view points include the level of vertical fitness as a basic task of strategic human resource management and the level of empowerment to the line managers. This study could be defined by examining the following question: What are the contingent factors and organizational policies that enable us to foresee levels of strategic integration and empowerment? We seem to require the wisdom of human resource management for establishing the foundation of presenting a standard.

• 기술혁신학회지
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• 제8권2호
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• pp.650-676
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• 2005

It is important to identify the mid and long-term strategic technologies and evaluate technology level for the establishment of national R&D policy to upgrade technology level in Korea. This paper summarizes the result of technology level evaluation for 99 key technologies of 'National Technology Road Map', which consists of 5 visions, of Korea. The technology level, the technological gap between Korea and world-top country, the role of government to upgrade technology level, etc. were investigated by the survey (total 1,067 respondents) and the interview with experts related to key technologies. The average technology level of Korea was $65.1\%$ of that of world-top country and average technological gap was 5.8 years. The technology level of vision I 'Building an Information-Knowledge-Intelligence Society' was $71.6\%$ and highest among 5 visions. The highest technology level among 99 key technologies was $85.6\%$ for 'Digital Broadcasting Technology' and the lowest was $20\%$ for 'weather Control Technology'. The major reasons of technological gap were investigated as the lack of R&D personnel ($23.8\%$), the shortage of R&D funds ($17.8\%$), and the insufficiency of basic research ($15.4\%$), in sequence. The average technology level of USA was evaluated to highest in the world. It was presented that the technological power of China increased rapidly in the expert interview. The result of technology level evaluation would be primary information for various national S&T planning, such as S&T basic plan, S&T foresight, technology road map, etc.

• 한국항해항만학회지
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• 제37권3호
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• pp.321-327
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• 2013

As the market of express delivery services expands rapidly, delivery service companies are exposed to severe competition. As a result of the surplus of delivery companies, they are struggling with remaining competitive at a reasonable price with appropriate level of customer satisfaction. To cope with competition pressures, a strategic alliance is suggested as an effective solution to the challenges faced by small and medium enterprises (SMEs) in express delivery services. Therefore, this study suggests a combined optimization and simulation approach to the reconfiguration of an express delivery service network for strategic alliance with respect to strategy partnership of closing/keeping service centers among companies involved and adjustments of their cutoff times. An illustrative numerical example is presented to demonstrate the practicality and efficiency of the approach.

• 기술혁신학회지
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• 제1권3호
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• pp.285-298
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• 1998

Innovation with strategic interaction is to overcome the technological uncertainty and to create co-evolution through competition among individuals or organizations for the acceleration of innovation. The concept of innovation in the past was concentrated on cooperation rather than on competition for the efficient management of limited resources. However, in order to minimize the technological uncertainty, we need an innovation on the basis of competition between organizations. Competition stimulates technological adaptability. It is on the analogy of complex system. This is to satisfy consumers' needs, to transform the resources into a technology, and to apply for the development of new products and new technologies. If the emergence of a new technology threatens present technology and develops into a new level of technology through inter-relation, it becomes a mutually supporting technologies. When theses effects are simultaneously realized, it is possible for firm to have strategical innovation and to create a mutually evolutionary development. Furthermore, when the competition among more than two individuals or two organizations continues towards the same direction, the mutual competition and cooperation can be expected to create a synergy effect. The competitive environment should be composed of R&D, production, and consumers' choice. This will lead to interaction among organizations through strategic competition and cooperation. Intra-firm competition and Inter-firm competition are required to exist together.

• 지식경영연구
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• 제10권3호
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• pp.35-49
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• 2009

The purpose of this study is to examine whether suppliers are able to benefit by means of constructing a relationship-specific intangible asset and participating in collaboration with purchasers to actively maintain value created while mutually using inter-organizational information systems. To achieve the purpose of this study. 82 questionnaires have been analyzed from suppliers which are using electronic transactions through inter-organizational information systems. As a result, business process specificity and domain knowledge specificity, which are relationship-specific intangible assets, affect operational collaboration and strategic collaboration, which are classified by level of decision-making. Although both types of collaboration are needed to achieve both strategic and operational benefits, we find each collaboration to be uniquely promoted by a specific types of relationship-specific intangible asset. Operational collaboration is found to be an antecedent to operational benefit and strategic collaboration is found to be an antecedent to strategic benefits. No crossover between collaboration and supplier's benefits is found. Consequently, the result of this study shows collaboration is needed for domestic suppliers, which have relatively low levels of collaboration, to keep maintain relationship-specific intangible assets and to prevent the relationship termination cost when transactions have been stopped between supplier and purchaser. Also the results imply the supplier can have advantages by participating in collaboration.

• 대한산업공학회지
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• 제37권4호
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• pp.304-310
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• 2011

The express courier business in Korea has been recognized as one of promising business sectors with the annual growth rate of over 10 percent since 2001. As such many domestic and foreign companies have been established and are fiercely competing to extend their own market share. The severe competition has forced them to focus on achieving cost competitiveness and high level of customer service. Small and medium-sized enterprises( SMEs) with relatively poor network infrastructure in particular are facing tougher challenges to cost reduction and efficiency improvement in their logistics networks. Strategic alliances among SMEs may be an effective way to cope with these challenges. Therefore this study proposes an integer programming model for compromised network design and its solution procedure based on maxmin and maxsum criteria for strategic alliances. The applicability and efficiency of the proposed model are demonstrated through an illustrative numerical example.

• 벤처창업연구
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• 제15권1호
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• pp.125-141
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• 2020

본 연구는 창업자의 전략적 지향성과 사회적 자본이 창업기업의 성과에 미치는 영향을 분석하였다. 전략적 지향성은 기업가적 지향성, 시장 지향성, 기술 지향성으로 구분하고 사회적 자본은 외부 네트워크의 지원과 창업팀에 대한 신뢰 및 응집력으로 정의하여 그 효과를 실증하였다. 또 사회적 자본이 전략적 지향성의 효과를 조절하는 조절효과가 있는지도 살펴보았다. 설립 5년 미만의 79개 스타트업을 대상으로한 실증분석에서, 기술 지향성만이 창업성과에 유의한 영향을 미치는 것으로 나타났다. 사회적 자본은 모두 창업성과에 유의한 효과를 미치는 것으로 나타났으며 그 조절효과는 부분적으로 검증되었다. 본 연구결과는 증거 중심의 스타트업 지원책을 수립하는데 공헌할 것으로 기대된다.

• 아태비즈니스연구
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• 제5권2호
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• pp.51-64
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• 2014

Strategic bundling of Human Resource Management (HRM) practices among themselves works together as an entire HRM system rather than individual HRM practices to achieve organizational objectives. The bundles of HR practices support the effectiveness of one another assuming the effectiveness of any practice depends on other practices in place. It is said that the greater the total degree of bundling among the various components of HRM policies and practices, the more will be the organizational outcomes. Realizing these facts, this study aimed to explore the level of strategic bundling and examined the impact of such bundling on organizational performance to the publicly listed companies of Nepal. This empirical study is based on description and exploratory design for which data collected through the questionnaire based on 5-point liker scale. Total population of the study at the time of data collection are 234 organizations publicly listed in Stock Exchange of Nepal. Questionnaire is distributed to all organizations listed, response received from 105 organizations, as a unit of analysis, which is fairly good response. The study of strategic bundling of HRM practices perhaps the first study in Nepal, found that only 32 percent organizations have followed high bundling HR practices and these high bundling organizations are significantly different with low bundling organizations. Business organizations are trying to practice being close association of HRM policies and practices within them except labor relation with employee participation and business strategies. Supporting to the international literature, strategic bundling of HRM practices among themselves shows statistically significant effects on quality of product or services, labor productivity, financial performance, employee satisfaction, rate of innovation, employee commitment and market share.