• Industry Promotion Research
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• v.5 no.2
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• pp.9-17
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• 2020

This study analyzed SWOT based on existing literature data to establish strategic tasks and strategic directions for revitalization of social economic organizations (Chungnam region). First, as a result of SWOT analysis of social economic organizations, a total of 16 factors were derived from the factors for strength (S), weakness (W), opportunity (O), and threat (T), with 4 factors each. Second, for strategic factors for social economic organizations, 16 strategic tasks were derived from SO strategy, ST strategy, WO strategy, and WT strategy through SWOT Matrix Mapping for factors established through SWOT analysis. Strategic direction 1 was established as a strategic direction to improve self-sufficiency by establishing a sustainable management body as a "advancing the support policy base of social economic organizations". Strategic Direction 2 is "Creating a Growth Foundation for Social Economic Organizations", which means a strategic direction for social economic organizations to grow and develop on their own. Strategic direction 3 is "discovering and fostering social economic organizations," which means a strategic direction for sustainable growth by discovering and fostering organizations that meet local characteristics so that social economic organizations can solve various problems in the region. Strategic direction 4 was 'promotion and promotion of social economic organizations', which means strategic directions for promotion of social economic organizations and promotion of education for employees.

• Korea Trade Review
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• v.47 no.6
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• pp.21-37
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• 2022

This study sought to look at why Facebook and Twitter, which have dominated the social media market, are moving away from other services. To this end, we sought to identify the causes of churn in terms of firm-level strategic direction and resource allocation, which have not been actively presented to the studies. For this purpose, this study divides the social media firm's strategies into horizontal expansion strategy and vertical integration strategy based on the existing reports and researches, and how each of the representative firms' strategies affects users' switching behavior. As a result, there was a significant difference in the strategic direction of the social media firm, when a horizontal expansion strategy is taken, user's switching intention is higher than when a vertical integration strategy is taken. In addition, the switching intention according to the level of dependence showed that the lower the dependence on social media, the higher the intention to switch to other media. The findings are expected to provide highly realistic and concrete strategic alternatives for a variety of economic actors, such as individuals and companies who want to do business using social media.

• International journal of advanced smart convergence
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• v.9 no.1
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• pp.121-131
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• 2020

We study empirically analyzes the relationship between the leadership styles and management strategies of executives perceived by members of small and medium venture companies through organizational performance through SPSS 24.0. The empirical results are as follows. First, the hypothesis that the strategic leadership of the one-level management team had a significant influence on the management strategy showed that strategic leadership (strategic direction, strategic control, maintaining effective organizational culture, ethical management, human resource development, competency development) The relationship between positive cost, strategy of differentiation, and strategy of concentration was positive. Second, the hypothesis 2 management strategy (cost advantage strategy, differentiation strategy, centralization strategy) was statistically significant for both organizational performance (financial performance and non-financial performance). Therefore, management strategy implemented by management acts as a factor to improve organizational performance. Therefore, the execution ability of management strategy should be strengthened. Third, hypothesis 3 (Strategic Direction, Strategic Control, Maintaining Effective Organizational Culture, Ethical Management, Human Resource Development, Competency Development) could be identified as an important role factor for financial and non-financial performance. The organizational performance of SMEs has been a key factor in the strategic leadership and management strategy implemented by management. Therefore, the establishment and implementation of various practical measures to upgrade this were continuously required.

• Transactions of the Korean hydrogen and new energy society
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• v.26 no.5
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• pp.453-462
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• 2015

In this study, a methodology is investigated for the development of social responsibility program employed by major domestic companies under social pressure. It is true, however, that its infancy in history and lack of experience makes it difficult to run novel programs for the companies on their own and it naturally leads to copying and/or slight modification of what others do. Utilizing widely accepted SWOT analysis, stakeholders analysis and PDCA Cycle, a methodology for the successful programs with sustainability is proposed by reflecting business nature and strategic direction. Three real cases are analyzed. In addition, relationship and position with social welfare organizations is elucidated.

• Korea Trade Review
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• v.44 no.1
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• pp.143-158
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• 2019

As the overseas direct purchase market grows rapidly, firms are setting up various strategic directions to attract consumers. However, many previous researches on this issue have focused on consumption behavior based on consumers' motivation and demographic factors, so there is a certain limit to suggest practical implications for firms. Therefore, this study proposed modeling to understand how firm's strategic direction influences consumers' acceptance behavior in order to overcome these limitations. For this purpose, this study conducted a survey on 357 domestic consumers and conducted empirical analysis through structural equation model analysis. As a result, the effort expectancy of overseas direct purchase site has a strong influence on consumer intention as much as performance expectancy. We also found that product variety had the strongest impact on performance expectancy and that web site reputation directly affected consumers' behavioral intention as well as purchasing behavior.

• International journal of advanced smart convergence
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• v.12 no.3
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• pp.141-148
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• 2023

As the direction of education in the fourth industry in the 21st century, convergence talent education that emphasizes the connection and convergence between core competency-based education and academia is emerging to foster creative talent. The purpose of this paper is to present the criteria for evaluating the competency of learning outcomes in order to develop a strategic model for innovation in engineering teaching-learning. In this paper, as a study to establish the direction of implementation of convergence talent education, a creative innovation teaching method support system was established to improve the quality of convergence talent education. Firstly, a plan to develop a teaching-learning model based on computing thinking. Secondly, it presented the development of a teaching-learning model based on linkage and convergence learning. Thirdly, we would like to present educational appropriateness and ease based on convergence learning in connection with curriculum improvement strategies based on computing thinking skills. Finally, we would like to present a strategic model development plan for innovation in engineering teaching-learning that applies the convergence talent education program.

• Journal of Korea Port Economic Association
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• v.36 no.1
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• pp.105-128
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• 2020

This study suggests a strategic direction for developing the Port of Busan based on evaluating and prioritizing the relative importance of competitiveness factors for ports using SWOT analysis and the analytic hierarchy process (AHP) method. The Port of Busan is the world's sixth largest container port and the largest port in South Korea. The Port of Busan constitutes a key industrial infrastructure for an exporting country. Despite the economic and industrial importance of the Port of Busan, little research has examined its strategic development. This study derives a SWOT matrix for evaluating the competitiveness of factors from previous studies and expert reviews, and it constructs a hierarchical analysis structure model based on the SWOT matrix. To deduce a strategic direction for developing the Port of Busan, a questionnaire based on SWOT·AHP was distributed to industrial and academic associations to prioritize competitive factors. This study presents four strategic tactics based on strengths (S), weaknesses (W), opportunities (O), and threats (T) (S/O, S/T, W/O, and W/T) as strategic directions for developing the Port of Busan. This study will contribute objectively to the overall effort by the government to improve the operation of the Port of Busan and establish development strategies.

• Proceedings of the Korea Association of Information Systems Conference
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• 2005.05a
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• pp.409-424
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• 2005

Today, many universities are confronted with the changing education paradigm such as e-Learning, Distance Education, Virtual University. This IT-based learning paradigm shift is certainly a new opportunity or a threat to our universities. The Local University Community e-Learning Centers that support the demand of e-Learning for their community are recommended. Tn order to operate these centers efficiently, the strategic roles of the e-Learning center should first be defined. To define the strategic roles, We classified the strategic roles of the e-Learning center into four dimensions, (1) to improve management efficiency, (2) to enhance educational service, (3) to acquire competitive advantages, (4) to build new education infrastructure, and each dimension has S or 6 measurement items. As result, to enhance the educational service was considered as the most significant factor among the four dimensions of strategic roles, and the infrastructure building was the next. Through the strategic roles definition and analysis of expected role ratings, we could have recommended the direction and operation policies of the e-Learning centers.

• The Journal of Information Systems
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• v.14 no.2
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• pp.75-99
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• 2005

Today, many universities are confronted with the changing education paradigm such as e-learning, Distance Education, Virtual University, This IT-based teaming paradigm shift is certainly a new opportunity or a threat to our universities. To overcome this problem the universities should think e-Learning as strategic weapon, such as many firms created competitive weapons from the information systems at the 1980s. So, e-Learning system can be a SIS(Strategic Information System) which supports university's future education strategies. To build a e-Learning system, not only many H/W and S/W resources but also expert personnels are required. An organization such as local university who is week at financial status can't himself plan the system. The Local University Community e-Learning Centers that support the demand of e-learning for their community are recommended. In order to operate these centers efficiently, the strategic roles of the e-Learning center should first be defined. To define the strategic roles, We classified the strategic roles of the e-Learning center into four dimensions, (1) to improve management efficiency, (2) to enhance educational service, (3) to acquire competitive advantages, (4) to build new education infrastructure, and each dimension has 5 or 6 measurement items. As result, to enhance the educational service was considered as the most significant factor among the four dimensions of strategic roles, and the infrastructure building was the next. We also tried to find the difference for each factor by the characteristics of responsor. The data showed that there was litter difference between the groups in evaluating the significance of strategic roles of e-learning centers. Through the strategic roles definition and analysis of expected role ratings, we could have recommended the direction and operation policies of the e-Loaming centers.

• Journal of Digital Convergence
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• v.11 no.8
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• pp.175-182
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• 2013

These days, Supply chain integration is considered an important process of companies. It is an particular issue in traditional environment changes in the supply chain competition. The results of this study showed that Organization capability, strategic capability in innovation capabilities had a positive impact on information integration and strategic integration in supply chain external integration which influenced management performance in a positive direction.