• Journal of the Korea Academia-Industrial cooperation Society
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• v.11 no.10
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• pp.3779-3788
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• 2010

In this study, We found approach to improve the efficiency of human resource policies for small-medium enterprises(SMEs) in the regional strategic industries. Especially, we intended to identify practical and policy implications, through analyzing to the supply and demand side of human resource at the same time. In the supply side, we analyzed workers, supply, and support policy in regional strategic industry. In the demand side, we analyzed the demands from 201 SMEs in regional strategic industry. We found the demand differences in strategic industries. we found the efficiency improvement and directions of human resource policies. Thus, these results imply the necessity of creating a customizing policy for SMEs. In conclusion, the human resource policy should be reflected the central government's policy direction and the demands of SMEs.

• East Asian Economic Review
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• v.27 no.2
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• pp.89-114
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• 2023

This paper empirically examines how controlling strategic goods affects productivity by focusing on Korean industries from 2015 to 2019. We hypothesize that strategic goods control positively affects productivity because it promotes international trade by making up for market failures, building up national credibility, and stabilizing market environment; in turn, international trade contributes to productivity growth. The regression results are congruent with our hypothesis. The effects of strategic goods control on productivity were positive and statistically significant in general. These positive effects were more prominent in the group of industries that include strategic goods and, thus, are technologically intensive. The results also support that international trade is a key medium for the effects of strategic goods control on productivity. Consequently, our empirical results support government policy on strategic goods control, ensuring that strategic goods control can contribute to economic growth by reducing diplomatic friction and stabilizing the global market.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.11a
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• pp.38-45
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• 2006

To be competitive, long-range planning and customer satisfaction must be integrated into the company's strategic management objectives. In order to deal with this challenge, an organization must develop an effective marketing policy. It should take into consideration the needs and demands of customers and business strategy. Many companies want to develop a strategic planning framework for policy marketing. And they think that an effective marketing policy must be based on the principles of quality attributes and customer orientation. This paper proposes an integrated approach Kano Analysis, quality function deployment, Potential Customer Satisfaction Index to choose strategic marketing.

• Proceedings of the Korea Technology Innovation Society Conference
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• 2005.05a
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• pp.306-320
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• 2005

Government-sponsored Research Institutes(GRIs) have made a great contribution to the development of Korea's Science and Technology(S&T). However, recently GRIs are facing the challenge of many problems. For instance, absence of reasonable strategies, insufficient resources and so on. Therefore, many GRIs are being asked for solving their problems with successful strategic management. This paper suggests a strategic management model to solve their problems and to cope with the changing S&T environment. In this paper, The strategic management model for GRIs which was thoroughly considered strategic management process suggested to response the need of their change and to perform their strategic management successfully. As a case of GRIs to apply this model, in this paper, Korea Basic Science Institute(KBSI) that is part of the Korea Research Council of Fundamental Science and Technology(KRCF) was analyzed. As a result of analysis with this model which applied to KBSI, various strategies and alternatives were suggested.

• Asia-Pacific Journal of Business
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• v.14 no.4
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• pp.191-204
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• 2023

Purpose - The purpose of this study was to analyse the relationship between R&D tax support policy and firm innovation activity using data on firms engaged in 12 national strategic technology sectors. Design/methodology/approach - This study collected survey data from 664 companies engaged in national strategic technologies. The data were then analysed using the Propensity Score Matching (PSM) analysis. Findings - First, corporate R&D tax support had a statistically significant positive (+) relationship with firm innovation performance. Second, there was a statistically significant positive (+) relationship with incremental innovation, but there was no statistical significance with radical innovation. Third, there was a statistically significant positive (+) relationship with the firm's first innovation, but there was no statistical significance with the world's first innovation. Fourth, there was a statistically significant positive (+) relationship with the number of R&D projects of a firm. Finally, there was a statistically significant positive (+) relationship with a firm's open innovation. Research implications or Originality - First, in terms of policy effectiveness, the government needs to consider promoting R&D tax support policies in areas where R&D competition is fierce. For private companies engaged in the 12 national strategic technology fields, the R&D tax support policy is working in the direction of promoting corporate innovation activities, and this positive policy effect is likely to be effective in areas where R&D competition is fierce. Second, if the government wants to improve the quality of corporate innovation activities through R&D tax support policies, it needs to provide incentives higher than the current level.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.11 no.6
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• pp.2030-2037
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• 2010

In this study, We will find approach to improve the efficiency of business support policies for small-medium enterprises(SMEs) in the regional strategic industries. Especially, based on the customized needs of SMEs in strategic industries, we intend to find directions of the business support policy. we can use the decisions criteria(for example, business strategy, business portfolio, effective budget allocation, core business plans, etc.) by research results. To achieve the research objectives, we surveyed from 243 SMEs in regional strategic industry. we found the differences of industry characteristics, strategy and industry-specific by growth stages. Thus, this result implies the necessity of creating a customizing policy for SMEs. We found implications about the efficiency improvement of regional industrial policy. In conclusion, regional industrial policy must reflect the central government's policy direction of regional industries and the demand of SMEs.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.11 no.9
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• pp.3196-3203
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• 2010

The regional strategic industry support has been increasingly developed due to the change of environmental and political conditions for the last 10 years. As the paradigm changed from the central government-sponsored system to regional government-sponsored system, the policy has been diversified into various support systems such as regional strategic industry, specialized industry, supporting technology, supporting business, etc. It is crucial to establish the overall development plans and project strategies for the regional industry in terms of effectiveness and efficiency which will generate an integrated strategic frame to adjust overlapped supporting policies and offer a consumer-oriented service. Not only does the study focus on performance-based outcome regarding to a regional business (supporting policy) portfolio, but it also analyzes and proves an empirical decision-making model to draw out the priority and relative importance according to the regional strategic industry and support cases by analyzing the case of Chungnam area's strategic industry support in 2009. Following a priority list of 20 support cases selected from this research model by the Analytic Hierarchy Process (AHP), the result shows that the diverse support plans are needed according to the different strategic industries or the size of enterprise due to the fact that priority of project type varies upon the characteristics of strategic industry. Thus, the support project needs to generate various strategic industries and develop differentiated support policy to consolidate competitiveness of regional enterprises and revitalize the regional economy.

• Journal of Science and Technology Studies
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• v.8 no.2
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• pp.57-81
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• 2008

This paper reviewed outline of Strategic Niche Management(SNM) and its usefulness and limits as policy tool. SNM is based on Multi Level Perspective(MLP) that traces technological innovation and makes transition of lock-in socio-technical system. This approach is one of systematical then traditional one, market failure approach. SNM had get a attention not only as a analytical frame of technological development, but also tool of radical innovation, although its limits of theoretical and empirical immaturity. SNM could provide a new perspective to analysis and action within urgent needs of alternative innovation policy for aging society, news energy policy for sustainable and disaster policy in danger society.

• Safety and Health at Work
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• v.4 no.2
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• pp.87-94
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• 2013

Background: In times of continuous change and volatile markets, organizations are increasingly characterized by downsizing, work intensification, and resource rationalization. This has resulted in diversification, and the emergence of newrisks within the field of occupational health and safety, with an important impact. This paper focuses on one such type of risk in the modern workplace-psychosocial risks. The current study aimed to explore stakeholder perspectives, regarding the extent to which psychosocial risks are incorporated into strategic risk management practices, at both the business and policy level. Methods: Semi-structured interviews were conducted with 14 professionals, representing employer, expert, policy maker, and trade union stakeholder perspectives. Results: It was found that the majority of organizations do not sufficiently, if at all, understand and incorporate psychosocial risks into strategic decision making, whereby the key barrier related to practical difficulties of not knowing how to manage psychosocial risks adequately. Conclusion: The study found that there is a need to close the gap between policy and practice on a number of levels. Future recommendations comprise a policy framework and infrastructure underpinned by educational initiatives, partnerships, and networks to drive a shift in attitudes toward recognizing the duality of the concept of risk (including both potential negative and positive outcomes) and moving beyond simple regulatory compliance.

• East Asian Economic Review
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• v.26 no.1
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• pp.27-48
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• 2022

In the past decade, Korea and Japan have increasingly exhibited different strategic priorities in trade in face of China's rising global economic prowess and worsening US-China trade conflict. Japan's trade policy decisions have worked to reinforce its economic and security ties with the US as a means to counter China. Japan has used both bilateral and multilateral means to secure its ties with the US against China. In contrast, Korea's trade policy positions have been one of 'strategic ambiguity'. Korea has been more conciliatory towards China, reluctant to take actions that would counter China's interest. Korea has mainly resorted to bilateral channels to maintain favorable relations with both China and the US. Korea's reluctance to clearly ally with the US against China has been observed across different administrations with opposing political orientations. This paper examines Korea and Japan's diverging strategic priorities in trade through the 2017 World Trade Organization Ministerial Conference; the 2017 US imposition of Section 232 on steel; the Comprehensive and Progressive Agreement for Trans-Pacific Partnership, the Korea-US FTA renegotiation and the Korea-China FTA Phase Two Negotiation; and the 2019 Japan-US Trade Agreement.