• 경영과학
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• 제28권3호
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• pp.47-60
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• 2011

While the literature is replete with arguments that corporate strategy, structure, and culture independently matter in explaining the growth and survival of firms, little theoretical and empirical attention has been devoted to understanding how the three organizational factors develop over time in interaction. Through in-depth case study, we examine the POSCO's historical development with respect to the strategy-structure-culture interface. Furthermore, by looking at the POSCO's longitudinal financial data we gain insight into whether the aligned evolution of strategy, structure, and culture is associated with performance.

• 경영과학
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• 제16권1호
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• pp.137-156
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• 1999

Flexibility is a competitive weapon in the changing environment. In order to pursue the flexibility, Korean manufacturing companies must define the flexibility dimension clearly, build the appropriate manufacturing infrastructures and measure the right flexibility performance indicators. This paper found out as follows. First, Korean manufacturing companies' flexibility strategy groups were formed three types. They are flexibility superior group, middle flexibility group and flexibility inferior group. Second, when different types of flexibility strategy group measured their performances, the degree of importance of flexibility performance indicators were different among groups. Third, when different types of flexibility strategy group were pursued, the different manufacturing methods such as product/process design technology, analysis technology, production system management technology and non technological factors were used. Lastly, when different types of flexibility strategy group were pursued, the actual flexibility performances were different among groups.

• Journal of information and communication convergence engineering
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• 제9권2호
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• pp.135-140
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• 2011

The purpose of this study is to examine the factors influencing performance of software companies. This model tests various theoretical research hypotheses related to innovation, standardization and technology marketing strategy and software type. Smart PLS (Partial Least Square) 2.0 and SPSS 15.0 have been utilized for deriving the study results. The result of hypothesis testing is as follows. First, standardization and technology marketing strategy positively influence financial performance. Second, innovation, standardization and technology marketing strategy positively influence technical performance. Finally, mobile and non-mobile software companies was shown that innovation, standardization, and technology marketing strategy has different effects to financial and technical performance.

• 수산해양교육연구
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• 제27권1호
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• pp.125-132
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• 2015

The purpose of this study was to search the concept and meaning of performance assessment(PA) in the classroom, and the to proposed some strategies to apply PA. The result of this study was presented below. First, differentiation strategy is necessary in the evaluation goal. Individualization will be an example of differentiation strategy in the evaluation of group goal. Second, various strategies are needed based on the subjects of evaluation. Self-evaluation, peer-evaluation, and small group-evaluation are some examples evaluation for the subjects. Third, there is a need for phase-strategy assessment. For the class associated performance assessment, we have to consider the evaluation activities based on the time likes before (pre), on, and after class. How to select the evaluation task is also one of the key sucess factors for improving the class associated performance assessment.

• 통상정보연구
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• 제8권3호
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• pp.323-341
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• 2006

The world industry structure is characterized as service economics concerned with key words of global, information and culture. Developed countries have expanded a value-added of service economics along with rapid growth of service economics. In this change of economic environment in the world, China have converted their strategy of an economic management into coping with the industrial structure of service in the 11th 5-year plan. The purpose of the paper, therefore, is to find out the new commerce strategy of China, and searching for the counter plan of Korea. Chapter 2 begins with the change of economic strategy in China and their cultural factors using service industry. Chapter3 deals with, from the basis of chapter 2, China's service export strategy to abroad and our counter plan that is able to export and expand Korean service and culture industry into China.

• 한국의류산업학회지
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• 제12권2호
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• pp.172-178
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• 2010

The purpose of this study was to explore relationships among technology development strategy, marketing competence, knowledge management competence, and company performance of textile and clothing companies. Survey data collected from 187 employees in the textile and clothing companies were analyzed by descriptive statistics, factor analysis, reliability analysis, correlation analysis, and multiple regression analysis. In results, certain levels of correlations were found among technological development strategy, marketing competence, knowledge management competence, and company performance. Specifically, technological gap which was one of the technology development strategy factors was a variable significantly affecting innovation performance and financial performance of textile and clothing companies. Knowledge management competence affected innovation performance whereas marketing competence affected financial competence of textile and clothing companies.

• Asia pacific journal of information systems
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• 제5권2호
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• pp.177-197
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• 1995

In a study involving 52 large organizations in the savings institutions industry, the relationship between information systems technology (IST) structure and competitive strategy was investigated based on structural contingency theory. Structural contingency theory argues that organizational performance is contingent on the congruence between structure and contingent factors. Competitive strategy is considered to be the most important contingent factor among organizational context variables. Two dimensions of IST structure and three types of competitive strategy were employed to test a contingency model. It was found that enhanced congruence between IST structure and competitive strategy was associated with higher competitive advantage. The structural dimension significantly associated with the "defender" strategic stance was more centralized and more integrated application of IST, while the structural dimension significantly associated with "prospector" positioning was more decentralized and less integrated application of IST.

• 한국시뮬레이션학회논문지
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• 제8권2호
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• pp.87-100
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• 1999

A manufacturing environment without a computerized system causes numerous problems, since many important decisions are made based on the experience of veteran staffs. Especially, when a strategy for the improvement of manufacturing efficiency is considered, it is hard to predict the effect of the strategy. A solution to the problem without large investment of the computerized system is the simulation study. This paper shows the modeling and simulation based on DEVS(Discrete Event System Specification). Two types of models are implemented, one for representing the current production strategy and the other for the new strategy. The new strategy is expressed as priority rules within the model. The process in concern is the metal grating production process in which the size of the group, for applying a specific cutting and scheduling strategies, is one of the important factors in improving the production efficiency. Some reliable criteria for the evaluation related to the production effeciency are established from the simulation study.

• Asia Marketing Journal
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• 제11권2호
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• pp.21-35
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• 2009

In December 5, 2006, "The Economic Times", India's the most famous economy daily newspaper, reported Korea Lotte Mart is planning to enter into India's market. Lotte group, marking number 7^th in Korea's list of conglomerates, established VRIC(Vietnam, Russia, India, China)'s strategy. This strategy is targeted to enter into emerging markets such as Vietnam, Russia, India, China and etc. As of 2007, Lotte Group aggressively is placing its subsidiaries such as Lotte Department Store in Russia and China, Lotte Mart in Vietnam and China and Lotte Confectionery in China and India, into emerging markets. From this case, Based on the assumption of Lotte Mart's India market entry scenario, this study considers various decision-making factors such as market attractiveness evaluation, timing of entry, entry mode, location, scale, positioning, operation strategy, and others, while developing an overseas market entry strategy. This case study also provides India's distribution market environment that Korean companies can utilize when entering into the Indian market in the near future.

• Journal of Information Technology Applications and Management
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• 제19권2호
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• pp.249-263
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• 2012

Recently the open innovation is considered as one of the important issues for the survival strategy of a company in the industry. There have been several researches and practices on this topic. However, previous researches are mainly focused on the study of successful cases and some statistical analyses on the relationship between the open innovation and its performance. There are rare researches on the hindrance factors in the practical level. This paper tries to find some hinderance factors for the open innovation in Korean large-scale companies based on the WFGM(Want-Find-Get-Manage) model proposed by Gene Slowinski(2006). Especially this research focused on each processes of open innovation by in-depth interviews for two representative large companies in Korea. From the result of this research we come to know that the critical hindrance factor in the WANT step is the uncertain definition of the necessary technologies for the company. Issues on establishing and maintaining the innovation network are in the FIND step. Technology evaluation, technology introduction channel and technology copying issues are in the GET step. Communication issues, technology feasibility and lack of competition are in the MANAGE step. This paper finds some hindrance factors in each process step of open innovation, which gives some implications for the companies that want to adopt open innovation.