• East Asian Journal of Business Economics (EAJBE)
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• v.4 no.1
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• pp.16-21
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• 2016

This study analyzed the successful case of Naver LINE's entry into the Japanese market. LINE pursued a strategy of establishing its dominance early on and implemented localization for Japan and thereby achieved success in the Japanese market. The various strategies adopted by LINE allowed it to win over 80% of the market share in Japan and function as a nationally ubiquitous mobile messenger. The conclusions to be drawn from our LINE analysis is that LINE must implement localization strategies suited to the characteristics of each country, as it had done successfully in Japan. In the Asian region, it should retain the platform that provides various contents while pursuing a localization strategy to secure competitive edge, by offering emoticons suitable for each country, such as Ramadan emoticons in Islamic regions.

• Korean Management Science Review
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• v.17 no.3
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• pp.5-17
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• 2000

The needs of strategic approach toward the usage of the Internet in corporate context are increasingly important as digital economy changes the way of doing business. However, companies are not easily taking the opportunity since the strategic use of the Internet is difficult because of the conflicts in distribution, business process, organization structure, etc. The Internet strategy applicable to companies in a generic context is proposed by identifying the CSFs (Critical Sucess Factors) in exploiting the potential of the internet. CSFs are derived by the previous study and case analysis, from which two most important factors are chosen based on a survey. In the survey, the ranking of the significance of the 8 CFSs from the 25 cases is questioned to the internet experts. Then a $2{\times}$2$ matrix is designed to find the optimal area for a company to be successful in the Internet usage. The strategy suggested here appears to be the shifting strategy in order to be in the optimal area in using the Internet strategically.

• Journal of Korean Society for Quality Management
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• v.26 no.4
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• pp.1-28
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• 1998

TQM is a kind of generic strategy. Especially it is a competitive strategy which is concerned with the determination of competitive advantages. Strategic a, pp.oach is very important for the successful implementation of TQM. Unfitness between the company's strategy and the TQM program has been a major barrier preventing the effective implementation. In spite of its importance, little is known for TQM's strategic characteristics. TQM's strategic characteristics are different by its evolution stages. Therefore the generic strategic types that TQM seeks can be changed while TQM programs are progressing over its stages. This paper identifies the intended strategic type of TQM by its stages, which will greatly help to prepare the good implementation program of TQM.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1990.04a
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• pp.344-354
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• 1990

Success in new product development is vital to most industrial firms. In recent decades, a firm's new product strategy is incresinglyrecognized as an essential component of the total corporate plan in developing countries. In this research, 81 Korean manufacturing firms are examined to identify the relationships between a firm's product innovation stratege and the performance results with special emphasis on firm size in a developing country. First, a total of 8 strategy dimensions were identified, which constitute the specific elements of firm's innovation strategies. Two independent dimensions of performance were also identified and were found to be closely linked to the strategy adopted. Then, a categorization scheme is developed to distinguish firms according to their size, and proves useful in performance results might be altered for different company size. The findings generally suggest that a well-balanced new product program emphasizing both marketing and technological effort appropriately is needed to make the program successful. The different size of the company is found to call for somewhat different strategy dimensions to enhance the performance results.

• The Journal of Society for e-Business Studies
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• v.3 no.2
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• pp.1-15
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• 1998

A major effect of electronic commerce on the Internet is that it reduces transaction costs and creates an efficient market. Thus, an information strategy for developing of regional economy must be changed toward 21st century of electronic commerce era. In this paper, we present an information strategy for activating the electronic commerce of regional small and medium-sized business organizations. The paper stresses creation of a network organization comprising local government, regional business organizations, universities, research institutes, and citizens' coalitions as groups of organizational actors. Necessary conditions of a successful network organization in electronic commerce are to build the public key infrastructure for developing the trust of transactions among partners, and to create an information center to manage a web of partners. In the network organization, the information center must play critical roles as a creator of value and the certification authority in order to issue and manage participants' electronic certificates.

• The Journal of Information Systems
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• v.22 no.1
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• pp.89-116
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• 2013

The influence factors on the development of information technology(IT) infrastructure for knowledge management(KM) were not empirically investigated and identified. This study empirically examines the relationships among strategic performance measurement systems(SPMS), organizational learning, the strategic alignment of business strategy with information systems(IS) strategy, which is the necessary condition to provide the kinds of knowledge required for the successful realization of business strategy, and the active construction of IT infrastructure for KM. This study demonstrates that SPMS directly affects the organizational learning, with which the members of an organization acquire the types of knowledge about strategic goals or objectives and the ways attaining these goals, and indirectly influences the IS strategic alignment through organizational learning. Thus, the alignment between business strategy and IS strategy can be facilitated and activated by the adoption and implementation of SPMS. According to the results of this study, it is observed that the IS strategic alignment and organizational learning positively affect the activation of the development of KM IT infrastructure in a firm. The results of this study also shows that the construction of KM IT infrastructure, which supports the realization of KM activities, such as knowledge creation, transfer and sharing, can enhance the strategic position of a firm, and the intensified competitiveness of a firm can lead to the improvement of performance.

• Journal of Distribution Science
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• v.19 no.3
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• pp.61-70
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• 2021

Purpose: This paper reviews the attitudes of consumers related to the consumption crisis response strategy (i.e., defensive vs. receptive) that companies implement during crises. Research design, data, and methodology: We discuss the interaction between the crisis response strategy and the consumption crisis type (i.e., corporate ability vs. corporate social responsibility). We used SAS ver. 9.4 software to analyze the results. We applied a 2 × 2 intergroup experimental design to our sample of subjects, who were undergraduate and graduate students at a university in Seoul, South Korea. The three experimental variables considered were the entity's risk response strategy, the crisis type, and public relations strategy. The experiments were conducted by presenting a hypothetical scenario to eight groups. Prior to this experiment, five preliminary surveys were conducted to determine the three variables just mentioned. Preliminary surveys were conducted on the basis of these criteria. For eight selected product lines, 320 undergraduates were required to enter the product lines that are frequently used in the assessment center up to the fourth priority. Results: Analysis of variance revealed that experiments related to crisis response strategy, type of enterprise crisis, and type of public relations message were successful. Conclusions: Our results verify the impact of different types of social initiatives on distribution marketplaces.

• Korea Journal of Hospital Management
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• v.18 no.2
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• pp.127-152
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• 2013

The purpose of this study was to investigate the effect of balancing, coordinating and learning strategy on performance of private university hospitals. We think that the study will contribute to establish effective management strategy of private university hospitals. Data were collected from 69 private university hospitals. We measured balancing, coordinating and learning strategy, and perceived performance of the hospital by using 5-point Likert scale. Upper-grade general hospitals were significantly higher rate of growth and profitability than others. However, general hospitals were higher level in perceived performance than upper-grade general hospitals. Hospitals located in Seoul were significantly higher growth rate than those in other regions. Large-scale hospitals were significantly higher rate of growth and profitability than small hospitals. Qualitative performance did not different in any hospital characteristics. Growth of hospitals were significantly influenced from business strategies: selective strategy, formal coordinating strategy, and external learning strategy. Profitability of hospitals were also significantly influenced from business strategies: selective strategy, adaptive strategy, and external learning strategy. Subjective performance of hospitals were significantly influenced from external learning strategy. There were no factors that are significantly influencing on qualitative performance of hospital. To have successful performance in the competitive environment, it is recommended that private university hospitals should have to establish management strategy such as balancing, coordinating, and learning strategy.

• Journal of Information Technology Applications and Management
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• v.11 no.3
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• pp.23-33
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• 2004

Internet bid systems have been widely used recently. In those systems, the bid price is provided by the seller. When the bid price is set too high compared with the normal price, the successful bid rate can be decreased. Otherwise, when it is set too low based on inaccurate information, it can result in a successful bid with no profit at all. To resolve this problem, we propose an agent that automatically generates bid prices for sellers based on various costing methods such as the high-low point method, the scatter diagram method, and the learning curve method. Through performance experiments, we have found that the number of successful bids with appropriate profit can be increased using the bid pricing agent. Among the costing methods, the learning curve method has shown the best performance. Also, we discuss about how to design and implement the bid pricing agent.

• Journal of Information Technology Applications and Management
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• v.20 no.4
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• pp.249-261
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• 2013

Through smart work using by smart technologies, many organizations wish to change traditional working styles. Lots of organizations, however, wish to do work with smartness through adoption of smart work technologies, those are not sure whether smart work will be successful or not till now. Viewpoints of members concerning efficiency and effectiveness from smart work who operate the organizations may be different. Therefore, hopefully, this research tried to investigate whether differences among members of organizations by empirical and exploratory approach. Totally, 118 questionnaires had been collected and performed test of mean difference between groups. As a result, some items such as working place, working methods, flexible time and tension of smartwork showed significant differences among groups and non-leader and leader groups. And, furthermore, from this research I believe that we can have a few insights for successful smart working environment in organizations. For successful smart work, organizations have to try to overcome or minimize differences among members of organization.