• 한국의류학회지
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• 제29권2호
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• pp.307-317
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• 2005

The purpose of this study are to examine the supply chain management (SCM) actiities of apparel manufacturers and then to investigate the relation between apparel manufacturers' SCM activities and their major textile suppliers' and retaileers' characteristics. The data was collected from the apparel manufacturers categorized into the six product areas - woman's formal dress(30%), boy and girl's casual wear (30%), man's formal dress(15%), sports and golf wear(10%), inner wear (10%) and infant & children's wear(5%) - headquartered in Seoul, by quota convenience sampling during August 14-September 4 in 2003. From 150 questionnires of delivery, 125 were collected and 123 from 64 manufacturers were used for analysis. The SPSSWIN 10.0 was used for frequency analysis, descriptive statistics analysis, factor analysis, reliability analysis and canonical correlation analysis. the results of the study are as follows : (1) The SCM activities of apparel manufacturers showed that the activity levels of the factors of information systems ans understanding of demand characteristics were ranked on top while the activity level of collaborative partnership factor was lowest. (2) As the level of SCM activities such as communication and exchange of opinion, and commitment and leadership of a top management became higher, the elements of delivery performance, interest in total cost and relationship of the textile suppliers were more improved. (3) The SCM activities such as communication an exchange of opinion, intgrated management organization, management flexibilty, and collaorative partnership contributed for improvement of collaborative relationship with retailers.

• 대한안전경영과학회지
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• 제23권4호
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• pp.135-146
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• 2021

It is getting more intensified with the competition among participating companies for global market share in major industrial fields. The situation is accelerating especially within the top 5 market share, and these include electric vehicles, semiconductors, chemicals, and shipbuilding industries. The key to the advantage over the competition within a strategic group is which company leads the innovation in the field. On-the-ground innovation refers to job-based innovation. This paper aims to analyze job unit innovation in the structure of empowerment, LMX, and job crafting. Existing studies on job crafting have suggested a causal structure based on job design in the traditional sense, and there are not many scholars who study the causal structure using a job situational model. Therefore, this paper takes an approach from the perspective of the job situation. As a result of the study, LMX showed a moderating effect on the relationship between autonomy provision and job crafting. While, in the relationship between meaing-giving and cognitive crafting, there is no significant moderating effect shown on the relationship between autonomy provision and cognitive crafting. Therefore, the results of the analysis in this study suggest that the meaning of jobs and participation in decision-making should be managed in an integrated way in structural and design areas, not just qualitative factors such as empowerment and leadership.

• Asia Marketing Journal
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• 제6권3호
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• pp.99-121
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• 2004

본 사례에서는 섬유유연제 시장의 장수·파워 브랜드인 피죤이 지난 25년간 수행해 온 마케팅 및 브랜드관리 활동들을 Keller가 제시한 고객기반 브랜드 자산 프레임워크(customer-based brand equity framework)를 바탕으로 현대적인 관점에서 조망해 보고자 하였다. 본 연구결과에 의하면, 첫째, 피죤은 브랜드 체계(브랜드 비젼 - 브랜드 미션 - 브랜드 아이덴터티)의 구축과 브랜드 요소(브랜드 이름과 로고)의 선정, 이를 전달하고 실현하기 위한 구체적인 마케팅활동을 일관적이고 보완적으로 계획하고 실행한 것으로 밝혀졌다. 둘째, 피죤은 끊임없는 연구개발 노력과 세밀한 고객욕구분석의 결합을 통하여 고객들에게 최고의 품질과 탁월한 가치를 지닌 제품들을 지속적으로 제공할 수 있었다. 셋째, 피죤은 전략수립과 실행에 있어서 조사와 분석에 기반을 둔 과학적인 접근법과 경험과 직관을 바탕으로 하는 예술적인 접근법을 조화롭게 사용하여 왔다. 넷째, 최고경영자의 파워리더십과 인재에 대한 교육과 투자 역시 피죤의 성공에 중요한 기여를 한 것으로 분석되었다.

• The Journal of Asian Finance, Economics and Business
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• 제7권12호
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• pp.169-179
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• 2020

This study examines the drivers and implementation of intrapreneurship strategy in a property service company. Using a qualitative case study approach, the study interviewed four managers involved in related intrapreneurship initiatives. The data was validated by an expert and a practitioner from a different company. The implementation of the company's intrapreneurship strategy is limited to improving new ways of working and developing products and services. However, business development and the creation of new business models are still limited. From several intrapreneurship driving factors, it was observed that the company practices are considered adequate with regard to top management support, leadership, flexibility in carrying out work, as well as in fairly harmonious arrangements for ongoing business relationships with the intrapreneurship projects. On the other hand, human resources with entrepreneurial behavior are still minimal. Similarly, the driving factors in reward and training that promote entrepreneurial behavior are also considered to be insufficient. The application of intrapreneurship as a strategy requires understanding and commitment from all parties in the organization. This study provides insight into the Indonesian context and proposes that intrapreneurship initiatives are less likely to succeed if they are not supported by developing a more systematic entrepreneurial mindset, behavior, and culture.

• 한국정보시스템학회지:정보시스템연구
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• 제6권2호
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• pp.107-120
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• 1997

Japanese firms have been so successful in the world market especially in the 1980s due to their invocation technique, Kaizen. In the past decade, however, some countries, such as the United States, have recovered their competitiveness since they have benchmarked Japanese firms. The objective of this research is to identify the strengths and weaknesses of Kaizen and suggest a checklist during its implementation in order to recommend future directions of Kazen for Korean firms so that those firms adopting it can prevent possible failures and gaim competitive advantage. Recommended future directions include the strong leadership of the top management during the implementation of Kaizen and employees' willingness to put the vision of their company first and their own interests second.

• International Journal of Quality Innovation
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• 제7권1호
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• pp.60-89
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• 2006

In the Knowledge-based Economic Era, all of the enterprises are facing global competitive pressure. The activities of knowledge accessing, codifying, and application will obviously become the main inner function on enterprise operation. Knowledge will be the primary competitive advantage; therefore, he who wants to hold the competitive advantage should do the knowledge management (KM) very well. In this study, we construct the research dimensions and variances by the successful factors of KM, which had been practiced very well by big enterprises inside and outside our country, and which was recommended by the related scholars. In order to approach the differences between big enterprises and small and medium-sized enterprises (SMEs) towards implementing KM, this study takes the way of questionnaire investigation to do empirical analysis and to construct the model of KM by path analysis. The study found out when implementing KM, SMEs should highlight 'leadership,' 'library-architecture,' and 'corporate culture' these three aspects, while 'information technology' and 'performance evaluation' these two aspects show no remarkable influence. It shows that he who wants to construct KM might not too overweight on information technology to build the KM system. Therefore, we suggest when implementing KM, enterprises should reinforce the corporate culture by sharing, organized KM process, learning environment for all employees, and highly authorization by top managers in order to reach the expectant success of KM. The result of this study offers practical thinking directions to reach the expectant success for the policy makers in SMEs, who are accessing to or evaluating to implement KM.

• 한국식생활문화학회지
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• 제24권5호
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• pp.506-517
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• 2009

This study was conducted to investigate the effects of 6 Sigma on menu management, work commitment and quality in the culinary division of hotels and family restaurants. In addition, this study sought to identify the effects of menu management, work commitment and quality performance on customer satisfaction. Furthermore the relationship between menu management and culinary quality was evaluated here. The subjects evaluated in this study were employees of culinary division of hotels and family restaurants that implemented or were about to adopt the 6 Sigma program. A total of 385 questionnaires were analyzed using factor analysis, a reliability test, and covariance structural analysis. The results revealed that the 6 Sigma program influenced menu management, work commitment and culinary quality. Moreover, menu management, work commitment and culinary quality performance were found to impact customer satisfaction and culinary quality performance. Based on these findings, culinary divisions of hotels and family restaurants should incorporate the 6 Sigma program as soon as possible. To implement this program, faultless data for the 6 Sigma program should be collected using sufficient preparation procedures. After the data were collected, a task force team should be developed, experts should be cultivated and employees should be trained as necessary. Finally, the current level of product and services should be measured and reported to all employees in the culinary division and a challenge spirit should be brought with understanding for the reason for implementation of the 6 Sigma program. In implementing the 6 Sigma program, the leadership of the top manager and the head of the culinary division is very important.

• 정보학연구
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• 제4권3호
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• pp.101-123
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• 2001

IT 혁명시대에 벤처기업은 증가와 더불어 지식산업사회로의 진전은 가속화되고 있다. 특히 인터넷 창업은 진입과 퇴거가 자유스럽고, 창업의 용이성 때문에 그 만큼 창업이 증가하고 있다. 본 논문은 우리나라 벤처기업이 창업자들의 주요 행위특성과 창업한 기업들이 성공한 주된 요인(critical success factor)이 무엇인가를 문헌적으로 분석한 연구이다. 따라서 벤처창업자의 성공적인 창업을 이루기 위해서는 우선 지신의 사업분야에 대한 풍부한 경험을 가지고 있어야 하며, 타기업들이 모방을 하지 못하는 제품으로 정부자금이나 벤처캐피탈과 같은 외부자금을 적절히 활용했으며, 타기관과의 교류를 원활히 하는 등 외부자원을 적절히 활용했다. 그리고 벤처기업들은 R&D분야에 상당한 투자를 지속적으로 했으며, 자신의 속한 사업분야의 산업특성을 잘 파악하여 적절히 대응했다. 결국 성공한 벤처기업의 경영자는 의사결정을 신속하게 했으며, 계급간, 계층간의 의사소통이 원활하게 이루어지도록 했고, 또한 종업원들에게 지속적인 교육훈련을 시키고, 직무의 자율성을 보장해 주었으며 그와 더불어 변화하는 고객과 고객의 욕구에 부합하기 위해 여러 가지 제품을 생산하며, 한 지역의 시장에 만족하지 않고 전세계시장을 목표로 하여 기업을 경영함으로써 보다 성공한 기업으로 거듭날 수 있었다.

• 품질경영학회지
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• 제31권4호
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• pp.81-94
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• 2003

6 시그마는 세계 초우량 기업들뿐만 아니라 한국의 우수한 기업들에 의해서 이미 도입되고 추진되고 있다. 6 시그마는 제품 및 서비스의 품질뿐만 아니라 판매와 구매, 그리고 회계 등 경영의 모든 프로세스에 총체적으로 접근하는 경영혁신활동이다. 6 시그마는 고객의 관점에서 품질문제를 과학적으로 접근하여 품질로 인한 대규모의 손실비용을 제거함으로서 경영이익 극대화를 추구한다. 본 연구에서는 6 시그마의 중추적 역할을 하고 있는 블랙벨트를 통해 6 시그마 성공의 핵심요인을 실증적으로 도출함으로써 6 시그마가 한국기업에 정착되기 위한 방향을 제시하고자 한다. 6 시그마를 도입하여 추진하고 있는 국내 기업들을 대상으로 6 시그마 성공의 핵심 요인을 분석한 결과, 최고경영층의 리더십과 6 시그마 활동에 대한 보상 및 인센티브가 가장 중요한 요인이라고 분석되었다. 그리고 블랙벨트의 관점에서 공정유형과 추진단계별로 6 시그마 핵심요인간에 차이가 있는 것으로 나타나 유의한 연구결과가 도출되었다.

• 대한영양사협회학술지
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• 제13권1호
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• pp.38-49
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• 2007

The purpose of this study was to determine the attributes and factors of brand personality for contract foodservice management companies. Self-administered questionnaires were distributed to five students at universities operating under the top five companies in contract foodservice management. The following statistical analyses were conducted for the data assessment: descriptive analysis, t-test, ANOVA, reliability analysis, and factor analysis, using the SPSS Win(12.0) package program. From these analyses we divided a company's brand personality into the following five functional and emotional elements: sensibility, sincerity, confidence, competence, and excitement. Based on these five elements a total of 26 scales were developed to measure brand attributes of the companies. The variance was explained by 19.29% of sensibility, 17.65% of sincerity, 15.71% of confidence, 14.06% of competence, and 13.62% of excitement. The calculated Cronbach's alpha was more than .90 for all the scales measuring the five attributes, indicating good internal consistency. There were significant differences in sensibility(p<.01), sincerity(p<.001), creditability(p<.01), competence (p<.001), and excitement(p<.001) among the companies. In regards to overall brand personality, company a had a higher mean score for sincerity, while the other companies had higher mean scores for competence. Among the brand personalities, 'confidence' had the highest mean score with 3.36, followed by 'cooperation' (3.17), 'successful'(3.12), 'leadership'(3.11), and 'down-to-earth'(3.02).