• Fashion & Textile Research Journal
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• v.12 no.2
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• pp.162-171
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• 2010

This study aims to discuss what changes Korean clothing companies and manufacturers have undergone with production facilities moving abroad due to offshore outsourcing and examine what conditions the clothing manufacturers are facing and how the clothing companies recognize those manufacturers. For these purposes, in-depth interviews were conducted with 24 firms with annual production capacity of more than 200,000 pieces among clothing brands for the domestic market, clothing exporters and promotion agencies. Those interviewed firms were the companies who were found to produce more than 200,000 pieces of clothing per year, and the interview-based survey was conducted from December 18, 2008 to January 30, 2009. The key findings from this study are as follows; first, a high percentage of interviewed firms were producing only a small number of items in Korea with a large part of their production line transferred abroad or outsourcing all of their production abroad only with their headquarters in Korea. Second, many were employing contractors rather than their own factories. Third, when asked about the wage levels of clothing manufacturers, many of the clothing companies gave responses such as: 'They are just our contractor, so we respect their decision,' 'We don't know because it's none of our business,' or 'We don't know at all.' Fourth, when asked about the work environment of clothing manufacturers, the clothing companies gave responses such as: 'We know in part,' 'To our knowledge, they conform to the Labor Standards Law,' or 'We don't know at all.' Fifth, the production line of clothing manufacturers featured straight-line systems, specialization, pairing and compounding/mixing. Sixth, it was found that clothing companies had interest in mass customization but their preparations were not satisfactory.

• Fashion & Textile Research Journal
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• v.4 no.3
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• pp.254-260
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• 2002

The purpose of this study is to grasp the actual condition toward the clothing of senior males' and perception of male's formal wear companies for silver market through a survey targeting senior males and clothing companies. The survey was conducted targeting 196 senior males and chief-patterners of 7 companies' 10 brands. The questionnaire distributed to senior males was consisted of 22 items regarding the perception and satisfaction on clothes. And 12 items concerning the perception of senior male clothing brands and the size system was developed for clothing companies. The results of the study are as follows. The study revealed that most senior males perceived that brand clothing for them was necessary. More than half of the respondents were not satisfied with ready-made clothes. And many senior males prefer ready-made clothing when they purchase their clothes. For these reasons, senior males apparel market might be promising. Currently, the perception of male's formal wear companies on the need of brand was high. However, considering that brand launching might be difficult to be realized soon I presume that size spectrum based on body size of senior males is necessary which reflect their physical characteristics and activities.

• Fashion & Textile Research Journal
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• v.12 no.2
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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.

• The Research Journal of the Costume Culture
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• v.18 no.3
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• pp.499-512
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• 2010

The purposes of this study were to identify awareness of pollution and attitudes toward eco-friendly clothing according to women's LOHAS lifestyle. Over 60% of women were not aware of severity of environment pollution by clothing wastes and 37.2% kept their not-wearing clothing in dead storage. 26.7% of women disposed not-wearing clothing into clothing collecting box separately and 20.9% sent them to neighbors or friends. 39.4% of women were willing to pay 10% more for eco-friendly clothing and 84.6% were not willing to buy clothing produced by unethical companies. Factors of LOHAS lifestyle were healthy food, environmental protection, family life, healthy clothing, healthy housing, and community service, and were segmented into using leisure group, family centered group, LOHAS group, and LOHAS stagnated group. Using leisure group were university women with low incomes, well aware of environmental pollution by clothing wastes and eco-friendly clothing, kept their not-wearing clothing into dead storage, and low intention to buy clothing produced by unethical companies. Family centered group were women of 30’s with average income and higher educationl, unaware of environmental pollution by clothing wastes and eco-friendly clothing, but low intention to buying them, disposed not-wearing clothing into clothing collecting box. LOHAS group were the over forties home makers with higher income and education, well aware of severity of environmental pollution, sent not-wearing clothing to others or remodeled, intended to buy eco-friendly clothing, and not to buy clothing produced by unethical companies. LOHAS stagnated group were university students, unaware of severity of environmental pollution by clothing wastes and threw not-wearing clothing into trash box, no experience of eco-friendly clothing, could buy clothing produced by unethical companies if needed.

• Journal of the Korea Fashion and Costume Design Association
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• v.24 no.3
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• pp.145-158
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• 2022

To grasp the size system of children's clothing online shopping malls, basic size charts for clothing products from 14 shopping malls were collected, compared, and analyzed. Looking at the age range of the basic size chart for each company, the minimum age is 1 year old, the maximum age is 14-15 years old, and all companies included ages up to 7 years. In addition, as for the number of size designations, children's clothing companies used seven to eight designations, and there were six types of size designation methods. Next, looking at the height range for each size, even with the same size designation method, the height range differed depending on the company. Also, the KS size standard does not consider body weight, but many companies use weight as a reference body size. Compared with the child body size data of the 6th Korean Body Size Data, the height and weight range for each size provided by the company showed differences between companies. The results of this study can be used in the future as basic data when revising and supplementing the clothing sizes in children's clothing companies.

• Fashion & Textile Research Journal
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• v.12 no.3
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• pp.291-301
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• 2010

Today Korean clothing companies are experiencing difficulties in the global market due to unfavorable business conditions including poor production environments, labor shortage, rising costs, the further opening of the domestic distribution market, and increased competition among them. As a result, this has caused many of Korean clothing companies to transfer their production bases abroad in search of relatively inexpensive labor force, instead of using domestic plants. This study attempted to examine how Korean clothing companies perceive production environments and labor standards with regard to their offshore outsourcing. In such an attempt, in-depth interviews were conducted with 24 brand-name clothing firms. Those interviewed firms were the brands for the domestic or foreign market that were found to produce more than 200,000 pieces of clothing per year, and also the group of interviewees included some promotion service providers. The key findings from this study are as follows: First, a large number of the interviewed clothing companies were found to manage their foreign contract manufacturers by "visiting their factories regularly on a seasonal basis" or "stationing their personnel in factory for management purposes." Second, in relation to quality control in their foreign manufacturers, the most frequent response was to "have personnel stationed in those manufacturers." A smaller number of the clothing companies answered that they had "engaged their production management teams in quality control from time to time," or "used their inspectors to inspect products." Third, when asked about labor standards in foreign contract manufacturers, the largest number of the clothing companies responded, "we apply our own standards." The results of this study suggest that most of domestic clothing companies still use offshore sourcing just as a means of reducing their initial labor costs. However, in the continuously changing environment of the global clothing industry, clothing businesses are required to escape from the early phases of their manufacturing environments and set up more globalized standards.

• Journal of the Korean Society of Clothing and Textiles
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• v.34 no.8
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• pp.1352-1363
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• 2010

This study analyzes how the organizational culture of TV home shopping companies influence the job satisfaction, commitment, and intention of turnover. It ascertains the differences the job satisfaction, commitment, and intention of turnover according to tenure of office and turnover time. The survey was conducted from May $3^{rd}$ to $31^{rt}$ in 2010, and 356 responses were used in the data analysis. The statistical analysis methods were frequency analysis, factor analysis, reliability analysis, ANOVA, and multiple regression analysis. As a result, the organizational culture of TV home shopping companies was classified by the innovation culture, group culture, rational culture, and hierarchical culture. The innovation culture, group culture, and hierarchical culture of TV home shopping companies influenced job satisfaction and commitment. The rational culture and hierarchical culture of TV home shopping companies influenced the intention of turnover. There were differences in the intention of turnover according to the tenure of office and the job commitment according to turnover time.

• Journal of the Korean Society of Clothing and Textiles
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• v.33 no.1
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• pp.22-32
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• 2009

The purpose of this study was to suggest the appropriate marketing strategies for Korean fashion companies wishing to enter the US market. In-depth-interview with documentary research were performed to investigate the seven Korean fashion companies launching in the US market as wholesalers or retailers. The interviews were executed from May to July 2007. The results of the study were summarized in accordance with Marketing Mix(4P's). In most cases, the brand targets are female customers of 20's to early 30's. The products carried by the companies are trendy with a tint of vintage and oriental feelings. The price ranges from middle to high level. Most brands are engaged in wholesaling through trade shows to sell the merchandise for department stores or specialty stores, but recently are trying to convert to retailing. Trade shows and show rooms are used as one of the promotion tools, but celebrity marketing has also been active for the promotions. Most companies suggested their superior qualities of the products as their strength, and the lack of experience and information as their weakness. Most companies forecast that the influence of FTA between Korea and the US may be limited because of Korea companies' overseas outsourcing system.

• Journal of the Korean Society of Clothing and Textiles
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• v.34 no.1
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• pp.102-111
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• 2010

This study examines how CEO leadership influences employee trust, job satisfaction, and commitment in fashion companies. A survey was conducted from June 17 to July 15 in 2009. The data were collected from fashion company employees in the Seoul metro area and 360 respondents were used in the data analysis. The statistical analysis methods were frequency analysis, factor analysis, reliability analysis, and multiple regression analysis. The results of this study are the transactional leadership of CEOs in fashion companies classified by contingent reward leadership and management through exceptional leadership. The transformational leadership of CEOs in fashion companies is classified by charismatic leadership and individualized consideration leadership. Second, CEO's contingent reward leadership, charismatic leadership, and individualized consideration leadership influence employee trust in the CEO. Third, the employee trust in the CEO has an effect on job satisfaction and commitment in fashion companies.

• Journal of the Korean Society of Costume
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• v.67 no.4
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• pp.116-130
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• 2017

The aim of this study is to investigate the general status, operating status, and the satisfaction level of participating textile-clothing companies involved in the Work and Learning Dual System in Daegu. The general status and operating status of the participating companies are as follows. As of March 2016, 34 of the 43 companies in Daegu participated in this survey, and they were divided into three areas of textile: weaving, dyeing & finishing, and apparel manufacturing. The breakdown is as follows: 14 dyeing & finishing companies (41.2%), 13 apparel manufacturing companies (38.2%), and 7 textile weaving companies (23.6%). The results of the survey showed that 91.2% of the companies decided to participate in the system to cultivate their employees into experts in the field. The satisfaction rate of the theoretical education and training institutions was 3.88 out of 5 points. In particular, the satisfaction rate of the textile weaving companies was as high as 4.29, and the satisfaction level of the dyeing & finishing companies was higher than the average of 3.71. The overall satisfaction rate for the work-related paradigm was 3.97 out of 5 points. The results of this survey can be used to conclude that the Work and Learning Dual System is operating as it was intended to be by the government.