• International Commerce and Information Review
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• 제12권2호
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• pp.409-438
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• 2010

According to Sun Tzu's Art of War, "if you know yourself and your enemy you win hundred battles out of a hundred." This is also apply for international business field. International business negotiation will not be failed if you know counter party's behavior and understand their culture and customs. The cooperative approach is known as interest-based negotiation. Interest-based negotiation is particularly effective in a global business characterized by diversity. We often need to reach agreement with people who are different from us - culturally, ethnically, or economically. If we cannot get beyond the differences, they can create obstacles to agreement. To do this, we need to focus on the interests of the parties instead of on the parties' differences. Every culture has their own distinctive feature that the people from outside seems not understand but they must have the optimistic attitude which complies with. The purpose of this paper, from the point of view above, is to examine cultural differences that could make sure comparative advantage in business negotiation of the enterprises who eager to expand their market or to invest internationally. This paper especially shows cultural deferences among Korea, China and Japan in terms of business we must consider.

• The International Journal of Costume Culture
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• 제3권3호
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• pp.193-200
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• 2000

Recently Korean firms are increasingly interested in Internet business while the number of Internet users reaches more than 10 million in Korea. As e-commerce develops rapidly, customer-oriented marketing for online business becomes very important. The issue of how to achieve customer satisfaction in Internet business and how to plan a marketing strategy for online business faced managers of Internet business. Customer-satisfaction is much more important for Internet businesses than for traditional offline 'brick and mortars'. Marketing activities need to be carried out on customer-orientation to achieve high level of customer satisfaction. This paper will discuss how to develop customer-oriented marketing for online business. It will specifically study the characteristics and success factors of Internet business, differences between online marketing and traditional marketing, selection of target market, and online marketing-mix strategy for e-business in view of customer-orientation. Finally it will suggest a future direction for online fashion business by applying the customer-oriented marketing of Internet business to the fashion business.

• The International Journal of Costume Culture
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• 제3권2호
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• pp.88-99
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• 2000

Venture industry is becoming a driving force of Korean economy in the digital age of the 21 st century. The success of venture business depends on innovative technology, capital investment, and optimal environment providing industrial flexibility. Although venture business is starting to settle down in Korea, many barriers and challenges still remain. The current study analyzes the present status of venture business including fashion business and issues concerning the venture fund raising and provides prospective views to promote and improve venture industry in Korea.

• Journal of the Korean Society of Clothing and Textiles
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• 제32권4호
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• pp.542-552
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• 2008

The purposes of this study were to investigate the effects of organizational culture of textile companies on innovation capacity and business performance and to confirm the moderating effect of company size on these relationships. Survey data collected from 147 practitioners in the textile companies were analyzed by descriptive statistics, t-tests, and multiple causal modeling using AMOS 6.0. In the model test result, all the hypothesized paths were significant in spite of low goodness of fit. Also, although difference was found in company innovativeness, no difference was indicated in innovation capacity and business performance according to company size. In addition, the smaller companies, the stronger effect of company innovativeness on innovation capacity that affected business performance. On the contrary, the larger companies, the stronger effect of participative decision making on innovation capacity that did not affect business performance. Study results may provide useful implications for practitioners who are interested in developing organizational culture appropriate for company size.

• Proceedings of the Costume Culture Conference
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• 복식문화학회 2000년도 International Costume Culture Conference
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• pp.3-12
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• 2000

Recently Korean firms are increasingly interested in internet business while the number of internet users reaches more than 10 million in Korea. As e-commerce develop rapidly, customer-oriented marketing for online business becomes very important. The issues of how to achieve customer satisfaction in Internet business and how to plan a marketing strategy for online business faced managers of Internet business. Customer-satisfaction is much more important for internet business than for traditional offline 'brick and mortars'. Marketing activities need to be carried out on customer-orientation to achieve high level of customer satisfaction. This paper will discuss how to develop customer-oriented marketing for online business. It will specifically study the characteristics and success factors of internet business, differences between online marketing-mix strategy for e-business in view of customer-orientation. Finally it will suggest a future direction for online fashion business by applying the customer-oriented marketing of Internet business to the fashion business.

• Journal of Korean Society for Quality Management
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• 제48권1호
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• pp.29-50
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• 2020

Purpose: Targeting the members of manufacturing and Service industry Quality Control team this study is going is to carry out research about whether the outcome of OCB(Organizational Citizenship Behaviors) and organization can be brought about by organizational culture that is suitable for them. this study tries to identify the direct･indirect causal relationship between these variables and OCB by selecting organizational culture as a leading variable and job satisfaction as a parameter. Methods: SPSS 22.0 was used for data analysis and AMOS 18.0 statistical program for structural equation model analysis. For the descriptive statistics this study verified reliability analysis, feasibility analysis, structural equation model analysis, research hypothesis, and mediating effects. Results: As a result of path analysis estimating the regression coefficients for the linear structure analysis of the correlations between variables for the hypothesis verification, the rational culture among the organizational culture types of the manufacturing Quality Control team showed a positive (+) effect on the job satisfaction, and hierarchical culture has negative(-) effect on job satisfaction. Conclusion: This study suggested that the composition and friendly behavior of desirable organizational culture has a very close relationship in connection between job satisfaction and OCB by examining the causal relationship between OCB for improvement activities for organizational culture by establishing the organizational culture and job satisfaction of the manufacturing Quality Control team.

• The Journal of Fisheries Business Administration
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• 제28권2호
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• pp.106-119
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• 1997

The objectives of this study are to find the competitive advantage of Bastard Halibut type. The results of analysis are as follows. First. in the profitability analysis, bastard halibut aquaculture using Herb is more profitable than other culture type. Second, bastard halibut aquaculture using Herb has more competitive power than other culture type in terms of cost, price, delivery, and flexibility. Finally, the result of comparison between culture type shows that culture technology must be concentrated on improving flesh of an adult fish. Research on the market differentiation methods in an adult fish are needed to analysis the competitive power analysis.

• Journal of Fashion Business
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• 제9권6호
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• pp.71-85
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• 2005

The purpose of this study is to prove that interchange is the a key factor in costume style changes through case analysis in costume culture interchange, and further, to assist in gaining understanding of costume style changes of the present and the future. Study findings show that the pattern of acceptance of costume interchange was mostly integration, though it was influenced by the method of transmission. The integration is a process in which a foreign costume culture is constructively mixed into the existing one, and a factor that changes the existing costume culture.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 한국경영과학회 2000년도 추계학술대회 및 정기총회
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• pp.22-25
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• 2000

With the dawn of the 21st century, the corporate business environment started to witness the unprecedented, intense competition on global basis. As a result, the kind of corporate business activity that can respond swiftly to the new changes emerged as one of the most critical factors to increase corporate competitiveness. Being reborn as a strategy-focused organization means seeking innovation. And the strategy not involving innovation is just meaningless. It is this innovation that lies at the heart of the corporate strategy, and that is the only way for continuation of the corporation. The most important pending issue facing companies today is to bolster corporate competencies fit for new business environment, to develop corporate culture required for getting competitiveness edge back, and ultimately to put the company on the continued growth path. Corporate culture, as the very underlying belief and philosophy, is not just woven into the fabric of the corporate management strategy and into the way the company is doing its business. It also, as a regulation and norm for its employees to stick by, affects the way they think and behave. This paper aims at presenting the role of the corporate culture in working out problems encountered by companies today, like corporate innovation, instilling vitality to the organization, beefing up the underlying corporate capabilities, and making transformation required by the changing business environment.

• The Journal of Fisheries Business Administration
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• 제17권2호
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• pp.37-63
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• 1986