• International Journal of High-Rise Buildings
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• v.7 no.2
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• pp.141-143
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• 2018

Critics of height argue that it de-humanizes our cities. Yet a critical mass is a necessity for vibrant city life, and height is a key contributor. If we can overcome the environmental impacts and technicalities of building tall and dense, our cities' streets can thrive and prosper. To make this happen, we must move towards working together to share resources, so we can ensure the continuity of the public realm. We already have the tools to do this; the challenge lies in the coordination of the public and private institutions that govern urban space. District heating and cooling systems; shared logistics spaces; care, responsibility and ownership of the public realm between buildings; seamless connectivity between modes of transport; creative combinations of shelter and seating, and the placement of buildings so that they are not overbearing to the streets around them - these attributes can be found in many places, though rarely all at once. This paper looks at the development of the city and offers Barangaroo South, Sydney, which addresses all these aspects, as a potential template for future city planning.

• Journal of Korea Port Economic Association
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• v.31 no.2
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• pp.69-83
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• 2015

This study proposes effective overseas market entry strategies that could allow Korean logistics companies to develop international capabilities and become global firms by adapting to environmental changes in global logistics. First, it reviews the overseas networks of Korean international freight forwarders and the recent trends in the global logistics market. Then, it surveys the conditions of two groups of freight forwarders, namely partnerships and subsidiaries, which are categorized according to type of entry into foreign markets. These companies' networks are concentrated in East and Southeast Asia regardless of network type. As a result, the ability for partnerships to network is higher than that of subsidiaries. However, subsidiaries are small in number and located in various regions because of their initial stage, which is why their businesses depend on the price competitiveness of the parent company. The satisfaction and performance of subsidiaries are both generally low according to the presented findings. In addition, the successful strategies of international freight forwarders include following operations, specializing their logistics services, building collaborations among small and medium-sized companies, recruiting and training professional human resources in international logistics, and entering markets together with their customers. Overall, this study highlights the importance of measuring and evaluating objectively the level and performance of overseas networking through a survey about the internationalization of Korean freight forwarder companies. To conclude, this study is considered to contribute to raising their global competitiveness by suggesting strategies derived from the survey findings and SWOT analysis.

• Journal of Digital Convergence
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• v.13 no.1
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• pp.111-124
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• 2015

The economic growth in China takes the step of the Internet/Mobile revolution together. The high internet penetration provided the opportunity to increase the e-commerce market with fast speed. However, due to imbalance of the growth speed and preparation, the problems on various infrastructures and regulations were generated. Therefore, this study investigateed the current status of e-commerce market and sub-categories. This study also discussed about the problem of e-commerce logistics system, consumer protection, R&D investment, and human resources and provided the considerations for the future improvement. Finally, this study diagnosed the mobile payment and internet finance market and new e-commerce tax regulation, and then suggested institutional implications for the international standardization. This study is meaningful to provide the first implication to the Korean exporters after Chinese government had announced market open strategy for the 5 year e-commerce development plan.

• 한국벤처창업학회:학술대회논문집
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• 2006.04a
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• pp.205-240
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• 2006

In today's world economy, technology and knowledge have become the key words for value creation. Since 1998, various research institutions and universities in Korea, with support from Small and Medium Business Administration, have buckled to establish and operate incubating centers in order to foster such industries. Even though these centers have been operated in accordance with the purpose of the establishment, it has been over six years now, and it is necessary to evaluate its overall performance before moving on. Incubating a venture company results in not only technology innovation, but also jobs creation and economic growth. Knowing the importance of that, a government, at all levels, has supported the incubating centers as the most effective way to support venture companies in Korea. Incheon now plays a great role as a hub of logistics and trade in North East Asia. In order to nurture the city as the center of Korean economy, the city of Incheon has financially supported various incubating centers in the city, in an effort to incubate potential venture companies with lack of business experiences. It is imperative to find out what these companies need and how they evaluate the system at this point to develop a guiding principle of its operation as well as a careful selection process of a company in the future. In section II of this research, a concept of an incubating center is defined. An objective, a policy of its operation as well as its structure are explained in this chapter with case studies of Incheon College. 'Resources' are divided into human resources and material resources. And the survey that 71 different companies (out of 164 companies in 10 different incubating centers) have participated in is included in this section as well.

• Journal of the Korean Society of Marine Environment & Safety
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• v.28 no.3
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• pp.430-440
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• 2022

Shipping companies are key components of the logistics industry, which is extremely significant in enhancing the country's comprehensive national power and promoting global trade development. In the context of the implementation of the new development pattern strategy in China and the impact of the global novel coronavirus (COVID-19), this paper takes 22 Chinese shipping listed companies as the research object and analyses the operational efficiency of them from 2011 to 2020 based on the Super-SBM DEA Model and Window DEA Model. Factors affecting the efficiency are further analyzed with the Tobit model. The research conclude that the operational efficiency of Chinese shipping companies as a whole shows a steady increase from 2011 to 2020. Although most of them are in a relatively ef ective operation state, fewer are absolutely effective companies. Besides efficiency among companies differs obviously, which indicates the potential of further improvement and promotion. What's more, factors such as current economic development level, enterprise size, human resources quality and enterprise turnover speed have significant positive correlation to the operation efficiency of Chinese shipping listed companies, which is significant to improve the operation efficiency of Chinese shipping companies.

• Journal of Navigation and Port Research
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• v.37 no.5
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• pp.519-526
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• 2013

In managing shipping business, the concept of seaworthiness of the vessel has developed in accordance with the development of the shipping industry. However, despite of the development of the vessel's seaworthiness, marine accident has continuously occurred at sea. International Maritime Organization(IMO) has paid attention to the research and investigation of Human Error in shipping operations in addition to physical seaworthiness of the vessel. In 1994, IMO adopted the "International Management Code for the Safe Operation of Ships and for Pollution Prevention(ISM code)" of "SOLAS 1974" Annex, to take countermeasure against this human error. In 1999, Korea adopted the 'ISM Code' and then enacted the Maritime Safety Act (previously Maritime Traffic Safety Act). The Maritime Safety Act regulates necessary qualifications of the Human Resources of shipping companies for establishment and implementation of the safety management system. However, there has been a discrepancy between shipowners and ship management companies in interpreting the legislative texts, finally causing confusion. In this paper, I would like to examine the deficiencies in the regulation on the standard of qualifications of the Designated Person under the Maritime Safety Act and thereby suggest any possible improvements in it.

• Journal of Distribution Science
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• v.11 no.6
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• pp.59-65
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• 2013

Purpose - Studies of mechanism as a competitive strategy, a relatively new field in the study of strategic management research, has recently drawn the attention of the business management scholars. The literature has so far proposed the subjective-based view, environment-based view, and the resource-based view in its analyses of firm management. Hence, it is highly likely for the firm management to be reasonably thought of as a combination of and interaction among the three key elements of subject, environment, and resources this is the mechanism-based view (MBV). It is reasonable to consider firm management to be the combination of and interaction among the three key elements of subject, environment, and resources. The overall dynamic process that integrates these three elements and creates functional harmony is identified as the mechanism, the principle of firm management. Much of the extant literatures on MBV has mainly focused on case studies, a qualitative approach prone to subjectivity of the researcher, although the intuition from the study may lead to meaningful insights into a firm-specific mechanism. This study's focus is also on case analysis, but it still attempts a quantitative approach in order to reach a scientific and systematic understanding of the MBV. Research design, data, and methodology - I used both a qualitative and quantitative approach to a single model, given the complexity of the innovation processes. I conducted in-depth interviews with POSCO employees-20 from general management, two from human resources, eight from information technology, five from finance and accounting, and five from production and logistics management. Once the innovative events were selected, the interview results were double-checked by the interviewees themselves to ensure the accuracy of the answers recorded. Based on the interview, I then conducted statistical validation using the survey results as well. Results - This study analyzes the building process of innovation and the effect of the mechanism pattern on innovation by examining the case of POSCO, which has survived over the past 21 years. I apply a new analytical tool to study mechanism innovation types, perform a new classification, and describe the interrelationships among the mechanism factors. This process allows me to see how the "Subject"factor interacts with the other factors. I found that, in the innovation process of the adoption stage, Subject had a mediating effect but that the mediating effect of resource and performance was smaller than the effect of Subject on performance alone. During the implementation stage, the mediating effect of Subject increased. Conclusion - Therefore, I have confirmed that the subject utilizes resources reasonably and efficiently. I have also advanced mechanism studies: whereas the field's research methods have been largely confined to single case studies, I have used both qualitative and quantitative methods to examine the relationships among mechanisms.

• Korea Journal of Hospital Management
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• v.8 no.4
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• pp.59-75
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• 2003

This study was conducted to investigate the degree of utilization of outsourcing in large hospitals in Korea. We also investigated the outcome and the level of satisfaction for adopting outsourcing in these hospitals. Types of work areas that were currently operated by outsourcing and were planned to adopt outsourcing in the future were identified. A total of 83 hospitals were eligible for this study, which had more than 500 beds, and were identified from the 2003 National Hospital List published by the Korean Hospital Association. A self-administered Questionnaire survey was conducted between April 25th and May 20th in 2003 with a personnel being charged of arrangement of outsourcing in each hospital. Among the 58 hospitals responding the survey(response rate=69.9%), 49 hospitals(84.5%) utilized outsourcing in at least one work field in their organizations. The largest proportion of the hospitals(85.7%) using outsourcing responded that the biggest outcome after introducing outsourcing were cost reduction(49.0%), followed by improved efficiency in operating the organization or human resources(34.7%) and the improved quality of the work(6.1%). The degree of satisfaction for outsourcing among the hospital managers(3.43) was significantly higher than that among the employees(3.l4) on a S-point Likert-type scale(p<0.05). Among the 7 work areas, the hospitals used outsourcing most frequently in facility management(housekeeping, building maintenance, hospital security and parking management), followed by non-medical profit business(funeral, convenient store, and cafeteria), logistics(provision of patient meal, in-house delivery, and purchasing), and information and computing system(hospital information system, maintenance of personal computers and printers). The work areas that the hospitals planned to adopt or expand the outsourcing in the future most frequently were facility management, non-medical profit business, logistics, and information and computing systems. In conclusion, outsourcing was highly diffused in large Korean hospitals, particularly in the work field of facility management and non-medical profit business. The satisfaction for outsourcing was not high yet in Korean hospitals.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.2
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• pp.76-82
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• 2019

This study has done to search for a solution to remove risk limitedly caused by separating weapon system acquisition from operation and maintenance at the view point of Logistic Commander who's responsible for stable operation and maintenance after acquiring weapon system. At the System development stage, unverified overhaul development plan may cause additional manpower and costs after the development, and furthermore it is likely to have risk to lower reliability of the military. Thus, research and development agency should write overhaul development plan at the System development stage, and it should be verified through evaluation and verification test. Secondly, during research and development, institutional supplementation is needed to calculate human and material resources writing overhaul development plan. Thirdly, it should be able to analyze proper operation & maintenance plan and cost for overhaul plan at the pre-investigation stage. Fourthly, the base which can develop overhaul concept and overhaul factors should be included in the need and need determination document. Lastly, for the weapon system which has small amount of high power figure, project management should be performed to be able to specify at the each acquisition level of weapon system to realize Article 28, clause 3 and 4 of Defense business law.

• Journal of National Security and Military Science
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• s.5
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• pp.1-45
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• 2007

Reserved forces of ROKA are in charge of replacement of TOE in the wartime and mission of rear area operation. But there is institutional inertia in the law and organization oriented to fill human resources rather than take mission. We need to prepare for the investment and arrangement of reserved forces as military power that would be replaced standing forces. In this portion, to reinforce reserve forces elite, First, efficient mobilization regulations and systems are suggested. I covered a maintenance of relevant mobilization ordinances which need to legislated and approved by national assembly for wartime and development of mobilization system which might lose the appropriate time for mobilization due to complicated declaration procedures and measures to overcome the panic at the initial stage of the war and organization and employment of nationwide transportation system and mobilization center. To ensure efficient resource management and mobilization of reserve forces with a number of approximately 3 million, there's a necessity of organization for integration and conciliation. To make it real, I suggested establishing and employing the mobilization center, on first phase, employ the mobilization center focusing on homeland divisions, on second phase, it is advisable to convert to national level mobilization system and develop to central mobilization center focusing on national emergency planning committee. During peacetime, in conjunction with Mobilization Cell, mobilization center can conduct resource survey and integrate and manage mobilization resources and take charge of mobilization training of subordinate units, and during wartime, in conjunction with mobilization coordination team and Cell, can ensure the execution of mobilization. Second, Future oriented reserve forces management system such as service system of reserve forces and support system of homeland defense operations. Current service and trainings of reserve forces by the year have very low connection, as it is very complex to manage the resources and trainings, and service and training lack the equity, re-establishment of service system is required. Also in an aspect of CSS and cultivation support for reserve forces, as the scope and limitation of responsibility between the armed forces and autonomous organization is obscure, conditions to conduct actual-fighting exercises are limited. Concentrated budgetting is extremely difficult because reserve forces training fields are scattered nationwide, and facilities and equipments are rapidly getting older. To improve all these, I suggest the organization of homeland defense battalion with a unit of "City-Gun-District" and supporting the local reserve forces. Conduct unit replacement or personal replacement for those who have finished their 1 or 2 years and homeland defense operation duty for those with 3-5 years for consistency and simplification. Third, I suggest Future oriented Reserved Training(FRT) and Training Center oriented training management to establish a reliable reserve training. Reserves carry out expansion of unit, conventional combat mission, homeland defense and logistics support during wartime, and actual-fighting exercise, and disaster relief, peace keeping activities. Despite diverse activities and roles, their training condition still stays definitely poor. For these reasons, Modernization of weapons and facilities through gradual replacement and procurement is essential to enhance mobilization support system.