• Archives of design research
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• v.19 no.5 s.67
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• pp.191-202
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• 2006

Recently the market environment surrounding business firms has been remarkably changed due to the increasing variety of consumption value and taste. On account of technological gap becoming narrower among business firms, the most important thing is for the soft value, such as that of emotional and subjective factors, in order for business firms to be able to create such strategic positioning, for which business firms should first look carefully into latent needs and values of the consumers. Since such products possessing those factors are able to supply the consumers with an appropriate value in attractive forms and meanings, new product development for the valuable products initiates a very important strategic action for securing the strategic positioning. The purpose of this paper is to study the strategic position and role of design in new product development strategy. Design has become the momentous competence of an enterprise in the most recent. Design performs its strategic role as a bridge between a business firm and the consumers. Consumers perceive value added by their purchase of products with attractive designs offered by business firms and, then, satisfy their emotional and subjective value with the products. This study, however, reviewed a new angle on the role of design as an implement for discovering consumers' latent needs and values which could be main factors for obtaining the strategic positioning. In other words, this study intended to suggest a new strategic role of design as value suppliers in new product development strategy for firms formulating and implementing their business strategies. For the new angle on the role of design, this study discussed a new approach of design strategy and intended to formulate its system first. And then, it suggested a general idea for strategic design analysis and its methodology, ethnography, as a strategic value creator. Finally, the suitability and usefulness of strategic design analysis for new product development strategy was discussed.

• Journal of Global Scholars of Marketing Science
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• v.14
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• pp.81-100
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• 2004

The purpose of this study was to test consistent relations between business strategy and marketing strategy of product level and to identify association Miles and Snow's strategic typology and Porter's generic strategy. The data were collected by personal interview with top management and marketing managers who worked at strategic business units in industrial and consumer product industry. The result showed that Porter's generic strategy significantly related with strategic marketing activities of product level. Miles and Snow's typology related with innovative marketing and environment management of the product market. But different patterns of strategic activities were not found among strategy types of Miles and Snow. Significant association between Miles and Snow's strategic typology and Porter's generic strategy implicates a possibility of integrated approach of two strategic typologies.

• Journal of the Korean Society for information Management
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• v.22 no.4 s.58
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• pp.111-128
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• 2005

University libraries have been facing challenges to accomplish both roles of traditional libraries as physical places and virtual libraries which service electronic resources effectively. University libraries need to establish a strategic plan as a positive tool for designing the future of university libraries addressing threats and opportunities at the same time. This study suggested the core elements be involved in strategic plans of university libraries through comparatively analyzing the actual documents of strategic plans of academic libraries in America, England, Canada and Australia. These strategic plans were divided into formal elements and content elements. In addition, this study presented the latest strategic plans of academic libraries such as UMI. OULS, UBCL, and USL. As a result of research, this study provided the directions and basic materials in order to establish strategic planning at university libraries in Korea.

• Information Systems Review
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• v.7 no.2
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• pp.183-194
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• 2005

This study validated the strategic alignment approach for e-Transformation of the traditional firm through the case analysis of e-Transformation practices performed in Pulmuone Inc., which had been managed and operated in a traditional mode. The e-Transformation approach identified in this study was focused upon the strategic alignment among 4 domains of business strategy, organizational infrastructure and processes, IT strategy, and IT infrastructure and processes, and was performed in the following process: 1) developing IT strategy to perform business strategy, 2) building IT infrastructure and processes to support IT strategy, and then 3) transforming organizational infrastructure and processes based on IT infrastructure and processes. The theoretical implication of this study is to empirically verify the Strategic Alignment Model hypothesized by Henderson and Venkatraman(1994) through the case analysis on e-Transformation of Korean traditional firm, and the practical contribution is to provide a feasible and effective guideline in carrying out e-Transformation of the typical traditional organization.

• Journal of Information Management
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• v.39 no.3
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• pp.205-220
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• 2008

This research focused on the major determinants for the strategic utilization of technology tree as a strategic technology information repository after the adoption of the technology tree in the R&D intensive organization. The study was performed based on both theoretical study and qualitative case study approaches. The result is as follows; for the strategic utilization of the technology tree for the information repository, it should be the market base and be closely related with the technology roadmap. In terms of the needs of times, this study regarding the strategic utilization of technology tree as a strategic technology information repository and as a s strategic supplement for technology roadmap is anticipated to be a good reference for the R&D-oriented organizations and technology-related studies in coming years.

• Journal of Korea Port Economic Association
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• v.27 no.3
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• pp.247-272
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• 2011

Because of operating and ordering vessels over 10,000 TEU, the strategic alliance between liner shipping companies will be diversified and activated more briskly to secure cargo quantities, minimize costs, secure profits, improve service quality and manage stable business. Many of prior studies concerning strategic alliance are carried out to clarify success factors, motives or to explain how to select a good partner for success. But over 70% of strategic alliance has been resulted in failure. Because failures of strategic alliance occur much more frequently than success, negative effect factors in strategic alliance have to be measured and be adapted to changing conditions in the shipping market. To improve negative effect factors, shipping companies should make an effort to establish reliable relationships between partners and suppress claims by clearing off imprecise contract terms. And it is necessary to increase satisfaction of each individuals and minimize complexity occurred due to the exterior relationships for the successful strategic alliance.

• International Commerce and Information Review
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• v.17 no.1
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• pp.193-214
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• 2015

This study was conducted to explore the impact of the strategic supply chain orientation on the supply chain performance of raw materials export-import firms. In addition, this study analyzed the mediated effect of innovation and information sharing between the strategic supply chain orientation and supply chain performance of the firms. In the research model of this study considered the strategic supply chain orientation, innovation, information sharing and supply chain performance as the characteristics of the raw materials export-import firms by dividing the learning performance and market performance. The sample firms be analyzed were 445 firms. The 7 hypothesis including moderated effect were analyzed by using LISREL as structural equation modeling. According to the path analysis, the strategic supply chain orientation had a positive impact on the innovation activity. However, it did not have a positive influence on the information sharing. In the analysis of the mediated effect, the innovation activity of supply chain showed a full mediated effect between the strategic supply chain orientation and the information sharing. And the information sharing showed a partial mediated effect between the strategic supply chain orientation of these firms and the supply chain performance.

• Journal of Distribution Science
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• v.13 no.1
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• pp.7-18
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• 2015

Purpose - This study integrates a corporate competition system with a bird predation system to examine how organizational strategic adjustment capacity influences firm performance. By proving the prominent effects on performance, a financial vector is constructed to represent corporate strategic adjustment results, and an operation capacity vector is constructed, which can be categorized as a parameter for locating birds. All these works help us to propose a new method of investment, the portfolio decision model based on the strategic adjustment capacity. Research design, data, and methodology - Strategic adjustment capacity can be decomposed into three aspects: the organizational learning capacity from the top firms, the extent to which firms maintainor rely on the best operational capacity vector in history, and the ability to eliminate the disadvantages or retain the advantages of the operation capacity vector from the previous year. The method of solving cyclic equations is designed to evaluate strategic adjustment. Firms manufacturing specialized equipment are chosen to test the effects of the strategic adjustment capacity on three aspects of firm performance. Results - There is a positive correlation between the capacity to learn from the best firms and performance improvement. The relationship between the dependence or maintenance of a firm's advantages and performance improvement is a U-shape curve, and there is no significant effect of inertial control on performance improvement. Conclusions - A firm's competition system is a sophisticated adaptation, and competitive advantage and performance can be investigated based on the principles of competition in nature.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.212-217
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• 2009

Strategic alliance is a proactive management process that integrates and optimizes value-added services of each party to best achieve business objectives of all parties within the relationship. Under the current competitive global environment, strategic alliance can produce a "Win-Win" situation and thus change paradigm that has resided in the construction industry. While many studies revealed the significance of alliance relationship in the industry, its impact on project performance has rarely been analyzed. Using the data obtained from 661 construction projects in the Construction Industry Institute database (359 projects from 38 owners and 302 projects from 29 contractors), this study first diagnoses the implementation status of strategic alliance at both project and company levels. Then, its impact on project performance is quantified and discussed. The descriptive analysis performed in this study revealed that an average of 79% of owner companies and 69% of contractor companies have ever implemented strategic alliance into at least one of their projects. However, both owner and contractor companies did not always use the strategy for all or their projects. Only 33% and 30% of projects reported by owners and contractors have been completed under alliance relationship, respectively. Analyzing the alliance impact on project performance, this study also establishes that strategic alliance positively affects project performance of both owners and contractors while owners should consider and control the level of its use for their projects. Recognizing and understanding the benefits from strategic alliance will be a starting point to produce mutual success among project participants, ultimately allowing the construction industry to go forward to a sustainable industry that transfers success from one project to the other.

• Convergence Security Journal
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• v.24 no.3
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• pp.239-247
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• 2024

This study analyzed the impact of strategic human resource management on organizational effectiveness and corporate performance targeting security personnel working in a physical security company. To this end, a survey was conducted from April 15 to May 17, 2024 targeting 130 security managers working in physical security-related companies. In the survey, the variables were divided into "strategic human resource management, organizational effectiveness, and corporate performance." As a result of the analysis, among the research hypotheses, "Strategic human resource management ⇨ organizational effectiveness, organizational effectiveness ⇨ corporate performance, strategic human resource management ⇨ corporate performance" were all adopted. In order to increase the performance of security companies, organizational effectiveness must be improved, and to this end, efforts must be maintained to improve strategic human resource management within the company. In order to improve strategic human resource management in the future, it is necessary to present all the job skills that new employees must have and provide sufficient training opportunities on the job before being put into the field.