• Journal of the Korea Convergence Society
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• v.12 no.6
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• pp.151-160
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• 2021

This study decided that it was necessary to present a strategy for survival in the new normal era and securing competitive advantage, and tried to suggest a management strategic alternative. To this end, this study derives the new normal caused by Corona 19 and the business environment change trend and response strategy type caused by this through literature research and intensive interviews of 10 corporate CEOs. This study limited the scope of the study to the digital-based management and business-level strategic alternatives among strategic alternatives that can be deployed in various fields and areas. Business structure redesign strategy, resilience reinforcement strategy, ESG management strategy, and digital transformation strategy were suggested as alternatives to corporate-level digital-based strategies. As an alternative to business-level digital-based strategies, a digital strategy for industrial structure leading, a competitive strategy for digital innovation, an open innovation platform strategy, and a customer value-oriented strategy were suggested. It contributed in that it was an attempt to systematize a digital-based strategy more and it contributed in that it can support companies who have to deal with difficult situations wisely to implement strategic responses more systematically.

• Journal of Korea Trade
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• v.23 no.6
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• pp.145-158
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• 2019

Purpose - Alliance members have constantly revised market strategies over time by withdrawing membership from a current alliance, joining another alliance, or constructing a new alliance. From the perspective of the signaling effect, the purpose of this study is to analyze the impacts of partner volatility (new member, old member, and new group) on firm value. Design/methodology - To analyze the impact of partner volatility on firm value, companies in strategic alliances are classified into the three groups of new partner, existing partner, and new alliance, and the effects on company value are verified through an event study and the signaling effect analysis. Findings - This study proved that new partners and newly formed strategic alliances have higher expectation effects than old partner company groups, and have a more positive effect on the relevant firms' stock prices. In addition, the result of the study showed the same valid results as the alliance levels, and showed that investors' expectations were higher with new partners and new alliances than with old partners. Research Implications - A new perspective on the signaling effects of strategic alliances among shipping lines was presented in this study by grouping alliance types including new member, old member, and new group. The results provide useful insights for selecting partners and firm values of alliance announcement times. Originality/value - This study analyzed partner volatility on relevant companies' stock prices from the perspective of investors from the global shipping conference reorganization in 2017. Strategic alliances were classified into the three categories of new partner, old partner, and new alliance, and the effects on firm value were verified.

• Korea Trade Review
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• v.43 no.2
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• pp.205-227
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• 2018

This study reviews strategic CSR, which recently has become a controversial topic, and examines the implications of strategic CSR activities on corporate performance. For this, three hypotheses were set. First we categorize CSR activities into economic, legal·ethical, philanthropic, and social innovation responsibility, and to verify if these CSR activities have positive influences on the performance of Chinese and Korean companies. Second, we explore the moderating effects of globalization between the CSR activities and corporate performance. In addition, CSR activities were separated into traditional and strategic in order, and to determine whether the strategic activities had a more positive influence on corporate performance than traditional CSR activities. For this, a total of 646 surveys (401 from China and 245 from Korea) were collectd from MBA students in China and Korea, and the results were comparatively analyzed.

• Korea Trade Review
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• v.47 no.6
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• pp.335-353
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• 2022

There are two aspects of digital trade: the digitalisation of goods/services being traded and the digitalisation of the transactional act. Digital data (i.e. machine-readable industrial data and transactional data) is the major driving force for both aspects of digital trade. Digital data is a non-rivalrous input, whether for production or marketing activities, and is thus able to be used by many firms or government agencies without limiting the use of others. Digital platforms provide online infrastructure for the interactions between groups, for instance, consumers and producers. The externality effect refers to the situation in which prosperity in one group on a given platform will improve the returns of other groups on the same platform. In the era of the data-driven economy, strategic trade policy can involve data-related policies. The major objective of these policies is to improve the competitiveness of domestic firms. For instance, firms may be subsidised if they use cloud services provided by specific platforms. This strand of strategic trade policies might be useful for increasing the competitiveness of small-and medium-sized enterprises (SMEs) via the digitalisation of production/marketing processes. Alternatively, strategic trade policy may also exploit the externality effect via platform economy-related policies. Further, some countries may form data coalitions to facilitate cross-border data flow. This paper uses cases in Asian countries to illustrate which role these strategic trade policies can play in the digital economy.

• Asia-Pacific Journal of Business
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• v.14 no.4
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• pp.191-204
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• 2023

Purpose - The purpose of this study was to analyse the relationship between R&D tax support policy and firm innovation activity using data on firms engaged in 12 national strategic technology sectors. Design/methodology/approach - This study collected survey data from 664 companies engaged in national strategic technologies. The data were then analysed using the Propensity Score Matching (PSM) analysis. Findings - First, corporate R&D tax support had a statistically significant positive (+) relationship with firm innovation performance. Second, there was a statistically significant positive (+) relationship with incremental innovation, but there was no statistical significance with radical innovation. Third, there was a statistically significant positive (+) relationship with the firm's first innovation, but there was no statistical significance with the world's first innovation. Fourth, there was a statistically significant positive (+) relationship with the number of R&D projects of a firm. Finally, there was a statistically significant positive (+) relationship with a firm's open innovation. Research implications or Originality - First, in terms of policy effectiveness, the government needs to consider promoting R&D tax support policies in areas where R&D competition is fierce. For private companies engaged in the 12 national strategic technology fields, the R&D tax support policy is working in the direction of promoting corporate innovation activities, and this positive policy effect is likely to be effective in areas where R&D competition is fierce. Second, if the government wants to improve the quality of corporate innovation activities through R&D tax support policies, it needs to provide incentives higher than the current level.

• Journal of Distribution Science
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• v.22 no.9
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• pp.129-139
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• 2024

Purpose: This research aims to examine the impact of social media marketing on buy decisions in Indonesia's B2B market, considering the mediating roles of brand image, perceived quality, and perceived value in relation to interactive flat panel display technology. To better understand technology adoption and distribution, we utilize the innovation diffusion theory. Research Design, Data and Methodology: The Decision-Making Unit of each organization that buy interactive flat panel display technology conducted an empirical survey of 82 participants. The quantitative research design analyzed the data utilizing the PLS-SEM model. outcome: This research reveals that social media marketing significantly impacted perceived quality, brand image, perceived value, and buy decisions. The research also found that perceived quality does not significantly impact buy decisions, but perceived value and brand image significantly impacted buy decisions. This research contributes to understanding the key factorsinfluencing buy decisionsin Indonesia's B2B market. Conclusion: Thisresearch concludesthat B2B consumers in Indonesia are less concerned about product quality but prioritize the value they receive when purchasing interactive display technology. Social media marketing could impacted the distribution of interactive display technology in Indonesia's B2B market by affecting the DMU's purchasing decisions. Brands should leverage social media marketing to positively impact theirsuccess.

• Journal of Industrial Convergence
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• v.22 no.9
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• pp.17-30
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• 2024

This study focuses on the effect of strategic deviance and managerial ability on cash flow from operating activities, which is financial performance. In addition, this paper examines the effect of managerial ability on the relationship between strategic deviance and cash flow from operating activities. The sample was extracted and analyzed for non-financial businesses among listed corporations with settlement of accounts in December from 2011 to 2020. As a result of the analysis, it was confirmed that strategic deviance found a significant negative effect on the cash flow from the operating activity, and managerial ability found a significant positive effect on the cash flow from the next operating activity. Strategic deviance was found to have a significant negative relationship with cash flow from next operating activities as managerial ability was higher, and this result was reconfirmed in the group with a high level of earnings management. This study is significant as it expands recent research related to management strategies by examining their impact on operating cash flow. Therefore, it seems that it is meaningful to identify the characteristics of managers in this relationship.

• 산업혁신연구
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• v.35 no.2
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• pp.159-184
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• 2019

The strategic orientation of SMEs and the taxonomy approach in this study suggests a new perspective of the business performance through the relationship between strategic orientation and exploration and exploitation, The results of this study are as follows. First, 141 types of strategic orientations of SMEs in Korea, exploration and exploitation, of organization, and questionnaire on management performance were used. The results of this study are as follows. First, the results of this study are as follows. The strategic direction of SMEs and the taxonomy approach in this study show that the organization that pursues the market-exploration type has the highest business performance. This result implies that the pursuit of market orientation and the pursuit of exploratory technological innovation show a significant difference in business performance compared to other types of strategy types. In Korea, SMEs' strategy orientation and technology learning strategy can provide very useful information. On the contrary, the technology - exploratory strategy type has the lowest management performance and is considered as a factor to be considered when selecting the strategies. Based on this study, several implications and limitations are proposed.

• Industry Promotion Research
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• v.5 no.1
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• pp.21-33
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• 2020

The purpose of this study is to investigate the impact of strategic human resource management perceived by members of SMEs on organizational performance and innovation behavior. In addition, the mediator effect of innovation behavior of organizational members on the relationship between strategic human resource management and organizational performance was verified using the statistical program SPSS 21.0 program. First, the hypothesis 1, strategic human resource management (adoption and compensation, job design, training and career management, participation in decision-making) was adopted by showing positive impact on the positive impact on organizational performance. Second, hypothesis 2, strategic human resource management (recruitment and compensation, job design, training and career management, participation in decision-making) was adopted after demonstrating statistically significant influence on innovation behavior. Third, the innovation behavior perceived by Hypothesis 3 organizational members showed a positive influence on organizational performance. Hypothesis 3 was therefore adopted. Fourth, as a result of verifying the mediating effect of innovation behavior in the relationship between hypothesis 4, strategic human resource management and organizational performance, innovation behavior was analyzed to be partially mediated. In other words, strategic human resource management of organizational members has a direct impact on organizational performance, but it can show a higher positive impact on organizational performance through innovation actions in its performance.

• Journal of the Korean Institute of Navigation
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• v.21 no.3
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• pp.1-18
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• 1997

From the beginning of 1990s , also in the shipping industry, especially liner shipping industry competition has been more intensive and difference of the service quality among shipping companies has been learned . On the other hand, a shipping company has some limitations to do its international mission for itself just by broadening service area. For this reason, the necessity for the global strategi alliance among the shipping companies, which is orginally aimed at sharing of facilities and organixation, has been developed. Through strategic alliance, liner shipping companies do not need to input the additional capitals to increase the material assets such as vessel capacity and spread the risk by the enlargement of the market. Also, they can secure the competitive edge through efficient utilizaton of assets. The purpose of strategic alliance of Hanjin Shipping Ltd., can be summarized as follows ; broadening of service area, cost reduction through vessel sharing, realization of rationalized shipping service by terminal and equipment or facilities sharing. Liner strategic alliances are agreement among liner companies to pol their equipment , andterminals for joint operations and services in which each alliance partner continues to serve its market using jointly operated or used inland feeders,inland terminals, port terminals, and mainline fleets of ship as well as joint pools of containers and equipment. Strategic alliances are generally more formal agreements than consortia and impose longer term and far reaching obligation on their members. It also acts as one in developing and advancing the strategic aims of the alliance members. The most important objective for liner strategic alliances is cost reduction and improvement in capital asset utilization. Main aims of strategic alliance drawn in this paper, can be enumerated follows : 1. improvements in service frequency and quality : 2. improvements in vessel and equipment utilization and thereby reductions in fixed and variable cost ; 3. improvements in market shares and high value cargo booking ; 4. reductions in intermodal storage and port terminal throughput costs ; 5. improvements in negotiating powers with ports and feeder transport providers ; 6. reduction in financial and other fixed costs such as insurance; 7. coordination and integration of MIS and EDI systems and service for greater efficiency and market penetration ; and, 8. improvements in logistic chain management and economic of scale by equipment depot, terminal, and vessel sharing.