• Journal of the Korean Magnetics Society
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• v.24 no.6
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• pp.197-201
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• 2014

As the importance of rare metal is increasing globally, Japan introduced the concept of Strategic Elements in 2004, and started Strategic Elements Project in 2007. The Goal of this project run by MEXT (Ministry of Education, Culture, Sports, Science and Technology) is to develop high-function materials and components that do not use rare or harmful elements by studying the role and characteristics of the elements that compose materials and components and decide their functions and characteristics. In September 2010, Japanese coast guard arrested a Chinese fishing boat near Senkaku Islands (Diaoyudao Islands by China), which escalated to the territory issue and eventually a big diplomatic and economic conflict. In order to put pressure on Japanese Government, China used an economic option, which is the ban of rare earth export to Japan. This incident doubled Japan's motivation to develop Strategic Elements and put more efforts into this Project. MEXT set the following three research areas in February 2012: Study of alternative materials using sufficient and harmless elements, Study of applications for the high-functions of Strategic Elements, Study of practical design for components using Strategic Elements. Through a course of gathering the opinion of professionals, MEXT settled down with the following 4 research and study areas for the Strategic Elements Project in June 2012. 1. Magnetic materials to replace Dy, Nd. 2. Catalyst/Battery materials to replace Pt, Rh/Li, Co. 3. Electronic materials to replace In, Ta. 4. Structural materials to replace Nb, Mo. This paper deals with the first area and reviews the results of the research and study as of now.

• The Journal of the Korea Contents Association
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• v.18 no.1
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• pp.504-516
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• 2018

Many countries have tried to reform financing systems toward UHC and paid attention to the function of strategic purchasing. This study was performed to examine theoretical foundations and the function of strategic purchasing. And we examined the functions of strategic purchasing in Korea based on the framework proposed by Preker(2005). For this purpose, we reviewed literature related to purchasing. we defined the strategic purchasing as strategic activities to provide health care services people need within a given budget, which is carried out by certain organizations, purchasing organizations. These activities include selecting appropriate providers, designing and operating the payment system, setting the price, and determining the target populations and their needs etc. The relationships among government, purchasers and healthcare providers can be explained by the principal-agent theory. In addition to Preker's framework, we emphasized the importance of the infrastructure such as decision making support systems, information systems, health care resource management systems, or expenditure monitoring systems. The National Health Insurance Service and the Health Insurance Review & Assessment Service play major roles in performing strategic purchasing.

• Journal of the Chungcheong Mathematical Society
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• v.23 no.1
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• pp.29-35
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• 2010

In this note, we will prove a new equilibrium existence theorem for a compact acyclic strategic game by using Begle's fixed point theorem.

• Proceedings of the KSR Conference
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• 2003.10b
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• pp.334-339
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• 2003

The Aim of this paper is to indicate strategic approaches for china railway operation. For this purpose, the paper discusses logistic policies and networks of China, conditions and problems in Chinese railway

• Proceedings of the Safety Management and Science Conference
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• 2003.11a
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• pp.329-333
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• 2003

This paper reviews differences between the traditional investment evaluation methods and real option approaches. This study considers management flexibility, contingency and volatility from a strategic management perspective. The roles of various real option approaches are discussed.

• Journal of the Chungcheong Mathematical Society
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• v.23 no.4
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• pp.691-698
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• 2010

In this paper, we first introduce a new model of strategic Nash game with insatiability, and next give two social equilibrium existence theorems for general strategic games which are comparable with the previous results due to Arrow and Debreu, Debreu, and Chang in several aspects.

• Journal of the Korea Institute of Building Construction
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• v.13 no.6
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• pp.530-540
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• 2013

The business environment that affects the management performance can be characterized by each Strategic Business Unit (SBU) since construction companies win overseas contracts due to the fairly good construction situations while experience a decline in the local housing market. Environmental changes can alter the strategic importance of the SBU when measuring the management performance. However, large construction companies apply BSC (Balanced Score Card) for collective calculation to determine the management performance, making it difficult to reflect the strategic importance of SBU. This method may create a distorted image of management performance that fails to take environmental changes into consideration, and as such it needs to be improved. Yet, there are no studies on the weight of each SBU considering environmental changes. Thus, the current study intends to analyze the weight of SBU for company-wide measurement of the performance of large construction companies. In addition, a model for analysis of SBU importance is proposed to respond to the constantly changing environmental situations and to modify the weight. For analysis of SBU weight, a questionnaire was conducted with 23 experts and hands-on workers, and the questionnaire result was quantitatively analyzed by applying the FD-AHP method. It is expected that the result will enable a model to be proposed to calculate the weight per division in a manner that reflects environmental changes and minimizes strategic distortion when measuring the management performance of large construction companies.

• The Journal of Small Business Innovation
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• v.19 no.3
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• pp.57-74
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• 2016

This paper analyzes the role of strategic fit, cooperation, and performance in small-sized subpart suppliers' interactions with large businesses. For this purpose, this paper analyzes survey data from 90 first-tier suppliers of Samsung Electronics and evaluates how strategic fit and cooperative relationships affect their performance. Empirical analysis suggests that strategic fit positively affects small companies' business and innovation performance. This finding aligns with theories arguing for strategies that accommodate specific business environments. In addition, strategic fit is crucial for innovativeness of SMEs (Small and Medium-sized Enterprises). With regard to forming relationships with large companies, findings also show that high quality technological and personnel cooperation boosts subpart suppliers' productivity and efficiency as notably reflected in SMEs' business performance. Moreover, such cooperation between small and large companies reinforces the benefits associated with strategic fit and innovation. This means that if the business environment of small-sized subpart suppliers is uncertain, harnessing differentiated strategies and pursuing collaborations with prime companies will produce innovative outcomes (e.g., increased patent publications). On the other hand, when degree of uncertainty is small, pursuing cost leadership strategies and collaborating with prime companies in areas, such as technology and personnel, will help small-sized subpart suppliers produce innovative outcomes. Based on these findings, this paper argues that choosing the right competitive strategy for a specific business context is intrinsically tied to (1) augmenting technological and human collaborations with prime companies, (2) improving the quality of these interactions, and (3) generating competitiveness among small subpart suppliers. Both competition and cooperation are necessary for strengthening the competitiveness of small companies.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.5 no.2
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• pp.115-135
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• 2010

In the past, markets were taken over by the firms which could maintain their competitive advantage through economies of scale and associated reductions in costs and prices. However, it has been changed to a new time that companies can secure their competitiveness through continuos improvements and customer orientations. Patent holders can claim protection against any infringer of their patents. Thus, in the future, firms' competitiveness will be decided by patents and intellectual property rights. How can strategic patents can be obtained and secured? The purpose of this article is to provide a couple of suggestions that can help companies secure strategic patents and build their competitive advantages. Until now, Korean companies have been interested only in the quantity of patents, not the quality of patents. In addition, from the beginning, they could not build distinctive strategic positions to secure future valuable technologies. In this article, we provided a couple of suggestions for strategic patent identification processes. First, strategic patents should be identified and created based on the company's vision. Second, the company should create technology maps through investigating previous R&D activities and patented technology information before stating its own R&D activities.

• Journal of Digital Convergence
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• v.11 no.10
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• pp.263-275
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• 2013

M&A is an important strategic decision made to ensure the competitiveness of companies and cases of M&A have been increasing in recent years. But the success of an M&A is not assured. In order to succeed, there should first be a well managed strategic leadership by the CEO and an integration strategy. Companies need also to overcome the resistance to change among members. A successful example of an M&A is that of LG Chem and Hyundai Petrochemical. By using this M&A as a case study, the influence of the CEO's Strategic Leadership, and the Integration Strategy on Resistance, Acceptance and Performance were assessed. For this study, research was conducted on CEO Strategic Leadership and Integration Strategy before members of LG Chem (DAESAN PLANT) were interviewed on the M&A's implementation by LG Chem's HR staff, management and members. The results show that CEO strategic leadership and the integration strategy are major change drivers and that they are important to the early stabilization of M&A companies. Finally, suggestions are made as to how such success may be replicated for other companies undergoing M&A in the future.