• Proceedings of the Korean Institute of Intelligent Systems Conference
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• 1998.06a
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• pp.176-180
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• 1998

We may gaze at some peculiar scenes of flocking of birds and fishes. This paper demonstrates that multiple agent mobile robots show complex behaviors from efficient and strategic rules. The simulated flock are realized by a distributed behavioral model and each mobile robot decides its own motion as an individual which moves constantly by sensing the dynamic environment.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2001.10a
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• pp.233-236
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• 2001

This study explores on the static and dynamic growth patterns of high-tech ventures in Korea. We developed an integrative framework with target market (local vs. global), product/market maturity (existing vs. emerging), and technological capability (follower vs. pioneer). We also identified seven new ventures strategies as follows: i) reactive imitation, ii) proactive localization, iii) import substitution, iv) creative imitation, v) early market-entry, vi) global niche, and vii) global innovation. With five successful Korean new ventures, we found different competitive behaviors and performance among new venture strategic types. This study also observed two different growth patterns: growth through strategic replication and growth through strategic change. It depends on whether they are pursuing similar strategy over time or different strategy within for growth. In addition, we found that creative imitation plays a stepping-stone role in two-step internationalization processes. Although this study is exploratory and needs more empirical studies, it can provide new ventures with meaningful guidelines for growth and internationalization with a dynamic perspective.

• The Journal of the Korea Contents Association
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• v.11 no.4
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• pp.389-403
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• 2011

The objective of this study is to find out how strategic human resource management(SHRM) of a facility security firm affects its organizational culture and behaviors of its members. This study was executed in June 2010 with facility security officers(FSO) in four private security firms by using a judgment sampling technique. A total of 343 FSOs were used in final analysis. Coefficient of reliability(Cronbach's coefficient alpha) of the survey was 0.691. The conclusion was as follows: First, SHRM of facility security firms exert its influence on organizational culture. That is, promotion of education/training, compensation, making avid followers, and career development may facilitate settlement of hierarchical, development-oriented, agreement -based and rationality-oriented culture. Second, SHRM of security firms would affect organizational citizenship behaviors(OCB), i.e., the promotion of education/training, compensation, making avid followers, and career development would tend to enhance consideration for others and altruistic, participatory, conscientious and gentlemanly behaviors. On the other hand, if proper compensation is not made, above-mentioned behaviors would decrease. Third, organizational culture of security firms tends to affect OCB. That is, when hierarchical, development-oriented, agreement-based and rationality-oriented culture is settled, consideration for others, altruistic, participatory, conscientious and gentlemanly behaviors tends to be enhanced.

• Korean Journal of Health Education and Promotion
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• v.27 no.3
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• pp.13-22
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• 2010

Objectives: The aims of this study were to provide basic information on health behaviors of diabetics by age groups, compared to non-diabetics group. Methods: 2007 National Health Nutrition and Examination Survey Data were used to compare health behaviors between the diabetics group (191 diabetics who had been diagnosed by a doctor) and the non-diabetics group (382 general population) according to age groups. For the purpose of analysis, $x^2$-test (Fischer's exact test) and conditional logistic regression were used. Results: There were significant differences in health behaviors between the diabetics group and the non-diabetics group according to the history of health screening, BMI and alcohol consumption, and there were different pattern of health behaviors by age group. Conclusion: When developing and implementing health education and specific intervention programs for the correction of health behaviors among diabetics, one should consider age, age-adjusted health behavior patterns and priority.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.7 no.4
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• pp.1-8
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• 2012

The purpose of research is to reveal the basic factors which innovation behaviors is motivated in the small-and-medium sized company for strengthening the competitiveness. This study empirically investigates and I was able to obtain participations of 114 questionnaire, and derived statistics by means of SPSS/PC version 18.0. In this study I found that strategic approach of organization and educational supports are significant to effective shop-floor process control. Also, results of process control are significant to customer satisfaction and business performance.

• International Area Studies Review
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• v.21 no.1
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• pp.3-24
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• 2017

The effects of strategic partnership can be positive or negative. This paper intends to explain why the partnership produces opposite results. This paper incorporates strategic behavioral direction and perceived values for relational performance. The conceptual model as well as empirical analysis was made and the results are as follows. First, this study uses bi-directional decomposition of two research constructs. The first construct of perceived values is classified into benefits and risks. Also, the behavioral directions are either active or passive behaviors. The critical path is found that the perceived benefits make significant effects on active behavioral direction which does on commitment. Another path is that the perceived risks make passive behavioral direction which results in opportunistic behaviors between strategically partnered firms.

• Asia pacific journal of information systems
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• v.29 no.1
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• pp.83-116
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• 2019

Given the critical role of information technology (IT) in achieving organizations' strategic goals, it becomes increasingly important for organizations to develop and retain a competent IT workforce. We investigate how organizations make IT personnel feel content with their job, motivate them to perform at their best, and consequently retain them. We develop a model in which IT leadership, conceptualized as "transformational" and "transactional" IT leader behaviors, influences IT personnel's perceptions of requisite soft skills and IT personnel's Quality-of-Work-Life (QWL), and how IT personnel's QWL in turn affects IT personnel's intention to stay. Using survey data from 205 IT professionals, we found that IT leadership behaviors, particularly transformational leadership behaviors, positively influence IT personnel's intention to stay. We also found that this relationship is fully mediated by IT personnel's QWL. In addition, we found that transformational leadership behaviors positively influence IT personnel's perceptions of requisite soft skills. We discuss the implications of our findings for theory and practice.

• Management & Information Systems Review
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• v.36 no.3
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• pp.17-35
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• 2017

This study investigates the determinants of strategic positional change. Specifically, the study suggests performance feedback affects to a firm's strategic repositioning. Performance feedback is a concept that a firm decides whether success or not by comparing its performance relative to its aspiration level. Prior studies successively discover diverse behaviors. The study suggests three unexplored relationships between performance gaps and strategic positioning. First, when a firm's performance is below relative to its aspiration level, that firm's strategic position will be deviate from the industry norm. Second, as the degree of industrial density increases, the tendency that a firm's strategic position becomes deviate from the industry norm decreases. Third, when the degree of reference group's performance decreases, the tendency that a firm's strategic position becomes deviate from the industry norm decreases. For empirical analysis, this study examines data of 538 firms that in North America crude petroleum and natural gas industry. The result reveals that the direction of a firm's strategic change is shaped when firms' performance is below relative to aspiration level. Also, this relationship is moderated as industrial density changes or when reference groups' performance decreases. This study contributes to the current literature by explaining how a firms' strategic position is decided. Also, this study reveals that reference groups' performance could affect to organizational choice.

• Korean Journal of Materials Research
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• v.18 no.11
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• pp.610-616
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• 2008

Oil-based nanofluids were prepared by dispersing Ag, graphite and carbon black nanoparticles in lubricating oil. Agglomerated nanoparticles were dispersed evenly with a high-speed bead mill and/or ultrasonic homogenizer, and the surfaces of the nanoparticles were modified simultaneously with several dispersants. Their tribological behaviors were evaluated with a pin-on-disk, disk-on-disk and four-ball EP and wear tester. It is obvious that the optimal combination of nanoparticles, surfactants and surface modification process is very important for the dispersity of nanofluids, and it eventually affects the tribological properties as a controlling factor. Results indicate that a relatively larger size and higher concentration of nanoparticles lead to better load-carrying capacity. In contrast, the use of a smaller size and lower concentration of particles is recommended for reducing the friction coefficient of lubricating oil. Moreover, nanofluids with mixed nanoparticles of Ag and graphite are more suitable for the improvement of load-carrying capacity and antiwear properties.

• Management & Information Systems Review
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• v.5
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• pp.61-79
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• 2000

This research suggests the strategic adoption methodology of Customer Relationship Management. The backgrounds of CRM is the business environment changing that Market power is shifting to the customer who has unprecedented powers of choice today. The strategic adoption of Customer Relationship Management determines the value, needs and preferences of each customer or customer segment. Customer Relationship Strategy is an explicitly defined plan for how a company has decided to connect with, relate to, and focus on its chosen customers to create value. Deliberate decisions must be made, often involving trade-offs, so that investments are aligned with customer needs and value. Plan defined in terms of target customers value proposition, role in value delivery, and risk/reward sharing. All customers are not created equal; specific customers and/or customers segments are more desirable/valuable to pursue. Key premise of CRM is that value can be created by changing company's business model to better connect with customers. Area of service of Customer Relationship Management are as follows. Portfolio strategy, Market Opportunity Assessment, Brand Equity, Market Positioning, Pricing, Channel Strategy, Market Segmentation. Target Market Identification, Customer LifeTime Value Analysis, Customer Profitability, Customer Connections Economics Analysis. The objects of CRM are maximizing customer service effectiveness, improving customer loyalty, increasing customer service efficiency, optimizing intelligence about customer behaviors and preferences.