• Korea Petroleum Association Journal
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• no.2 s.180
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• pp.84-103
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• 1996

최근 미국의 중견석유기업 및 유럽의 주요석유기업의 전략에 단적으로 보여지고 있는 것 같이 석유산업에 있어서 「인티그레이션(통합)」의 개념이 바뀌고 있다. 요컨대, 1970년대 이전에 보여주었던 「석유흐음의 중시」의 수직통합의 움직임에 대신하여 (페르시아만 산유국을 중심으로 종래의 수식통합지향의 기업도 일부 존속하고 있는 곳도 있다.) 자사내의 수직통합이 아닌 시장지향 (Market Oriented)을 특성으로 한 새로운 「통합」전략을 표방하는 기업이증가하고 있다. 한편으로 가장 우위를 점하고 있는 분야ㆍ지역으로의 특화 및 사업의 「분산」화를 경영전략으로서의 표방하는 기업도 출현하는 등 시장의 글로벌화가 진전하고 있어, 구미석유산업에 있어서 「제자리 찾기」가 서서히 선명화하고 있다.

• Korea Petroleum Association Journal
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• no.3 s.181
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• pp.108-121
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• 1996

최근 미국의 중견석유기업 및 유럽의 주요석유기업의 전략에 단적으로 보여지고 있는 것 같이 석유산업에 있어서 「인티그레이션(통합)」의 개념이 바뀌고 있다. 요컨대, 1970년대 이전에 보여주었던 「석유흐름의 중시」의 수직통합의 움직임에 대신하여 (페르시아만 산유국을 중심으로 종래의 수식통합지향의 기업도 일부 존속하고 있는 곳도 있다.) 자사내의 수직통합이 아닌 시장지향 (Market Oriented)을 특성으로 한 새로운 「통합」전략을 표방하는 기업이증가하고 있다. 한편으로 가장 우위를 점하고 있는 분야ㆍ지역으로의 특화 및 사업의 「분산」화를 경영전략으로서의 표방하는 기업도 출현하는 등 시장의 글로벌화가 진전하고 있어, 구미석유산업에 있어서 「제자리 찾기」가 서서히 선명화하고 있다.

• Information and Communications Magazine
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• v.18 no.7
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• pp.15-24
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• 2001

• Journal of Digital Convergence
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• v.18 no.6
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• pp.217-223
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• 2020

The purpose of this study is to examine the restructuring strategies that are selected according to the corporate life cycle and to provide evidence that restructuring strategies that are chosen when firms face financial difficulties can have a positive impact on corporate restructuring. This study is logistic regression analysis of 3,593 samples of companies listed on Korea Exchange from 2001 to 2016. The results of this study show that a company that is growing through the expansion of its size and investment can overcome the financial difficulties of the company. And this study finds evidence that the declining firms use the capital increase or debt issuance to revive the corporate regeneration. The results of this study suggest that it is important to consider the life cycle at the time of corporate restructuring and select the appropriate strategy accordingly.

• Korean small business review
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• v.41 no.3
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• pp.151-172
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• 2019

The changes in the 4th industrial revolution era are not limited to specific sectors, but affect all sectors of industry. Thus all companies are required to respond effectively to changes. Some companies response by adopting cutting-edge ICT and some companies improve the organizational structure, or enhance the competence of individual employees. This study is based on the assumption that the responses to the change in the 4th industrial revolution era should not be uniform, and that the response strategies and priorities should vary according to the characteristics of the companies. The purpose of this study is to suggest both different response strategies and the priority of the responding factors(areas) to small and medium-sized enterprises. Data were collected through the semi-Delphi method. As a result of data analysis, the priorities of the medium-sized enterprises were as follows: introduction of IT-strengthening the competence of the individuals - establishing technology infrastructure-improving organizational structure - efficiency of work - improving organizational culture. While the priorities of the response factors(area) of the small-sized companies were as follows: strengthening the competence of the individuals - efficiency of work - introduction of IT - establishing technology infrastructure - improving organizational structure - improving organizational culture.

• Journal of the Korea Society of Computer and Information
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• v.17 no.4
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• pp.155-161
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• 2012

The purpose of this paper is to analyze the structural relationship of the impact on the business performance when it pursues resource based production strategies, nurtures core competency, develops core product lines and innovate its business models as part of a strategy of value innovation and to validate how the nurturing core competency can have an impact on the execution of the value innovation strategies. This paper confirms that there is a structural relationship, which is logically and conceptually valid, among the core competence, value innovation strategies and business performance of manufacturing companies. In order to maximize the business performance which is the eventual objective of a company, it must strategically nurture its core competence, which will be a main driver of the future competitiveness and diversify its management based on the value innovation strategies.

• International Area Studies Review
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• v.13 no.3
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• pp.551-581
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• 2009

This case study explores the stock sale, the resulting governance structures, and the airport management and development in Beijing Capital International Airport and Shanghai International Airport at Pudong. It is imperative for Incheon International Airport Corporation (IIAC) to change the management paradigm to survive in the changing environment and to become hubs in the relevant regions. And IIAC needs to search for the new ownership and governance structure to cope with the internal and external demands for innovation. In this study, along with the recent trends of the global airport industry, we suggest the implications for the IIAC's major decisions, especially, for the stock sale, the resulting governance structure, and the airport development and management. It is suggested that Korean government retain the majority control in the process of privatization to keep IIAC as a government-owned enterprise to provide the public goods to the citizen. Furthermore, to maximize the value of stock sale, IIAC needs to decide strategically the time and speed in the hybrid form of stock selling using trade sale and IPOs.

• 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.

• 한국벤처창업학회:학술대회논문집
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• 2018.11a
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• pp.187-192
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• 2018

현재 급변하는 정보기술, 다양성을 추구하는 시장의 니즈, 미리 예측하지 못한 다양한 형태의 경쟁자 등의 출현으로 인해 경영환경이 급변하고 있는 것은 더 이상 새로운 현상이라고 보기는 어렵다. 이와 같이 급변하는 경영 환경은 기업 간 경쟁 심화를 불러일으키고 있으며, 경쟁 심화는 생존 및 발전을 위해 기업 특성에 맞지 않는 무분별한 전략을 활용하면서 오히려 역효과를 내고 있다는 문제를 야기하고 있다. 특히 변화하고 있는 환경 내 벤처기업 및 창업기업들의 경우 창업 후 생존율이 점차 낮아지면서 일반 기업들에 비해 경쟁력을 갖춘 기업을 찾아보기 어려운 것이 현실이다. 이에 벤처기업들은 도태되지 않고 생존하기 위해경쟁력을 강화시킬 수 있는 다양한 전략을 구사하고 있다. 벤처기업은 하나의 비즈니스 생태계 내 유기적 생명체로서 진화하기 위해 제품이나 산업의 수명주기와 마찬가지로 창업기, 초기 성장기, 고도 성장기, 성숙기, 쇠퇴기 등의 정형화된 단계를 거친다. 따라서 벤처기업은 무차별적인 전략을 통해 기업의 생존 및 성장을 도모 하는 것이 아니라 해당 기업이 놓인 수명주기 단계별로 전략, 조직 구조, 의사결정방식, 통제유형 등을 상이하게 판단하고 이에 적절한 전략을 수행해야 한다. 예를 들어, 동일 생산요소를 투입하더라도 이를 적용할 수 있는 지식이 있는 경우 더 높은 가치 창출이 가능(Aghion & Howitt, 1992) 하지만 창업 초창기의 기업은 고도 성장기의 기업보다 보유한 지식 수준 및 경험이 상대적으로 낮기 때문에 다양한 협력을 필요로 한다. 그러나 현재의 여러 선행연구들은 기업이 처한 상황을 고려하지 않은 단편적인 대처 방안이거나 혹은 부분적인 방법론을 제공하는 수준에 그치고 있다는 한계가 있다(이병헌 외, 2014). 따라서 본 연구에서는 '2016년 벤처기업정밀실태조사' 데이터를 기반으로 기업의 외부 협력 정도 및 벤처기업 지원제도 활용 정도가 경쟁력과 성과에 미치는 영향이 기업의 수명주기별로 상이하다고 보고 관련 전략 프레임워크를 제시하고자 한다.

• 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.