• Asia Marketing Journal
• /
• v.7 no.3
• /
• pp.29-51
• /
• 2005

The present study extends Alden et al.'s (Alden, Steenkamp, and Batra 1999) study of cultural brand positioning through advertising, in which global cultural positioning is distinguished from foreign cultural positioning and local cultural positioning. The present study explores differences in the brand personality between global cultural positioning ads and local cultural positioning ads and investigates the effect of each type of cultural positioning strategy on the brand attitude. A content analysis was conducted for the Chinese print advertisements of Korean brands in order to examine the brand personalities developed by each type of cultural positioning strategy. Substantial differences in the brand personality were not found between the cultural positioning strategies. An experiment was conducted using Chinese consumers in order to test the effect of the cultural positioning strategy on the brand attitude. The global cultural positioning was found to be more effective than the local cultural positioning in general, and the Korean cultural positioning was found to be more effective than the local cultural positioning only for the younger consumers.

• The Journal of the Convergence on Culture Technology
• /
• v.10 no.2
• /
• pp.121-126
• /
• 2024

Israel craves peace and freedom. Israel has won many wars and conflicts militarily. They have developed strategic thinking based on the data, unique culture, and peacetime preparation system accumulated so far, and the strategic culture based on it contributes to fostering elite strong forces by presenting directions to security strategies.The strategic culture formed by Israeli beliefs, behavioral patterns, and identity influenced strategic thinking and the usefulness of security strategies. The purpose of this study is to redefine the concept of strategic culture by referring to the methodological discussion of strategic culture theory and to examine how useful strategic culture has provided strategic thinking and security strategies. In addition, based on the impact of Israel's strategic culture on security strategy, I would like to present implications for Korea's security strategy.

• Journal of the Korean Geographical Society
• /
• v.41 no.1 s.112
• /
• pp.39-57
• /
• 2006

Place marketing strategy is an research or policy field of cultural politics on which various meanings, discourses and practices are deployed, contested and negotiated surrounding the development or destruction of urban cultures. So it is needed to correct and concrete understanding about the cultural significations of place marketing strategy. In that sense, this study aims to establish the concept and methodology of place marketing strategy as urban culture development strategy. At first, the theory of cultural politics of space and cultural political approach to the place marketing strategy are reviewed. And then, basic concept of place marketing strategy and the process of place marketing strategy are established. Finally, with drawing the cultual political factors(named SAUNE factors), the methodology of place marketing strategy is systematized.

• Journal of the Korean association of regional geographers
• /
• v.13 no.1
• /
• pp.18-31
• /
• 2007

This paper aims to establish the cultural tourism strategy for culture-based city Gwangju. For this purpose, six key words 'topic, viewpoint, strategy, creation, change, project' are presented. The topic part includes the concept and paradigm of culture-based city Gwangju, The viewpoint part includes the cultural politics of tourism. The strategy part presents creative tourism as a vision of tourism, planning for the alternative cultural tourism contents, seven core types of Gwangju cultural tourism, and the five strategies of creative tourism Gwangju. The Creation part and the change part include respectively Gwangju place marketing strategy and the method of making creative cultural tourism subjects. Finally, the core projects of Gwangju creative tourism named 4CT projects are presented.

• Management & Information Systems Review
• /
• v.38 no.2
• /
• pp.105-118
• /
• 2019

In order for a strategy established by a company to be implemented efficiently, it must be supported by an appropriate organizational culture. This means that if a firm has an organizational culture suitable for strategy implementation, performance can be enhanced. This study divides competitive strategy into cost leadership strategy and product differentiation strategy, and organizational culture into hierarchical/rational culture and consensual/development culture. Based on 122 questionnaires collected through KOSPI listed manufacturing companies, the results of the empirical analysis on the effect of suitability between competitive strategy and organizational culture on performance by balanced scorecard perspective are summarized as follows. First, it shows that the cost leadership strategy and the hierarchical/rational culture are more fit. Specifically, The high suitability between the cost leadership strategy and the hierarchical/rational culture has a positive effect on the performance of the balanced scorecard perspective(excluding performance by learning and growth perspective). Second, The high suitability between the product differentiation strategy and the consensual/development culture has a positive effect on the performance of the balanced scorecard perspective. The results of this study suggest that it is important to form a corporate culture that can lead to changes in the beliefs and behaviors of organizational members in accordance with the competitive strategy in order to successfully implement the strategies established by the company.

• Journal of Navigation and Port Research
• /
• v.35 no.8
• /
• pp.691-699
• /
• 2011

The culture is a criteria of behavior and judgement for the member of the society and it also affects strategic alliance. The fail of strategic alliance between lines is affected more culture factors than financial factors and sales factors. Due to cultural factors impact on the strategic alliance partner for the failure of the most overlooked result of cultural differences so than most other factors, cultural factors should be considered for the first. Openness to cultural understanding and our partners, strategic alliances, consider the satisfaction of the members to perform successfully, can lead to strategic alliances.

• The Korean Journal of Archival Studies
• /
• no.36
• /
• pp.3-33
• /
• 2013

The medium and long term plan is one of the most important factors for the cooperation between cultural institutions such as archives, libraries and museums. This paper tries to analyze comparatively the development strategies' backgrounds and tasks of the national representative cultural institutions, with their similarities and differences. Limitations of the development strategies caused by their low stature are also presented in the paper. Accordingly this paper put emphasis on the changeover from separate and individual development strategy to joint and collaborative one for the cooperation between cultural institutions.

• Journal of the Korean association of regional geographers
• /
• v.14 no.5
• /
• pp.480-491
• /
• 2008

Recent globalization and de-industrialization have caused intensive competition among places; hence, cities worldwide are pursuing regeneration and enhanced competitiveness through cultural strategies. Focusing on the cultural strategies of local cities in Japan, this paper reveals that the concept of "being-a-region" is key to cultural strategies, and explores what logic is inherent in such regional developments. Since the period of rapid economic growth, Japanese local cities have played the role of "Furusato(home) for Japanese." With the recent decentralization, "being-a-region" is now emerging as a powerful discourse for the cultural strategies of local cities. This idea of "being-a-region" can be largely defined as a region's special character or even an existential sense of place, but in fact it is political relationships among agencies that define the region. "Being a region" in Japan appears to extend to "being a nation." Thus, it would be necessary to focus on the power relationships that surround the concept of "being a region" when we deal with the meaning of region in relationships to cultural strategies of local cities.

• Journal of Digital Convergence
• /
• v.15 no.8
• /
• pp.33-43
• /
• 2017

Patent strategy research has focused on the efficiency of licensing for investigation, analysis and utilization of application management, product and development task in finding patent idea, to establish patent strategy linked with management strategy and technology strategy. However, it is difficult to find the research on patent strategy that reflects an adaptive culture to enhance the internalization and performance of the established strategy. As a result, companies have been striving to imitate patent strategies of advanced companies that do not consider their industry and organizational culture. This study proposes a method of defining a firm 's patent strategy according to the competing value model that analyzes organizational culture as four frameworks. This study verifies the classification method through case studies, suggests a suitable patent strategy for the patent strategy type. This study has contributions in that discussing from a new point of view based on organizational culture theory and providing a IP strategic model with high practicality.

• Journal of Internet of Things and Convergence
• /
• v.8 no.4
• /
• pp.85-96
• /
• 2022

The purpose of this study was to investigate how the management strategies and organizational culture required in the digital economy have an effect on business performance. It provided basic data on management strategies and organizational culture necessary to approach as a digital leading country. For data collection, a survey was conducted from March 1 to May 30, 2022 for companies located in J province and engaged in industries related to the digital economy. The survey was conducted online and non-face-to-face, and a total of 225 companies participated in the survey. For statistical analysis, frequency analysis, exploratory factor analysis and reliability analysis, cluster analysis, independent sample t-test, and multiple regression analysis were performed. The research results are as follows. First, organizational culture was classified into high and low groups according to preference in innovation oriented, relationship oriented, task oriented, and hierarchical oriented. Second, the 4 types of organizational culture showed differences in prospectors strategy, analyzers strategy, defenders strategy, differentiation strategy, cost leadership strategy, financial performance, and non-financial performance according to preference. Third, management strategies affecting financial performance were found to be analyzers strategy, differentiation strategy, prospectors strategy, and cost leadership strategy. Fourth, management strategies affecting non-financial performance were found to be differentiation strategy, defenders strategy, analysis strategy, offensive strategy, cost leadership strategy, and focus strategy. Fifth, organizational culture affecting financial performance was found to be task oriented. Sixth, organizational culture affecting non-financial performance was found to be innovation oriented and relationship oriented. Through these studies, it is expected that the economy will be revitalized in the domestic market and a growth ecosystem that can take a new leap forward is created in the global market.