• Journal of Internet of Things and Convergence
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• v.9 no.6
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• pp.83-92
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• 2023

The purpose of this study is to provide a rational management strategy to improve the management performance of companies through intellectual property activities. Through this study, we aim to explore countermeasures to strengthen competitiveness in a changing global environment. A survey of 200 companies was conducted from September 1 to October 30, 2023. Statistical analysis was conducted using frequency analysis, exploratory factor analysis, reliability analysis, correlation analysis, multiple regression analysis, and difference analysis. The conclusions are as follows. First, the impact of intellectual property activities on management performance was found to be creation and utilization. Second, the impact of management strategies on management performance was found to be differentiation strategy, cost advantage strategy, and concentration strategy. Third, cost advantage strategy has a partial mediation effect on the relationship between creation activities and managerial performance of intellectual property activities. Fourth, the differentiation strategy has a partial mediating effect on the relationship between the creation of intellectual property activities and managerial performance. In addition, differentiation strategy has a full mediating effect on the relationship between the utilization of intellectual property activities and performance. Fifth, concentration strategy has a partial mediating effect on the relationship between intellectual property activity utilization and management performance. Sixth, there is a difference between creation activities, protection activities, utilization activities, cost advantage strategy, differentiation strategy, financial performance, and non-financial performance based on venture certification status. As the importance of intellectual property is increasing in the era of technological hegemony, IoT companies will need to improve their management performance through venture certification and strategies utilizing intellectual property in order to secure future competitiveness. Based on this study, we hope that IoT companies will maximize their performance by implementing efficient strategies that consider IP activities.

• Proceedings of the Korea Database Society Conference
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• 2001.11a
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• pp.453-472
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• 2001

최근 들어 CRM이 확산됨에 따라 고객과의 접점에서 업무를 담당하는 콜센터의 중요성이 커지고 있으며, 정보기술이 발전함에 따라 콜센터 본연의 업무를 넘어서 콜센터에 새로운 역할이 부가되고 있다. 지금까지 콜센터에는 기계와의 커뮤니케이션에서 발생하는 거부감, 과다한 대기시간, 새로운 통신수단들로 인한 콜센터의 기능약화, 적절한 정보의 적시 사용의 어려움, 기술투자 선행작업의 미약 등의 문제점이 지적되었다. 하지만 무엇보다도 가장 큰 문제점은 명확하게 수립된 경영전략과 운영전략이 없었다는 것이다. 이에, 고객, 서비스 전략, 인적 자원, 프로세스, 정보기술 등 다섯 가지 영역으로 나누어 다른 기업과의 차별화를 달성할 수 있는 콜센터의 경영전략을 수립해야 한다. 고객의 측면에서는 만족되지 않고 있던 고객욕구를 경쟁기업보다 앞서 제공해야 하고, 서비스 전략 측면에서는 고객과의 거래비용을 줄여줄 수 있는 전략이 필요하다. 인적자원 측면에서는 보다 전문적인 서비스를 제공할 수 있는 능력을 보유한 종업원을 콜센터에 배치해야 하며, 프로세스 측면에서는 콜센터를 통해 업무창구를 일원화하는 방향으로 업무 프로세스를 리엔지니어링 해야 한다. 끝으로 정보기술 측면에서는 인터넷과 콜센터를 통합할 수 있는 방안을 모색해야 한다. 그리고 이상과 같은 경영전략 하에 구축된 콜센터의 성과를 극대화하기 위해서 필요한 8가지 운영전략을 도출하였다.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2006.05a
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• pp.359-364
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• 2006

기업의 기술혁신체제는 크게 기술전략의 수립 및 실행과정과 연구개발시스템의 설계 및 관리 과정으로 나눌 수 있다. 이러한 과정을 통해 기업이 기술 혁신체제를 확보한다는 것은 곧 변화하는 시장에서 지속적인 경쟁우위를 확보할 수 있는 가장 중요한 요인으로 작용하게 된다. 본 논문은 국내 정보통신업체의 기술혁신체제실태 조사결과를 이용하여, 경영전략과 기술전략과의 연계체제에 관한 실증분석을 실시하였다.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.6
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• pp.29-43
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• 2019

This paper empirically analyzed the relationship between the characteristics of venture business founders and management performance, setting the management strategy as a parameter to provide a suggestion for the survival and development of venture companies that play an important role in the national economy and job creation. Previous studies in Korea have analyzed the relationship between the characteristics of business founders, management strategies and management performance in a single dimension. This paper, however, explained the business performance of a company from a multi-dimensional perspective while setting the characteristics of business founders as independent variables and setting the business strategy of the enterprise as a parameter. The first result of the analysis shows that the characteristics of venture business founders have a positive effect on business performance. In particular, among the characteristics of venture business founders, a progressive spirit has had the greatest impact on business performance. On the other hand, the influence of risk sensitivity was very weak. Second, the characteristics of venture business founders were found to have a positive effect on business strategy. In particular, innovation was an important variable that affected the technological innovation differentiation strategy, and a progressive spirit was the most influential factor in the marketing differentiation strategy. Third, management strategies of venture firms were found to have a positive effect on business performance. In particular, the technology innovation differentiation strategy has a greater impact on business performance than the marketing differentiation strategy. Fourth, it was revealed that management strategy partially has a mediated effect on the relationship between the characteristics of venture business founders and management performance. In other words, it was found that the characteristics of the founders have a direct impact on business performance but if it is linked to management strategy it has an indirect effect on business performance. The results of this study show that business performance improves when venture business founders' personal characteristics and the firms' management strategy are combined.

• Journal of Digital Convergence
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• v.18 no.5
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• pp.145-155
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• 2020

The purpose of this study investigates the relationship between business strategy and cost behavior according to the corporate life cycle. To do so, I first examine the relationship between cost behavior and business strategy. And then, I analyze the effect of the business strategy on cost behavior conditional upon corporate life cycle based on listed Korean firms from 2000 to 2019. Specifically, the business strategy index is calculated by using the six continuous financial factors and the Prospector and Defender was defined on the score. Also, the corporate life cycle is distinguished based on the cash flow pattern. I find the evidence that the Prospector firms are likely to strengthen the asymmetry of cost behavior (cost stickiness), and examined that such a relationship was most strongly represented in the Introduction. This study is meaningful in that this is a more comprehensive analysis by examining business strategy and cost strategy according to the corporate life cycle and expand the application of financial information by using financial indicators to distinguish business strategies.

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

• Journal of the Korea Safety Management & Science
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• v.13 no.1
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• pp.143-150
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• 2011

과거의 기업은 단순 생산과 관리만으로 기업을 유지시켜 왔다. 그러나 오늘날 제품 소비자들은 다양하고 복잡한 요구를 하고 있고 기업은 소비자들의 욕구를 충족시키지 못하면 존속할 수가 없다. 따라서 기업은 다양한 소비자의 요구에 대한 사회적, 경제적 환경변화에 대응 할 수 있는 최적의 기본 방침을 수립하고 그것을 실천하는 경영전략 수립이 필요하다. 경영전략 수립은 기업경영성과에 영향을 주는 가장 중요한 요인이라 할 수 있는데, 경영전략 수립과 기업경영성과라는 두 요인 사이에는 또 다른 복잡한 관리체계가 작용한다. 즉 생산시스템과 전사적 품질경영활동, 구성원들에 대한 보상, 그리고 조직구성원간의 관계 등이 영향을 미치는 것이다. 본 연구는 기업의 경영전략과 관리체계인 생산시스템, TQM 활동과 종업원에 대한 보상이 경영성과에 어떠한 영향이 있는지를 파악하고 이것을 기반으로 실증적 자료를 수집하여 분석 검증함으로써 기업발전의 토대로 삼고자 한다. 자료 분석을 위하여 SPSS 통계 패키지를 이용하였고, 각 연구 가설과 연구 모형은 구조방정식을 이용하여 검증하였다.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.2
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• pp.35-43
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• 2014

Strategic link, to develop the business strategy and to build the infrastructure of the organization, is an important challenge to management activities of the company, it is a major study of management academia. Effective strategy and information systems influence the success of the organization. Strategic alignment model for analyzing linkage was introduced in this study. Strategic alignment model, is composed of business strategy, organization infrastructure, information technology strategy, and information technology infrastructure. We have studied that this models appear in some form in the field of actual companies. Our research subject is a agricultural venture in Chungnam province.

• Journal of Digital Convergence
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• v.12 no.5
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• pp.101-113
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• 2014

The purpose of this study is to whether management strategy types are archived improving the business performance and strategic performance management system makes a significant influence on the business performance. Another objective is to identify whether the interaction between management strategy types and strategic performance management system makes a significant influence on the business performance. The results of this study indicate that diversity performance measures(strategy types) are effect partially presented on the firm's performances. And, firms which have the higher using diversity performance measures(strategy types) are achieve the higher firm's performances than lower using firm's(strategy types). And, the interaction of Management strategy types and diversity performance measures are effect partially presented on the firm's performances.

• Journal of Industrial Convergence
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• v.20 no.11
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• pp.105-112
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• 2022

The purpose of this study is to examine the moderating effect of the reporting earnings strategy on the relationship between managerial ability and manager performance-reward sensitivity. Both upward and downward adjustments can occur in the direction of management performance adjustment according to the manager's reporting earnings strategy. was found to decrease performance-based performance-reward sensitivity. The underreporting strategy is hypothesized that, although additional compensation is paid for the performance of the reporting strategy according to the manager's ability, the level of compensation increases, but this type of compensation will decrease the performance-reward sensitivity because this type of compensation is irrelevant to the actual performance of the manager. This is the result of indirectly confirming that discriminatory compensation is provided for upward and downward adjustment of business performance according to the reporting earnings strategy.