• 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.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.6
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• pp.199-212
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• 2014

Recently, there are increasing to the interest in the organizational innovation DNA as the innovation origin and these interest mainly were approached through the case analysis of global innovative companies. The purpose of study is to investigate the applicability under the CEO of SMEs settings as global companies' cases. The research focused on the impact of innovator's DNA on innovative strategy by the empirical study that analyzed from 110 firm's data in Daegu and Gyeongbuk region. The results of empirical study, innovator's DNA has positive effects on the overall innovative strategy, especially the effects of discovery DNA are stronger than operational DNA. Included to the discovery DNA effects, operational DNA bring about negative on the product differentiation, though it has positive on the market differentiation. In terms of components of innovator's DNA, the questioning and association have strong impacts on the overall innovative strategy, and analyzing has positive on market differentiation, but specific task implementation has negative on the product differentiation. The results suggest that the logic of global innovation case is possible to the SME's CEO and need to learning efforts to promote discovery DNA for successful innovation.

• KOREAN POULTRY JOURNAL
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• v.37 no.6 s.428
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• pp.86-87
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• 2005

우리나라의 닭고기는 유통주체 회사의 주도에 의한 통합생산이 일반적이며 일부 농가에서 토종닭을 이용한 자체 브랜드(PB)가 개발되어 있으나 그 수는 적다고 할 수 있다. 정예 농업인 육성과 지역 단위 농축산물의 차별화 전략, 유통회사의 브랜드 개발로 많은 닭고기 브랜드가 있으나 사료에 의한 방법으로 한약재 활용, 지방산 이용이 주류를 차지하고 있다. 앞으로 농가 및 생산자 중심의 브랜드 닭고기 개발에 있어 맛 성분에 의한 차별화에 도움이 될 수 있는 내용을 소개하고자 한다.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.6
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• pp.4308-4321
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• 2015

Designing a complex begins with plans to differentiate the archetypical place in accordance with environmental characteristics of the area where target programs and districts are to be located, with which the space reformed with the change and development of the era is established and shaped. In particular, in the area such as our domestic land, some 70% of which is inclined has adopted the design concept that uses slopes with the stream of times and has sought design strategies that consistently interpret and approach slopes. Taegwondo Park, the target of this study, has collected six draft design plans during the design stage with different values and thus strategies of utilizing topographies and spaces differentiated accordingly. Particularly, approaching strategies in accordance with geographical features by designer, the relationship between architecture and external space to be implemented according to the rank, philosophical understanding of architects and design strategies as the concept of iconizing the area carry significant implications as major design strategies explored by this study, through which I was able to identify the possibility of materializing the design strategy for hill lands.

• International Area Studies Review
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• v.16 no.1
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• pp.327-349
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• 2012

This paper examined the strategic inward foreign direct investment and business performance in free economic zone. attractive of segment and country's competitive advantage were as proxy for the matrix of appropriateness. The marketing differentiation, inducement promotion, incentive, and business support were as proxy for the business performance. Based on the analysis of one hundred twenty cases, the following results were found. First, based on the attractive of segment and country's competitive advantage, the types of four segments was drawn. Second, the segment 4 have a significantly difference on their business performance. Third, strategic foreign direct investment have a significantly high difference on their marketing differentiation but a significantly low difference on their business support. Finally, the business performance, in order of performance, have a significantly difference on their marketing differentiation, inducement promotion, incentive, and business support. Limitation and suggestions for further are also highlighted.

• Asia Marketing Journal
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• v.6 no.3
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• pp.83-98
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• 2004

The objective of HyundaiCard is to study its differentiated marketing strategy based on consumer lifestyle. HyundaiCard M as late follower in card market must do creative strategy to catch-up pioneer and early follower. But existing HyundaiCard M has a few problems that are its weak service package, marketing communication, less efficient channel, and low brand awareness. To cover these strategic problems this company formulated "M" remarketing strategy and implemented these tactics: segmenting customer based on lifestyle and doing alphabet marketing. Alphabet marketing means differentiated marketing named S, T, U, A, K based on consumer lifestyle.

• Electronics and Telecommunications Trends
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• v.11 no.1 s.39
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• pp.133-145
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• 1996

본 고에서는 국내외적인 환경변화에 중점을 두고, 이러한 환경변화에 대응해나가기 위한 새로운 정보통신 연구개발정책방향 및 추진전략방향을 제시하였다. 추진전략을 위한 기본방향으로는 서비스, 기기, 부품, S/W의 유기적.종합적 기술개발을 추구하는 통합전략, 기술발전단계에 따른 차별적 정책의 추진과 관련된 차별화전략, 연구개발의 국제화와 관련된 국제화전략, 기술분야, 기술성격, 기술수준별 우선순위 설정을 통한 집중육성과 관련된 특화전략, 각 연구주체별 역할 정립을 통한 역할분화전략을 제시하였다.

• Journal of the Korean BIBLIA Society for library and Information Science
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• v.31 no.1
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• pp.257-284
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• 2020

The purpose of this study is to derive differentiation strategy through strategy competition analysis on public libraries in order to enhance the competitiveness and efficiency of libraries. To that end, this study conducted a status analysis, management resources analysis, external and internal environment analysis on four public libraries located in Jung-gu, Incheon to identify the situation of strategy competition, and conducted a competitor analysis, customer segment analysis, and customer value analysis of four public libraries through various library related statistical data, national library operation evaluation data, library user satisfaction surveys, and interview with chief librarian and senior librarians. As the result, this study suggests three differentiation strategies by library. First of all, the four public libraries need to provide customized services targeting different target users within the region. Secondly, public libraries need to develop active library services that directly visit passive users, who are information have-nots, considering geographical accessibility and the composition of the population in the region. Last, public libraries should form a cultural community that cooperate with the local community and develop various programs that reflect the identity of the region.

• Journal of Digital Convergence
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• v.19 no.6
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• pp.163-174
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• 2021

This paper investigated the role of CEO leadership in the relationship between Korean small firm's competitive strategy and performance. This study conducted an empirical analysis by collecting data through a questionnaire survey targeting small firms in Korea. The main findings of this study are as follows. First, it was found that the competitive strategies of small firms all had a positive effect on the performance, and it was found that a strategic consistency rather than the type of strategy was positive for firm performance. Second, it was found that the type of leadership of the CEO should also be changed according to the type of strategy. Specifically, it was found that transformational leadership was more appropriate for differentiation strategies, and transactional leadership was more appropriate for cost advantage strategies. This study clarified that the pursuit of a strategic consistency is more important than the type of strategy in the competitive strategy, and that the CEO needs to pursue an appropriate leadership style according to the competitive strategy.

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