• Management & Information Systems Review
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• v.33 no.1
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• pp.157-172
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• 2014

This study examines the relationships between TMT's characteristics - international education background ratio, international job experience ratio, international related professionals ratio- and the degree of firm's internationalization. It also examines the moderating effect of independent board on those relationships. The results of multiple regression analysis show that the ratio of TMT's foreign job experience is positively related to firm's internationalization. On the other hand, both international education background ratio and international related professionals ratio do not significantly related to firm's internationalization. Regarding the moderating effects. independent boards weaken the positive relationship between TMT's foreign education background ratio and firm's internationalization. Whereas they strengthen the positive relationship between TMT's international education background ratio and firm's internationalization. The findings of this study imply that Chinese firms should consider the interaction effects between the TMT and board on their decisions of internationalization.

• Korean Management Science Review
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• v.17 no.1
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• pp.1-15
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• 2000

This study examined the role effect provided by top management and team operations in applying the inner capabilities of R&D manufacturing and marketing to the performances of new product development. In examining the relationships of the factors in the study direct and indirect effects were determined in the structural model. Implications for new product development were made in the conclusive section.

• Journal of the Korean Operations Research and Management Science Society
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• v.17 no.1
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• pp.1-1
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• 1992

This study examined the role effect provided by top management and team operations in applying the inner capabilities of R&D manufacturing and marketing to the performances of new product development. In examining the relationships of the factors in the study direct and indirect effects were determined in the structural model. Implications for new product development were made in the conclusive section.

• Defense and Technology
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• no.9 s.259
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• pp.38-47
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• 2000

정부와 방산업체의 관계에서 원가계산과 계약제도가 중요한 문제이듯이 방산업체 내부에서는 원가관리가 경쟁우위 확보를 위한 중요한 요소이다. 방산업체의 원가관리상의 문제점으로는 원가관리에 대한 정부의 동기부여 미흡, 체계적인 원가관리 체제의 부족, 원가회계시스템의 결여 등을 들 수 있다. 원가관리를 통한 경쟁우위를 확보하기 위한 방안으로는 사전적 원가관리 기법의 채택, 전문적인 원가관리팀 확보, 전사적 원가관리 전개, 최고경영자(CEO)의 전폭적인 지원, 조직구성원에 지속적인 동기부여 등을 들 수 있다.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.6
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• pp.117-128
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• 2014

This is the case study of SATREC INITIATIVE company which is the unique domestic production of commercial satellites. We examined the path and pattern for accumulation of technological capability and technology learning process. This case study show that the process of technological innovation and their influencing factors. First, the technological learning of the satellite industry follows the stage of technological acquisition, absorption, improvement and is embodied by the technological capability. Second, accumulated technological capability of the satellite industry influences the technology innovation. Third, the top management team(TMT) affects the technological learning and technological capability. Fourth, TMT has a moderating role between the technological capability and the performance of technological innovation. Finally, technological innovations in the small and venture business would be the source of technological capability and technological learning. The implications of this study are as follows. TMT has the very important role for the technological innovation and affect the technology development and the production. Also technology-based companies must gain a competitiveness advantage through technological learning and technological innovations for sustainable growth.

• Health Policy and Management
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• v.20 no.1
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• pp.137-154
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• 2010

This study empirically analyzed the effects of the Top Management Team (TMT) on organizational performance. We verified whether the age heterogeneity, job heterogeneity (core career, core function and major), and process (communication and integration) of the TMT affect organizational performance (management performance and healthcare service quality evaluation level). We collected data about 473 members of the 2006 TMT in 81 medical institutions. We also utilized statistics of organizational performance from the Ministry for Health, Welfare and Family Affairs and the Korean Institute of Hospital Management. Results of the study showed that the age heterogeneity of TMT exerted a negative effect on the healthcare service quality evaluation level, while the process exerted a positive effect. However, the age heterogeneity, job heterogeneity, and process had no influence on management performance. We discussed the implications of such outcome of the investigation in comparison with the former studies on TMT and organizational performance, and presented its restrictions and future plans.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.373-378
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• 2001

In order to analyze the problems and improvement methods in the quality management of domestic apartment construction projects, this study derived the four barrier factors through relevant literature survey and interviews with construction practitioners. Among these four factors, which are 1) policies and regulations, 2) technologies, 3) human and organization, and 4) other miscellaneous aspects, the human and organization factor is the main focus of this survey and it was decomposed into perception, management system, education, and system on quality management according to the Taguchi's S/N theory to survey existing problems and suggest improvement methods for them. The survey on the quality perception showed that all the members need to cooperate actively, and CEO and chief construction managers should recognize the quality as the highest priority and act by themselves accordingly. The survey on the quality management showed that they need to reform their business process to reduce redundant tasks and miscommunications among participants. Quality education should be provided in a way that people at different management level can be educated differently with close relation to their practices. Quality systems should help corrective actions against quality problems at construction fields. Also with clear quality management implantation polices and objectives, the quality system should be established in order to support better communication among project stakeholders.

• Proceedings of the CALSEC Conference
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• 1998.10a
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• pp.27-43
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• 1998

Recently, most corporations in Korea need to construct new management system for overcoming economic crisis. Firstly, this paper suggests “Value Creation system”. Secondly, this paper suggests CALS as strategic substitute to achieve market efficiency, capital efficiency, personal efficiency, and operation efficiency, which are four critical factors of “Value Creation system”. Korean corporations should build new business model founded on cooperation by completing CALS system and reconstruct competitive management system by using knowledge and know-how accumulated in that process. Because most corporations keep exclusive corporate culture and little experience of cooperative relationship among businesses, strategic approaches are essential for construction of CALS. These are vertical integration, organization of CALS construction teams, concurrent development of product/process, CEO's iron will, Precise vision and strategies, and education/training of participant.

• Archives of design research
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• v.18 no.4 s.62
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• pp.95-104
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• 2005

The purpose of this study is to estimate the determinants of product design and analyze the impacts of product design on quality competitiveness, product reliability, and consumer satisfaction in an attempt to provide a foundation for the theory of design management. For this empirical analysis, this study has derived the relevant measurement variables from a survey on 400 Korean manufacturing firms during the period of $August{\sim}October$ 2003. The empirical findings are summarized as follows: First, the determinants of product design are very significantly (at p<0.001) estimated to be the R&D capability, the level of R&D expenditure, the level of innovative activities(5S, TQM, 6Sigma, QC, etc.). This empirical result can support Pawar and Driva(1999)'s two principles by which the performance of product design and product development can be simultaneously evaluated in the context of CE(concurrent engineering) of NPD(newly product development) activities. Second, the hypothesis on the causality: product design${\rightarrow}$quality competitiveness${\rightarrow}$customer satisfaction${\rightarrow}$customer loyalty is very significantly (at p<0.001) accepted. This implies that product design positively affects consumer satisfaction, not directly but indirectly, by influencing quality competitiveness. This empirical result of this study can also support the studies of for example Flynn et al.(1994), Ahire et at.(1996), Afire and Dreyfus(2000) which conclude that design management is a significant determinant of product quality. The aforementioned empirical results are important in the following sense: the empirical result that quality competitiveness plays a bridging role between product design and consumer satisfaction can reconcile the traditional debate between QFD(quality function development) approach asserted by product developers and conjoint analysis maintained by marketers. The first empirical result is related to QFD approach whereas the second empirical result is related to conjoint analysis. At the same time, the empirical results of this study can support the rationale of design integration(DI) of Ettlie(1997), i.e., the coordination of the timing and substance of product development activities performed by the various disciplines and organizational functions of a product's life cycle. Finally, the policy implication (at the corporate level) from the empirical results is that successful design management(DM) requires not only the support of top management but also the removal of communication barriers, (i.e. the adoption of cross-functional teams) so that concurrent engineering(CE), the simultaneous development of product and process designs can assure product development speed, design quality, and market success.