• Journal of the Korea Academia-Industrial cooperation Society
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• v.12 no.11
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• pp.4835-4843
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• 2011

Europe outlined its technological development strategy in the "EU 2020 Strategy". The goal is to lift the EU's technological level above that of the United States or Japan. In particular the EU 2020 Strategy aims to make the EU the world's leading knowledge society. The research purpose of that article is to focus on international technological cooperation. Chapter two examines the EU's international technological cooperation approach. Chapter three analyses the EU 2020 Strategy in terms of development, background and content. Chapter four looks at the involved countries for technological cooperations and scrutinises possible policy alternatives. In chapter five is given a conclusion.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.13 no.12
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• pp.5745-5751
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• 2012

The value chain of a country is achieved in cooperation with other countries. Accordingly, the international technical cooperation in the field of R&D is known to be one of the innovation strategies. But the efforts on research in the international technological cooperation is lacking in Korea. Europe expects technological progress in the industrial area in order to create employment in the near future but Science and Technology Research should also create this endeavor for the future. EU recognizes that the current trend of scientific and technological research will have a negative impact on future job creations in Europe. Therefore EU has developed the 2020 strategy. The purpose of this paper is to seek the technological cooperation policy especially on the basis of the EU's 2020 strategy. In accordance with the results of this paper, our government will pursue future EU FP 8 policy to be developed on the basis of EU's 2020 strategy.

• International Journal of Advanced Culture Technology
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• v.8 no.1
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• pp.26-37
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• 2020

The purpose of this study is to verify the relationship between the entrepreneurship and management strategy perceived by the members of SMEs and their organizational performance. First, as a result of the hypothesis that the entrepreneurship of one hypothesis had a significant influence on organizational performance, risk sensibility, progressiveness, and innovation, which are entrepreneurship, had a positive influence on both financial and non-financial performance. Second, as a result of verifying the influence relationship of the hypothesis two entrepreneurship on the management strategy, risk sensibility, progressiveness, and innovation, which are entrepreneurship, were statistically significant for the management strategy, cost advantage strategy, differentiation strategy, and centralization strategy. Therefore, in order to practice management strategy based on entrepreneurship, it was analyzed to influence mutual cohesion. Third, the management strategy showed a positive influence on organizational performance. In particular, only the centralization strategy, a type of SMEs' management strategy, confirmed the positive impact on the financial and non-financial performance. Therefore, the importance of entrepreneurship and management strategy has been emphasized in order for SMEs to create organizational performance through the advancement of sustainability management system.

• International journal of advanced smart convergence
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• v.9 no.1
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• pp.121-131
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• 2020

We study empirically analyzes the relationship between the leadership styles and management strategies of executives perceived by members of small and medium venture companies through organizational performance through SPSS 24.0. The empirical results are as follows. First, the hypothesis that the strategic leadership of the one-level management team had a significant influence on the management strategy showed that strategic leadership (strategic direction, strategic control, maintaining effective organizational culture, ethical management, human resource development, competency development) The relationship between positive cost, strategy of differentiation, and strategy of concentration was positive. Second, the hypothesis 2 management strategy (cost advantage strategy, differentiation strategy, centralization strategy) was statistically significant for both organizational performance (financial performance and non-financial performance). Therefore, management strategy implemented by management acts as a factor to improve organizational performance. Therefore, the execution ability of management strategy should be strengthened. Third, hypothesis 3 (Strategic Direction, Strategic Control, Maintaining Effective Organizational Culture, Ethical Management, Human Resource Development, Competency Development) could be identified as an important role factor for financial and non-financial performance. The organizational performance of SMEs has been a key factor in the strategic leadership and management strategy implemented by management. Therefore, the establishment and implementation of various practical measures to upgrade this were continuously required.

• Journal of Sensor Science and Technology
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• v.29 no.3
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• pp.141-148
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• 2020

To find food, homes, and mates, some animals have adapted special sensing capabilities. Rather than using a passive method, they discharge a signal and then extract the necessary information from the response. More importantly, they use the slope of the detected signal to find the destination of an object. In this paper, similar strategy is mathematically formulated. A perturbation and correlation-based gradient estimation method is developed and used as a sensing strategy. This method allows us to adaptively sense an object in a given environment effectively. The proposed strategy is based on the use of gradient values; rather than instantaneous measurements. Considering the gradient value, the sampling frequency is planned adaptively, i.e., sparse sampling is performed in slowly varying regions, while dense sampling is conducted in rapidly changing regions. Using a temperature sensor, the proposed strategy is verified and its effectiveness is demonstrated.

• KSII Transactions on Internet and Information Systems (TIIS)
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• v.14 no.10
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• pp.4025-4041
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• 2020

Mobile edge computing (MEC) is capable of providing services to smart devices nearby through radio access networks and thus improving service experience of users. In this paper, an offloading strategy for the joint optimization of computing and communication resources in multi-user and multi-MEC overlapping scene was proposed. In addition, under the condition that wireless transmission resources and MEC computing resources were limited and task completion delay was within the maximum tolerance time, the optimization problem of minimizing energy consumption of all users was created, which was then further divided into two subproblems, i.e. offloading strategy and resource allocation. These two subproblems were then solved by the game theory and Lagrangian function to obtain the optimal task offloading strategy and resource allocation plan, and the Nash equilibrium of user offloading strategy games and convex optimization of resource allocation were proved. The simulation results showed that the proposed algorithm could effectively reduce the energy consumption of users.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.4
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• pp.9-19
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• 2020

The study aims to answer why the previous studies find the positive or insignificant effect of the CEO's abilities on firm performance. Using 34,285 CEO-firm-year panel data from the U.S. publicly traded firms drawn from the BoardEx and EXECUXOMP database during from 1992 to 2014, the results show that the fit of the CEO's generality or specialist ability with firm strategy matters on firm performance and risk. This study computes a discrete STRATEGY composite measure to construct firm strategy types, such as Prospect or Defend and use CEOs' résumés to construct an index of general skills that are transferable across firms and industries. The results find that generalist CEOs are more suitable for prospectors than specialist CEOs. Firm performance is much better when specialist CEOs work for Defenders. Although the firm performance is better too for the generalist CEOs who fit for the Prospect strategy, the firm's risk is up too. The result suggests that firms need to consider their chosen business strategy to recruit and select CEOs Our findings provide direct evidence that the match between CEO's ability and the firm's strategy is crucial to firm performance and risk.

• Journal of the Korean Professional Engineers Association
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• v.33 no.2
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• pp.22-33
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• 2000

The 4th National Comprehensive Planning is a blueprint of national plan to be accomplished by the year 2020. This article indicates grounds of establishing the plan, characteristics and problems of the plan. Following is the principal contents which are treated in the article; 1st, strategy of constructing opened and combined land axis, 2nd, competency intensifying strategy by areas, 3rd, constructing health and pleasant national environment,4th, strategy for organizing express transportation and information network through the whole land, 5か, special features related building basis of cooperation interchange between North and South Korea. In the conclusion, although there were some problems through 3 times national comprehensive planning, this plan should be helpful to develop nation keeping balance for which construction and preservation would be harmonized appropriately.

• The Journal of the Korea Contents Association
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• v.20 no.2
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• pp.288-299
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• 2020

The gender mainstreaming strategy was formulated at the 4th UN World Conference on Women in Beijing in 1995 and quickly spread globally. In the Korean film industry, the gender ratio of the key creative roles - directors, writers, and producers is very unbalanced. The staffs are divided into woman and man departments and there is a gap in wages between woman and man workers. Gender equality in the Korean film industry require the adoption of a gender mainstreaming strategy that involves independent agenda setting and key performance indicators.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.28 no.1
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• pp.90-105
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• 2020

This research investigates the export strategy for pioneering a new market of Advanced Pilot Trainer T-50, a business unit of KAI company, and increasing its market share. The export strategy is proposed based on the Corporate Marketing Model along with the market oriented concept. Specific sales strategies are extracted in consideration of product analysis, market analysis, and integration of product and target market. Therefore, six countries in Africa are selected as the primary target markets on account of their market potentials. In addition, T-50 is repositioned to 'T-50Af' as 'high price competitive and multi-role trainer.' The business implications include the expansion of the market in Africa and the pursuit of the consistent development and growth of T-50.