• Journal of Agricultural Extension & Community Development
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• v.21 no.4
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• pp.1149-1189
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• 2014

Nowadays, many farmers use online management diagnosis tool developed by Rural development agency(RDA) for the purpose of self-diagnosis of their farm management. Database(DB) was created using the diagnosis results and has been used for agri-firm management consulting. However, the amount of diagnosis data in the DB has been decreasing year by year. This means that the diagnosis tool of RDA did not reach farmers' expectation. Therefore it is necessary to develop a practical consulting tool which is applicable for various types of agri-firm management. This study introduces a management diagnosis tool and consulting method based on multi-contingency organization theory and value chain model for the purpose of improving existing tools and methods. The consulting method based on multi-contingency organization theory shows the core strategy of agri-firms by two different ways such as "efficiency-oriented" direction and "effectiveness-orientated" direction. Also, this method emphasizes that the performance of firm can be achieved when subelements of firm activities follow the same direction with the orientation of core strategy. The important thing is the right firm management activity fitted to its strategic direction. Through this action, limited firm resources can be optimized. In order to make itself understand, this study shows a practical example applied by this method from actual agri-firms.

• Journal of the Economic Geographical Society of Korea
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• v.18 no.2
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• pp.206-223
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• 2015

Korea government has established 67 agri-food clusters for 10 years. In recent years, the criticism of this policy has significantly increased due to trials and errors. The purpose of this study is to suggest some policy implications for the focal firm and governance mechanism through the case study of Muan Loess Sweet Potato Cluster. The concept of netchain was used as an analysis framework. Muan Loess Sweet Potato Cluster doesn't operate an integrated production organization and focal firm doesn't exercise its influence as well. The cluster agency, focal firm of Cluster, is important for a Agri-food Cluster to grow continuously. it must have a great influence on organizing networks and an enough capacity for forming coordination mechanism. Also, Local governments must actively be involved in the network formation and coordination and inform the vision and plan for development.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.12
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• pp.223-231
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• 2020

This research aims to examine (1) the effect of carbon emission disclosure on firm value, (2) the effect of good corporate governance on firm value, (3) the mediating role of financial performance between carbon emission disclosure and firm value, and (4) the mediating role of financial performance between good corporate governance and firm value. The research sample includes 43 mining, agro, and manufacturing firms listed in the Indonesian Stock Exchange over the 2015-2017 period. Carbon emission disclosure is measured by an indicator of the Global Reporting Initiative Series of Environmental Aspect. Good corporate governance is measured by the corporate governance score of shareholder rights, boards of directors, outside directors, audit committee and internal auditor, and disclosure to investors. Financial performance is measured by return on assets, while firm value is measured by Tobin's Q. Data analysis uses the structural equation modeling. The result shows carbon emission disclosure and good corporate governance have no direct effect on firm value. On the other hand, financial performance mediates the effect of carbon emission disclosure and good corporate governance on firm value. It shows that higher carbon emission disclosure and good corporate governance are meaningless for the investor if they do not give any financial performance improvement.

• International Commerce and Information Review
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• v.13 no.3
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• pp.249-274
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• 2011

This paper examines agri-food export competitiveness among 4 countries(Korea, USA, Japan, China) based on Porter's Diamond model approach. Korea agri-food competitiveness index is much less than those of other countries. Korea is the lowest ranked among the 4 countries in terms of three determinants(except 1 factor, related and supporting industries) of Porter's Diamond Model: Factor condition, demand condition, firm strategy, structure and rivalry. Korea is assumed to have weak point in the factor condition, demand condition because of low capital and land as well as insufficient investment on the agri-food sector. on the other hand, it seems to have strong factor in consumer condition(demand condition). This paper suggest the following strategies to reinforced the agri-food export sector in Korea. 1) an incentive system for seed development and capital investment, 2) a cluster strategy between agriculture and related industry.

• Korean Journal of Organic Agriculture
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• v.14 no.2
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• pp.159-177
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• 2006

Governance systems are basically an autonomous cooperation type among the government, civil society and market, also a new paradigm for efficient and democratic administration of policies. The governance mainly consists of the central operating body, institutions, operating principles and so on. The constituents are the nation(government), civil society(NGO) and market(firm). Institutional conditions are a legitimate base, financial stability and independency. And as a operating principle, governance systems have common goals and issues from a national and social point of view. This governance has been recently emerged due to financial risk of government, diffusion of new liberalism going with the globalization, localization-decentralization, and development of civil society and information-oriented society. We have to grope fur the framework of participatory agri- policy confronting globalization and localization as well as developing our agriculture and rural village. This agri-policy governance should be theoretically focused on policy network or self-organizing network or multi-lateral governance (MLG) based on NPM. Also, it is proper to have connection of nation-central type and civil society-central type. And it is necessary to have a MLG type with local governance corresponding to localization and decentralization. Governance should have the type whose participants have authority and responsibility as well. Basic directions of environmentally friendly agri-policy governance are as follows : first, its purposes are constructing the democratic and efficient framework of participatory environmentally friendly agri-policy based on consensus of all the related groups, embodying environmentally friendly agri-policy adjusted to local field, raising farmer's real interest, and improving their position. Second, its form should have a council or an agreement system, not an advisory or a consultation organ. Thus, public sector(eg. government) and voluntary sector(eg. farmers' organization) jointly execute agricultural policy and are responsible together. Environmentally friendly agri-policy governance is mainly made up of farmers' organization, cooperative and civil society(NGO). And secondary bodies are agribusinesses and academic groups. Government interacts with the main bodies on administrative execution. And environmentally friendly agri-policy governance has MLG type with a central unit, province and county units. Environmentally friendly agri-policy governance has several main functions such as agri-policy partnership, speaking for farmer's rights and interests, investigation and research on domestic and foreign agricultural streams, and etc. Especially, local unit will play roles in activation for regional agriculture, consulting on technique and management, education and training services, services entrusted by government, and so on.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.12
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• pp.345-352
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• 2021

Guided by a resource-based theory, this study is the first one that takes a quantitative approach to identify determinants of competitiveness of women-owned small and medium enterprises (SMEs) in Vietnam. The study employs time series data of Vietnamese SMEs extracted from the Vietnam Small and Medium Enterprises Survey conducted biennially from 2005 to 2015 in ten Vietnamese provinces. Firm competitiveness hereby is indicated by revenue, market share, profitability, and export volume. The research reveals a number of determining factors, of all, research and development, labor skills, business environment, technology investment are the most important factors, followed by capital and headcount. It is indicated that the determining factors have different influences on competitiveness obtained by different measurements. Therefore, it is based on specific targets and situations to make wise business decisions. The authors also make comparisons among groups of women-owned enterprises divided by their firm age, location, ownership, export, age, and educational background of business owners. The findings serve as critical empirical evidence and provide policy recommendations for improving the competitiveness of women-owned SMEs in Vietnam. The recommendations range from technology support, education and professional support for female entrepreneurs, access to capital and human resources to business environment improvement.

• Journal of Agricultural Extension & Community Development
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• v.2 no.2
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• pp.205-227
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• 1995

The objectives of this study were to 1) classify the cooperative farmers' organizations in Korea according to the development level and institutional aspects through the exploration of its' conceptual and institutional basis, 2) analyze the farmers' needs for organization, 3) identify the problems and situation of organizations, and 4) formulate an effective management model for each cooperative farmers' organization. The study was carried out through a review of literature and using available statistical data collected from various sources and empirical survey. Major findings of the study were: 1) the cooperative farmers' organizations could be classified into four types : crop units, farming cooperative corporation, trust farming companies and joint-stock agri-business. 2) a lot of members of the organization feel that the information is insufficient, the opportunity to suggest their own ideas is hardly given, and the members are not satisfied with the cooperation among the members, 3) the members who have higher level of schooling education showed a higher participation level in the organization, 4) most of members did not recognize the organization they participated in, 5) participation of the organization's members and concerned institutions is an important factor to promote problem solving and better communication within the organization, 6) any type of continuing education for the members is needed to facilitate the transfer of a new agricultural and organizational technology, 7) research and development(R & D) is one of the most important factors of the development of organizations, 8) most organizations are deficient in professional management skills(financial, personal, accounts, etc.), 9) the trust farming companies have difficulties in managing the firm on account of the characteristics of agriculture(especially seasonal), the dispersed trust lands, and the need for more alternative work in the winter season, and 10) in the case of agri-businesses, their organizations are more specialized in marketing and have more structured systems of management. Based on the results of the study the following recommendations were made for further improvement and development of agricultural cooperative organizations : (1) More governmental support should be given to education for improvement of the organizational structure. And more deliberate and differentiated governmental support should be provided for the organizations to be viably managed. (2) For more efficient communication between the members and the organization, more opportunities for discussion are needed. (3) The more research should be committed to this kind of work in order to get more analytic data and strategic plans of cooperative organizations.