• Management & Information Systems Review
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• v.3
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• pp.419-438
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• 1999

Following is an idea to utilize the business ethics as one of business administration strategies. Firstly, conversion of perception is needed in the business administration. Neglecting the pursuit of profit, the conventional strategic goal, is not desirable, we need to, however, have a mind that the consumer and environment centered mind is indispensible to the survival and growing of a business ultimately in establishing a strategic goal of diversified environmental changes. Secondly, conversion of the Chief Executive Officer (CEO)'s attitude in business administration is needed. It is necessary for the CEO to have a strong belief that the business ethics is indispensible to the survival and growing of a business by way of fair and logical management. Therefore the business ethics should be improved since the CEO's ethics can be the standard of his business. Thirdly, the business concerned parties should be considered. The realization of business ethics should be done in a certain way so as to protect the benefit of the all concerned parties such as stockholders. employees, consumers, suppliers, competitors, the local community, etc., since a business is an organization that can exists and grows only in the coexistence with its environment and concerned parties. Fourth, the business ethics should be transformed into a business culture through the enlargement of the general principles of and of employees' behavior as a management strategy. Lastly, business ethics should be improved through continuous evaluations to accommodate its environmental change.

• Journal of Service Research and Studies
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• v.10 no.3
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• pp.81-101
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• 2020

Humanity has reached the age of service economy. A new economy requires new management. The chief executive of new management is the CEO. The results of management decision-making are reflected in the company's performance, and are the basis for future growth engines. This study empirically analyzed the effect of CEO competence, corporate orientation, and management performance of small and medium-sized mid-sized business managers on each other. In the study, a hypothesis was established between eight variables. In addition, the relationship between corporate orientation and CEO competency, which has not been studied, was also identified. Set personal effectiveness, willingness to innovate, opportunity recognition, information perception, relationship formation, business management, leadership, organizational culture, and human resource management as measures of CEO competency. After defining the operation in accordance with this study, the analysis was conducted. As a result of the analysis, corporate orientation did not produce a meaningful result in management performance. And CEO competency showed a positive (+) effect on management performance. It can be judged that the CEO variable, a management variable, had a positive effect on management performance. Also, there was a significant result in the relationship between corporate orientation and CEO competency. Innovativeness, initiative, and risk-taking have positive implications for CEO competency. Lastly, corporate orientation showed statistically significant results on management performance through the mediation of CEO competency. It is worth noting the results of this study in that the time of the study was the timing of the global pandemic (fendermic) of the COVID19 virus. In the future, in-depth research is needed on the relationship between CEO-related factors and management performance in a more changed economic environment.

• The Journal of Korean Institute for Practical Engineering Education
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• v.4 no.1
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• pp.146-155
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• 2012

This research was conducted as a part of research project entitled 'A Fact-finding Survey of Management of Vocational Training Institutes and the Development of Training Program Model for their CEO'. The purpose of this paper was to investigate developing strategies for vocational training institutes in three sector; public institute, private institute and private academy for life long education and to develop practical and professional programs based on competencies model of CEO. The major subjects of this paper were developing strategies of three type of vocational training institutes, exploration of competencies of CEO, and training program for CEO. Delphi method was applied two times. The panel consists of 30 experts who relate to vacational training. The panel of experts emphasized the different own mission and function among three type of vocational institutes. Public institutes support the government policy and private institutes and academy. Private institutes develop specialized training programs that reflect the regional demand. Private academies focus on short-term service training. To recognize changing vocational training policy, to develop vision of institute, ethical mind and sense of mission and so on are presented as competencies of CEO.

• International Commerce and Information Review
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• v.11 no.3
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• pp.169-189
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• 2009

The China's economy growth by expanded by almost 10 percent in the among ten year ago. Since the Korea and China ware established to 1992, The China has been Korea's most important trading partner. The subject of this study is to review export competitiveness in export entry type in the China's market of Korea company. This article measure the effects on Korea exporter interests of Korea's trade with china. This paper investigates the determinants of export competitiveness in export entry type in the China's market of Korea company. A survey questionnaire was sent to 200 sample in Korea's export company go to on the China market, and 137 usable responses were obtained. The 137 samples are analyzed with export competitiveness. This paper has there main a parts, Multiple regression results show that the export competitiveness are positively affected by the China Information, the China Culture Different, The CEO Mind and the China Trade System. However, The China Market Competitiveness, The China Law. Regime and manager's information do not affect in the export competitiveness.

• The Journal of the Korea Contents Association
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• v.13 no.5
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• pp.170-182
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• 2013

The purpose of this study is to examine the influence of the leadership style of a CEO of a public performing arts theater to the quality management and business performance, with a focus on the differences by the leadership styles. For this purpose, a survey was conducted with the CEO of 165 public performing arts theaters in country, from whom 98 valid replies were collected for analysis and further validation of hypothesis of this study. The validation revealed that, first, the task oriented and change oriented leadership provided positive influences to the quality management activities, while relations oriented leadership failed to do so. Secondly, the quality management activities by the CEOs of the public performing arts theaters had positive correlations with the financial performance and market performance, which are part of the business performance indices of a performance art center. Thirdly, while the task oriented and change oriented leadership styles did have influences over the business performance; it was revealed that the quality management activities wielded only indirect influence toward such elements. The relations oriented leadership style appeared to fail to influence with significance. Such results as above show that only the task oriented and change oriented leadership style of a CEO in a public performing arts theater had positive influences over the business performance, with an implication that the CEOs of such facilities shall keep this in mind and exercise such leadership styles. In addition, another implication of this study was that it is also important to give efforts to the quality management activities, which turned out to influence the business performance significantly. The implication of this study is that the study was conducted with direct participation by the CEOs themselves of public performing arts theaters in country and an examination was made to see the differences by leadership styles.

• Korea Trade Review
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• v.45 no.6
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• pp.55-75
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• 2020

This study examines factors that influence organizational identification of employees who work for foreign multinational corporations in Korea. First, we test whether employee perceptions on leader-member exchange, trust in CEO, and career growth opportunity can influence their organizational identification. second, we also investigate moderation effects of employee perception on subsidiary level factors such as co-operation between the subsidiary and its HQ, firm reputation of the subsidiary, and opportunity to work overseas. 391 survey results from 350 subsidiaries of multinational corporations in Korea has been collected for this study. We found that leader-member exchange, trust in CEO and career growth opportunity had a positive effect on organizational identification of employees who work for foreign subsidiaries of multinational corporations in Korea. We also found partial support for the moderation effects of HQ-subsidiary interrelationship and opportunity to work overseas in the relationship between predictors and organizational identification. With this in mind, I hope this help to reconsider competitiveness of global companies in Korea by increasing organizational identification.

• Journal of the Korea Safety Management & Science
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• v.8 no.1
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• pp.131-144
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• 2006

Quality system management adapted by small and medium enterprises in Kangwon province to enhance the competitiveness was studied. Variance analysis on several questionnaire answers was performed. Motives for acquiring the accreditation, such as product export, adjustment to international trend, enhancement of brand/product recognition, CEO's mind change, and management innovation, have been changed significantly among business types. Mind changes after the accreditations were setting company's first priority on quality, enhanced recognition on compliance of in-house standards and regulations, employee's performance with the recognition of quality. Amongst service problems to maintain the ace reditations were difficulties in maintaining the recognition of the company's finality management, labor increase to maintain the ISO 9000 enforcement team, and financial burden to keep the accreditation. Quality recognition after the accreditations was significantly improved in setting company's first priority on quality, enhanced recognition on compliance of in-house standards and regulations, employee's performance with the recognition of quality.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.3
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• pp.75-88
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• 2014

The purpose of this research is to provide the indication on policy for the SME that are going through the Growing Pains by analyzing the cause of the Growing Pains and the effect that it causes to the company performance. By measured the extent of the growing pains in entrepreneurial companies, 8 of the 20 companies surveyed companies indicate that some very significant problems exist within the organization and the other 12 companies indicate some organizational problems require attention. As a result of correlation between company performance and Growing Pains that analyzed by using CAGR(Compound Annual Growth Rate), we have arrived at the conclusion that they are oppositely related. We have conducted the regression coefficient in order to analyze the factors that are affecting the Growing Pains and we have discovered that Leadership and work performance capability of CEO, Company's structure capability and Company's cultural strength have a meaningful relation out of 7 Factors that were used for regression coefficient. Only, CEO's work performance is analyzed to worsen the Growing Pains that, for enterprises at the certain growing stage it is needed to establish an administrative system instead of relying on CEO. Also CEO's strong leadership play which relate to administrative capacity, forming reasonable organizational structure, customer oriented mind and Company's culture that are developed with sense of responsibility reduce Growing Pains according to a research.

• Journal of Korea Technology Innovation Society
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• v.8 no.spc1
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• pp.476-498
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• 2005

The purpose of this study is to development of venture business curriculum by FGI interview to venture CEO and related field employer and suggest to venture related structure of liberal art, major part of undergraduate and graduate school. Research methods are 2 step interview with 325 venture business CEO and related employer. They selected practical course to motivate venture entrepreneurship among 3 subsidiary (entrepreneurial condition, psychology of entrepreneur, competency of entrepreneurial technology, competency of entrepreneurial knowledge, competency of managing growing business). Major findings are as follows; the selected course category of entrepreneurial condition of liberal art are venture mind and entrepreneurship, venture biz and spearhed industry. The selected course category of psychology of entrepreneur are leadership, personal relationship, and creativity, negotiation skill, etc. The selected course category of competency of entrepreneurial technology are venture technology, introduction to technology trends. The selected course category of competency of entrepreneurial knowledge are biz validity, entrepreneurship, the discovery of business opportunity, utilization of monetary resource etc. The selected course category of competency of managing growing business are operating strategy of venture business, service marketing and technical innovation and technology management.

• Journal of Korea Society of Industrial Information Systems
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• v.10 no.4
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• pp.120-127
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• 2005

Quality system management adapted by small and medium enterprises in Kangwon province to enhance the competitiveness was studied. Variance analysis on several questionnaire answers was performed. Motives for acquiring the accreditation, such as product export, adjustment to international trend, enhancement of brand/product recognition, CEO's mind change, and management innovation, have been changed significantly among business types. Mind changes after the accreditations were setting company's first priority on quality, enhanced recognition on compliance of in-house standards and regulations, employee's performance with the recognition of quality. Amongst service problems to maintain the accreditations were difficulties in maintaining the recognition of the company's quality management, labor increase to maintain the ISO 9000 enforcement team, and financial burden to keep the accreditation. Quality recognition after the accreditations was significantly improved in setting company's first priority on quality, enhanced recognition on compliance of in-house standards and regulations, employee's performance with the recognition of quality.