• Journal of Korea Trade
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• 제24권7호
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• pp.54-72
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• 2020

Purpose - This study explores the contextual factors that affect the relationship between CEO overseas experience and firm internationalization. This study incorporates a wide range of contextual factors, including mega, macro, and micro variables. In particular, this study goes a step further from prior studies by incorporating a higher-order variable i.e., the global financial crisis that can constrain the managerial discretion of a CEO. Design/methodology - To structure the balanced data set before and after the 2008 global financial crisis, we used the data for the years from 2002 to 2014 from a sample of Korean manufacturing firms. Ultimately, 1101 firm-year unbalanced panel observations from 101 firms were used for the analysis. Findings - Our main findings can be summarized as follows. CEO overseas experience is positively related to firm internationalization. However, this relationship varies depending on the CEOs level of managerial discretion. As for the constraining moderation, the global financial crisis weakened the positive relationship between CEO overseas experience and firm internationalization. As for the enabling moderation, the CEOs tenure strengthened the relationship. Originality/value - This study adopted the knowledge, skills, and abilities (KSA) framework to explain the relationship between CEO overseas experience and firm internationalization. Moreover, we argue that the CEO-internationalization relationship depends on the specific context of the managerial discretion, focusing on the 2008 global financial crisis. Empirically, this study adopted the 2SLS procedure to correct endogeneity. Instead of taking the actual value of prior internationalization as a control, we estimated prior internationalization using the instrument variables at an industry level. This procedure made our estimation more robust.

• 한국산학기술학회논문지
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• 제15권5호
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• pp.2870-2881
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• 2014

본 연구는 ICT 수출기업을 대상으로 하여 수출성과에 미치는 영향요인들을 실증적으로 분석하고자 하는데 그 목적이 있었다. 연구모형은 선행연구에서 논의되었던 변수들을 중심으로 하여 수출성과에 미치는 요인들을 크게 기업특성 요인, 마케팅 특성요인, 수출지원제도 특성요인 등 3개의 변수로 설정하였고, 종속변수로 수출성과를 비 재무적 성과로 설정하여 분석하였다. 분석 결과, 수출성과에 영향을 미치는 변수 중 기업특성 요인(CEO 시장 지향성, 수출경쟁력, 수출경험)과 마케팅 특성요인(해외 시장 다변화, 마케팅 애로 요인)은 수출 성과로 설정한 비 재무적 성과에 영향을 미치는 변수임을 알 수 있었다. 그러나 수출지원제도 특성 요인은 비 재무적 성과에 영향을 미치지 않는 변수임을 알 수 있었다.

• 한국조리학회지
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• 제16권4호
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• pp.15-27
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• 2010

세계의 많은 기업들이 세계 시장을 목표로 다국적 경영 활동을 전개함에 따라 외식기업도 해외 시장 진출에 박차를 가하고 있다. 그러나 많은 외식기업들이 시장 조사 및 진입 전략, 마케팅, 현지화 등 경영 전략을 장악하지 못하므로 인해 실패를 거듭하고 있다. 따라서 본 연구는 해외 진출할 때 고려되는 여려 가지 요인을 종합하여 국내 외식기업의 해외 진출을 설명할 수 있는 모형을 개발하고자 하였다. 이를 통해 제조업을 중심으로 검증되어 왔던 해외 시장 진입 방식 선택에 관한 이론적 모형이 외식기업의 해외 진출을 설명할 수 있는 일반적 모형이 될 수 있는가를 검증하고, 외식기업의 해외 시장 진입 방식에 영향을 미치는 요인을 분석하고자 한다. 본 연구의 대상은 직접 투자로 해외 시장에 진출하였으며, 2008년 7월 현재 한국에 본사가 있고 해외 시장에 진출한지 2년 이상된 외식기업으로 한정하였다. 실증 분석을 위한 설문지는 자기기입식 설문 조사를 이용하였다. 실증 분석은 SPSS win 15.0을 활용하여 기술 통계분석, 타당성분석, 신뢰성분석, 카이 제곱분석, 분산분석, 상관분석, 이분형 로지스틱 회귀분석을 실시하였다. 분석 결과는 다음과 같다. 첫째, 국내 외식기업의 해외 시장에서의 진입방식 결정 모형의 설명력은 85.0%로 나타났다. 외식기업 특성 요인은 기업 규모가 작을수록, 제품 차별화 정도가 높을수록, 최고경영자의 의지가 높을수록 해외 시장에 단독 진입 방식을 선택할 가능성이 높은 것으로 파악되었다. 셋째, 현지 시장 환경 요인의 경우 수요 불확실 정도가 낮을수록, 무역 장벽이 낮을수록, 사회 문화적 거리가 가까울수록 해외 시장에 단독 진입 방식 선택할 가능성이 높은 것으로 파악되었다.

• 유통과학연구
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• 제13권4호
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• pp.35-43
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• 2015

Purpose - This study aims to seek various plans to maintain the advancement of the overseas and domestic employment scenario through a case analysis of the Japanese industry, which maintains domestic employment while promoting the overseas advancement of companies despite having a similar industrial structure as Korea. The study further intends to derive insightful implications for Japanese manufacturing companies and government policies. Research design, data, and methodology - We selected four companies from the Japanese manufacturing industry. Being companies that were successful in increasing the domestic employment scenario while advancing in overseas markets. We utilized several secondary data sources including Japanese newspapers and report literature. Results - Previous studies have shown a negative relationship between Foreign Direct Investment (FDI) or offshoring and domestic employment. However, our results showed this relationship with respect to the Japanese manufacturing industry as follows: 1. FDI for developing overseas markets does not decrease domestic production. If Japanese companies change their strategy from exports to overseas production, there will be a consequent decrease in domestic employment of Multinational Enterprises (MNEs). However, the local production that plans the sales expansion of a foreign market does not substitute domestic production. 2. Several case studies illustrate that, as the production of final goods is expanded in foreign countries, there is a corresponding increase in the export of intermediary goods from Japan. In this case, if the production process of Japanese companies is promoted in foreign markets, the amount of exported material and parts from Japan will consequently increase. 3. It is difficult to consider that the establishment of subsidiary companies in foreign countries by manufacturing companies for wholesale, retail, and services decreases domestic employment. This is because the international development of these industries needs expatriates, expatriate training organizations, and research and development (R&D) activities. 4. When there is overseas demand, the growth of local management activities is expected to increase the work of the overseas business department in the head office in Japan, if competitiveness can be secured for better localization and management speed. 5. The conversion of the domestic manufacturing industry into high value-added production is necessary. The relocation of domestic production to foreign markets decreases domestic employment. To prevent this, the upgradation of domestic production bases, including high value-added production, and R&D capability need to be strengthened. Technology-based companies must develop new technology, patents, processes, and so forth, which require extensive human resources for R&D. Conclusions - Domestic medium-sized companies that are capable of consistently supplying high value-added products should be actively encouraged to deploy into and develop overseas markets. Further, this paper considers the necessity of a guidance policy that provides suggestions for overseas deployment, by the initiation of the government, to companies that cannot do so due to the lack of foreign experience or decisions by the CEO, despite having the relevant capability and technologies to supply high value-added products.

• 산업경영시스템학회지
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• 제32권2호
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• pp.13-20
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• 2009

The purpose of this paper is to give information on e-CPC implementation in the manufacturing industry by studying and analyzing a small and medium sized manufacturing company. After analyzing Various factors on J's e-CPC implementation such as environmental factors, process management factor, and result factors, success factors on J's e-CPC implementation are analyzed. The results of this paper can be summarized as follows. First, the most leading role on J's ERP implementation is the will and support of CEO and team leaders. They led the implementation to be stability successfully by settling the different opinions among teams, showing their ability on process decision and communication with consultants. Second, J tried to prompt system stability by mapping out and conducting the long term change management strategy. Third, J organized ERP project team to implement ERP quickly, and it turned out to be successful Finally, J tried to get outside information from consultants and collaborative companies that have experience in implementing ERP. Especially J made full use of overseas consultants. In respect that this paper giver lots of information on e-CPC implementation in manufacturing industry by a case study of a small and medium sized manufacturing company which has not been carried out so far, it would be useful enough.