Kim, In-Seop;Park, Yong-Woon;Lee, Sung-Rae;Yong Kang;Lee, Kyung-Myung;Park, Dae-Han;Woo, Han-Sang;Lee, Soungmin
Biotechnology and Bioprocess Engineering:BBE
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v.7
no.6
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pp.340-346
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2002
The purpose of the present study was to examine the efficacy and mechanism of the PAB (para-amino benzamidine) affinity column chromatography, Viresolve NFP virus filtration, pasteurization (60$\^{C}$ heat treatment for 10 h), and lyophilization steps employed in the manufacture of urokinase from human urine as regards the removal and/or inactivation of the hepatitis A virus (HAV). Samples from the relevant stages of the production process were spiked with HAV and subjected to scale-down processes mimicking the manufacture of urokinase Samples were collected at each step, immediately titrated using a 50% tissue culture infectious dose (TCID$\_$50/), and the virus reduction factors evaluated. PAB chromatography was found to be an effective step for removing HAV with a log reduction factor of 3.24. HAV infectivity was rarely detected in the urokinase fraction, while most of the HAV infectivity was recovered in the unbound and wash fractions. HAV was completely removed during the Viresolve NFP filtration with a log reduction factor of $\geq$ 4.60. Pasteurization was also found to be an effective step in inactivating HAV where the titers were reduced from an initial titer of 7.18 log$\_$10/ TCID$\_$50/ to undetectable levels within 10 h of treatment. The log reduction factor achieved during pasteurization was $\geq$ 4.76. Lyophilization revealed the lowest efficacy for inactivating HAV with a log reduction factor of 1.48. The cumulative log reduction factor was $\geq$ 14.08. Accordingly, these results indicate that the production process for urokinase exhibited a sufficient HAV reducing capacity to achieve a high margin of virus safety.
In an intensively competitive global market, small-and medium-sized firms are puzzled about how to develop sustainable competitive advantages against global rivalries, thus leading satisfactory economic performance. However, despite the roles and contributions of such small-and medium-sized firms in the local community and national economies in Japan, little guidance has been offered to the practical issues related to their strategic behaviors toward global management. To fill this notable knowledge gap, this study aims to investigate the conditions in which how Japanese small-and medium-sized could dominates global market, which is one of key challenges in the literature of small business and entrepreneurship. To obtain better insights to this research area, this study undertakes an in-depth interview survey with I.S.T (Industrial Summit Technology) Corporation that shows off the highest global market share (40 per cent) with seamless polyimide tube product widely used in office automation equipment (e.g., copiers and printers). This method of survey is designed to deeply understand historical considerations about how I.S.T Corporation could dominate in the global market of such seamless polyimide tube product. Based on findings drawn from an interview, this study identifies five major factors enabling I.S.T Corporation to be a competitive global hidden company: vision sharing through founder's entrepreneurship, core competence, strategic network, risk management, and employee engagement. Specifically, to become a global hidden champion, sharing the vision motivating employees to partake in shaping company's future will be the first step on the road to global success through founder's entrepreneurship. However, in order to achieve such a vision, the importance of company's core competence cannot be overemphasized, which differentiates your customer solution with those of competitors. As such, a group of experts will be naturally formed and demonstrates your expertise in the global market, thereby building sustainable competitiveness. On the other hand, to maintain sustainable competitiveness, it is necessary to make up for the weaknesses small-and medium-sized firms suffer from competitive resources while strengthening their own strengths through strategic networks with external organizations. Here, every company has to understand the critical role of risk management, which is essential in this process of being global company so as not to lose your own strengths. Last but not least, do not forget the significant effects of employee engagement in firm performance. To enhance employees' engagement, a company has to create an ideal organization culture which fits into company's history and personality. In doing so, such organization culture can allow the vision and strategy to be implemented into detailed business tactics while facilitating employees to challenge the status quo by experimenting with creative ideas.
The purposes of this study were to investigate the effects of market orientation and learning orientation of textile firms on business performance and to confirm the moderating effect of company innovativeness on these relationships. Data collected from 167 textile firms through survey were analyzed by descriptive statistics, t-tests, and multiple causal modeling using AMOS 6.0. In results, the higher innovativeness, the stronger effect of market orientation on business performance. Also, the lower innovativeness, the stronger effect of learning orientation on business performance. Study results may suggest the needs of different focus of organization culture according to company characteristics in order to improve business performance.
Malling culture, which refers to the enjoyment of shopping in multi-complex malls with shopping, cultural, and leisure facilities, has emerged as a major trend in society. However, few studies have researched malling culture in depth. This study classified people who go to multi-complex shopping malls as belonging to the baby-boom generation, X-generation, or Y-generation to investigate consumer culture in malls, with an emphasis on user satisfaction and entertainment experiences. Consumers who had shopped in a multi-complex shopping mall during the last 6 months were surveyed. Data were collected through a research company, and responses from 417 subjects were used in the analysis. Among the 417 subjects, 130 were baby-boomers, 136 were from the X-generation, and 151 were from the Y-generation. Investigating the components of multi-complex shopping malls that stimulate entertainment experiences, this study found that exploratory, emotional, and leisure experiences were enhanced when users were more satisfied with the image, atmosphere, and events of shopping malls. In addition, mall image and atmosphere contributed to the improvement of social experiences. With regard to generation, baby-boomers and subjects from the X-generation were generally more satisfied with mall atmosphere, image, and events and had more exploratory and leisure experiences. This study holds significance in that it examined malling culture from a wider perspective than simply the younger generation and presented scholarly and marketing implications based on insights into generational malling culture.
Purpose - The corporate culture's energy is recognized to go through the company and facilitate a new balance to realize success, which means that the culture in an environment of various organizations affects the performance of its employees. The purpose of the current research is to investigate the impact of organizational culture on employee performance. Research design, data, and methodology - The current research conducted a qualitative content analysis. The primary research approach applied by qualitative content analysis is an inductive methodology, and this approach is a type of reasoning that seeks the application of logic, which later helps develop a theory that will guide the future research. Result - Research findings of the present study indicated that five solutions to the problems encountered through the execution of culture are attached to how effective the organizational culture are when workers execute. Thus, culture is realized to boost structure, because the structure of an organization elevates the behavior of the organization. Conclusion - Workers will be aware of both the negative and positive implications of executing culture in the organization. Therefore, organization managers must learn that various employees are vital people in their vicinity, and creating a culture that would make a good rapport with them is vital.
PHAM THI, Thuy Dung;NGO, Anh Tin;DUONG, Nam Tien;PHAM, Van Kien
The Journal of Asian Finance, Economics and Business
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v.8
no.5
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pp.1031-1038
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2021
The purpose of this study is to evaluate the impact of organizational culture on job satisfaction and organizational commitment among employees in small and medium-sized enterprises in Ho Chi Minh City, Vietnam. The study hypothesized that organizational culture has a significant influence on employees' satisfaction and that satisfaction also significantly impactsorganizational commitment among employees. The data are collected from a sample of 240 office employees. Structural Equation Modeling is used to determine the influence of organizational culture dimensions,including open working environment, salary, and rewards, empowerment, management style, corporate values, on employees' satisfaction and organizational commitment. The findings showed that the five dimensions of organizational culture positively impact employees' satisfaction and that job satisfaction significantly influences organizational commitment. Thus, job satisfaction serves as the bridge between organizational culture and commitment. The current study contributes to providing a practical insight into the relationships between organizational culture, employees' job satisfaction, and organizational commitment. Based on that, managers can develop suitable personnel policies for their organizations to simultaneously enhance employees' performance and satisfaction, which makes them stay with the company.
Journal of Korean Society of Occupational and Environmental Hygiene
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v.29
no.3
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pp.298-309
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2019
Objectives: This study aimed to investigate stages of safety and health culture change through a reflection on 40 years of hearing conservation history at a multinational company. Methods: The target workplaces were multinational companies with more than 1,000 employees. The research used the clinical case study and system analysis methods based on direct observation of the research from 1994 to 2009. The latter method performed an analysis of the equilibrium state of the cross-section in the given period and the longitudinal profile of the change during the given period. Results: The stages of cultural change are divided into five stages and summarized as follows. In the first stage, workplace noise was not widely recognized as a hazard, while in the second stage, the measurement of noise levels and audiometric testing were conducted under the Korean Occupational Safety and Health Act (KOSHA). The driving force for change in the second stage was the amendment of the KOSHA. In the third stage, noise came to be recognized as a hazard factor through awareness training. The driving force of change during the third stage was the strong executive power exerted by the audit of the industrial hygiene program from the US head office. In the fourth step, there was a change to actually reduce noise. The driving force in this stage was a change in company executives' risk perception resulting from lawsuits over noise-induced hearing loss and the task force team activities for culture change based on the action learning protocol. At the fifth stage, a 'buy quiet policy' was institutionalized. The management's experience that noise reduction was difficult was the motivation to manage noise from the time of purchase of equipment. Conclusions: The activities of a hearing conservation program are determined by the improvement of the legal system and by the way it is enforced. Noise control activities to reduce noise areas may be possible through the shared risk perception of noise-induced hearing loss and by a change agent role as a facilitator to implement noise control.
Journal of the Korea Society of Computer and Information
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v.22
no.12
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pp.171-178
/
2017
Investigations into family-friendly company culture have been carried out for various companies and conglomerates. But there has never been such investigation for police organization, so this investigation is intended to see the effect on organizational commitment and job performance of the organization culture that makes use of family-friendly program for the police organization. To this end, how the internal factors of family-friendly organization culture affects organization commitment and job performance is empirically analyzed with structural equation modeling. And it is found that family-friendly program has significant effect on organizational life and welfare, and the welfare, in return, is found to have significant effect on job performance.
The Journal of Asian Finance, Economics and Business
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v.7
no.12
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pp.169-179
/
2020
This study examines the drivers and implementation of intrapreneurship strategy in a property service company. Using a qualitative case study approach, the study interviewed four managers involved in related intrapreneurship initiatives. The data was validated by an expert and a practitioner from a different company. The implementation of the company's intrapreneurship strategy is limited to improving new ways of working and developing products and services. However, business development and the creation of new business models are still limited. From several intrapreneurship driving factors, it was observed that the company practices are considered adequate with regard to top management support, leadership, flexibility in carrying out work, as well as in fairly harmonious arrangements for ongoing business relationships with the intrapreneurship projects. On the other hand, human resources with entrepreneurial behavior are still minimal. Similarly, the driving factors in reward and training that promote entrepreneurial behavior are also considered to be insufficient. The application of intrapreneurship as a strategy requires understanding and commitment from all parties in the organization. This study provides insight into the Indonesian context and proposes that intrapreneurship initiatives are less likely to succeed if they are not supported by developing a more systematic entrepreneurial mindset, behavior, and culture.
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.
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