• International Journal of Advanced Culture Technology
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• v.7 no.4
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• pp.69-75
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• 2019

In recent years, with the development of IT technology and mobile communication, the powerful communication function of the Internet will gradually eliminate the information asymmetry between supply and demand, and the third-party review website emerges as The Times require. Dianping.com was founded in 2003. After a few years of development, it has become an independent third-party consumer review website worldwide. One of the reasons for such great success is corporate culture, which plays an important role in human resource management. The competition of enterprises is not only the competition of products and cost advantages, but also the superior enterprise culture presented to customers in the international environment. The competition between third-party review sites has been very fierce. In just a few years, many foreign third-party review websites went public and made profits, but some domestic start-ups went bankrupt due to the lack of a good business model and corporate culture. A good business model is particularly important. Taking dianping.com as the research object and combining with the business model of the company, this paper studies the unique corporate culture of dianping.com, hoping to help the company through the investigation and research of this paper, so as to improve the company in the future. And put forward a certain practical significance and value.

• The Research Journal of the Costume Culture
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• v.2 no.2
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• pp.445-460
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• 1994

This paper analyzes Empire style costume based on the fashion theory of Lauer and Lauer. We classify fashion into tow categories, a personal identities, the social competition and sexual competition, he economic factor as a functional factor, and the reflective thing of zeitgeist, eroticism as a dynamic factor. These factors can be visualized from fashion design, textiles, ornaments expressed in the paintings.

• Journal of the Korean Institute of Landscape Architecture
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• v.33 no.5 s.112
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• pp.114-122
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• 2005

Anyang city performed a design competition for the existing paper mill site and this design is the work that was submitted to that competition. The design instructions for the competition were about an organic site which had harmony of aboveground park and underground parking lot, establishment of park planning which is fit for the features of nearby areas, and security of proper parking space. This design criteria set the design concept to a new wave of Anyang by reflecting the design instructions of prize contest and features of the site and developed it as three waves. First, the eco wave, one of three waves, means that it compose the ecological healthy park and urban environment together with restoration and preservation of Suamcheon (stream), and futhermore the waves that the natural resource are maintained in a delicate ecological balance as the water resource of Anyang city are connected to the axis of mountain resource. Secondly, the emotion wave indicates that the wave toward culture and art emotional park that stimulates and fills up the emotion to makes impoverishing modems minds fertile. Thirdly, the health wave means the waves toward a park to keep the sound of minds and bodies of Anyang citizens, and healthy and sound life as well as the waves toward a park to contribute the healthy leap and development of Anyang. These three waves will enrich the park keeping the dynamic relationship mutually and will be a new culture and art code of Anyang city.

• Journal of Korean Library and Information Science Society
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• v.47 no.4
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• pp.219-239
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• 2016

In this study, we analyzed the effects of how self-efficacy and organizational culture affect the knowledge sharing that facilitates team performance. Data was collected through a survey of 126 employees who work for A company and was analyzed using confirmatory factor analysis and structural equation modeling. Independent variables in this study included self-efficacy, sharing culture, openness, and competition culture. Latent variable was knowledge sharing. Dependent variable was team's performance. The results of analysis of structural equation modeling showed that self-efficacy, competition culture, and sharing culture were found to have both direct and indirect impacts on team's performance. However, openness was not statistically significant in the effect on knowledge sharing and team's performance. The implications of these factors will be used to develop knowledge sharing strategies that facilitates team performance.

• International Journal of Advanced Culture Technology
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• v.10 no.3
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• pp.127-145
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• 2022

Vaccine diplomacy is a manifestation of competition for political influence among great powers amidst the Covid-19 pandemic's blatant illustration of ineluctable interdependency across the global community. The reinforcement of trends bolstering global polity construction intensify concomitantly with nationalist populist value and attitude expressions increasing political polarization. The interdependency graphically illustrated in the Cold War-era's mutual assured destruction incentivized competition into indirect competitive intervention in the internal politics of third actors. Indirect international influence contestations included extended, de facto challenge competitions to generate soft power on behalf of the victor, e.g., the space race. The Covid-19 pandemic has intensified this competition to offer alternative development models while intense domestic political polarization undermines the mobilizational capacities for achieving sustainable development. In contrast to multinational and multiethnic states, nation states have an inherent mobilizational advantage because of the enhanced control capabilities available to the authorities without emphasizing coercion. Control through Gramscian hegemonic mechanisms is more readily feasible in nation states through the greater feasibility of commodification of social relations by states authorities regulating and channeling social competition to encourage social mobility and creativity. The regulation of the so-called private sector serves to manage and contain social competition while channeling it to develop the institutional capacities for control and allocation of developing societal human resources. It enhances developed state control mechanisms and international influence capacities. The appeal of offers of aid and assistance to the so-called developing world becomes ever more urgent amidst Anthropocene crises including its most recent, current Covid-19 pandemic disaster.

• East Asian Journal of Business Economics (EAJBE)
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• v.10 no.2
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• pp.93-104
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• 2022

Purpose - Organizational individuals can gain profit from any trials and errors concerning the knowledge others have been able to accumulate. The culture also states the organizational behaviors by identifying the principal aims, and the way members handle personal relationships. This study aims that how corporate cultures can be connected with particular occupations. Research design, Data, and methodology - For the systematic review in prior literature dataset, the present author used the PRISMA which is a set of items that are evidence-based and utilized in reporting systematic reviews. It includes the reporting of meta-analyses. Result - The present author figured out that corporate culture is one of the most crucial factors that workers consider in deciding whether or not they want to be employed in an organization. Having an excellent corporate culture sets the company apart from the competition and increases the company's status to new positions of recruiting and business success Conclusion - The current research concluded that possessing an excellent corporate culture positions the company apart from the competition but boosts the company to new recruiting and business success levels. The two traits of an excellent corporate culture include the culture allowing every individual in the organization to succeed, and the culture works for every individual involved.

• Korean Architects
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• s.512
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• pp.74-77
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• 2011

• Korean Architects
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• s.482
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• pp.56-61
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• 2009

• Korean Architects
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• s.532
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• pp.64-69
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• 2013

• Korean Architects
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• s.530
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• pp.70-73
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• 2013