• 한국정보디스플레이학회:학술대회논문집
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• 2008.10a
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• pp.1261-1262
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• 2008

Laser-based crystallization techniques are ideally-suited for forming high-quality crystalline Si films on active-matrix display backplanes, because the highly-localized energy deposition allows for transformation of the as-deposited a-Si without damaging high-temperature-intolerant glass and plastic substrates. However, certain significant and non-trivial attributes must be satisfied for a particular method and implementation to be considered manufacturing-worthy. The crystallization process step must yield a Si microstructure that permits fabrication of thin-film transistors with sufficient uniformity and performance for the intended application and, the realization and implementation of the method must meet specific requirements of viability, robustness and economy in order to be accepted in mass production environments. In recent years, Low Temperature Polycrystalline Silicon (LTPS) has demonstrated its advantages through successful implementation in the application spaces that include highly-integrated active-matrix liquid-crystal displays (AMLCDs), cost competitive AMLCDs, and most recently, active-matrix organic light-emitting diode displays (AMOLEDs). In the mobile display market segment, LTPS continues to gain market share, as consumers demand mobile devices with higher display performance, longer battery life and reduced form factor. LTPS-based mobile displays have clearly demonstrated significant advantages in this regard. While the benefits of LTPS for mobile phones are well recognized, other mobile electronic applications such as portable multimedia players, tablet computers, ultra-mobile personal computers and notebook computers also stand to benefit from the performance and potential cost advantages offered by LTPS. Recently, significant efforts have been made to enable robust and cost-effective LTPS backplane manufacturing for AMOLED displays. The majority of the technical focus has been placed on ensuring the formation of extremely uniform poly-Si films. Although current commercially available AMOLED displays are aimed primarily at mobile applications, it is expected that continued development of the technology will soon lead to larger display sizes. Since LTPS backplanes are essentially required for AMOLED displays, LTPS manufacturing technology must be ready to scale the high degree of uniformity beyond the small and medium displays sizes. It is imperative for the manufacturers of LTPS crystallization equipment to ensure that the widespread adoption of the technology is not hindered by limitations of performance, uniformity or display size. In our presentation, we plan to present the state of the art in light sources and beam delivery systems used in high-volume manufacturing laser crystallization equipment. We will show that excimer-laser-based crystallization technologies are currently meeting the stringent requirements of AMOLED display fabrication, and are well positioned to meet the future demands for manufacturing these displays as well.

• The Journal of Industrial Distribution & Business
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• v.9 no.11
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• pp.93-104
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• 2018

Purpose - For small and medium sized firms, CEO characteristics are main factor influencing firms' prosperity as well as performance. So it is quite natural that many people are interested in factors of CEO that matters. In this research, CEO characteristics in terms of capabilities and skill or special knowledge necessary to run the business are invested for manufacturing firms. Precedent studies reveal that CEO characteristics such as psychological factors including desire to succeed, tendency to take risks, personal factors including age, year of running business, and task related factors including managing capability, communication skills, network influence firm performance for manufacturing firms. However, these studies simply verify whether or not those factors affect firm's managing performance. This study, however, goes further to investigate how is the affecting process from CEO's capabilities and organization characteristics to firm's core competence, and from core competence to advantages, and from advantages to managing performance. Research design, data, and methodology - We make a questionnaire and surveyed manufacturing firm CEO's in Gyeonggi-do area. General characteristics analysis, factor analysis, regression analysis, and control effect analysis was conducted. SPSS 2.0 Win, version was used. Results - The CEO characteristics including basic capability, task capability, leadership, and organization characteristics affect core competence at the statistically significant level. And, core competence affect both price advantage and differentiation advantage at the significant level. Some unique finding is that while differentiation advantage affects both financial achievement and non-financial achievement, price advantage does not affect both financial and non-financial achievement. And firm characteristics mainly measured by CEO characteristics of skills has control effects on the trace from core competence to price advantage. Conclusions - For small and medium sized firms CEO characteristics is the most important factor influencing firm's prosperity. For manufacturing firms, whether CEO has the skill or special knowledge to run the firm is critical factor. The study results show that CEO's for manufacturing firms put importance on price and price advantage which seems to be familiar to them. However, the price advantage does not influential to financial and non-financial achievement. This result suggests that small and medium sized manufacturing firms' CEO's should make effort to improve other aspects of advantages to be more competitive.

• Journal of Life Science
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• v.33 no.8
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• pp.680-691
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• 2023

Peak oil, climate change, and microplastics caused by the production and usage of petroleum-based plastics have threatened the sustainability of our daily life, and this has emerged as a recent global issue. To solve this global issue, the production and usage of biodegradable eco-friendly bioplastics such as polyhydroxyalkanoates (PHAs) has been suggested as an alternative. Therefore, in this review, the present status of global PHA manufacturers, the advantages of the production of PHAs using marine-origin microorganisms (with their productivity potential) and further required research and development strategies for cost-competitive production of PHAs using marine-based microorganisms were investigated. In this review, PHAs produced from marine microorganisms were found to have similar physical properties to petroleum-based plastics but with several advantages that can reduce the costs of PHA production. Those advantages include, seawater used in the medium preparation step, and osmotic-based cell lysis technology used in the separation and purification steps. However, the PHA productivities from marine microorganisms showed somewhat lower efficiencies than those from the commercial strains isolated from terrestrial environments. In order to solve the problem, further research strategies using synthetic microbiology-based technology, the development of long-term continuous culture technology, and solutions to improve PHA efficiency are required to meet future market demands for alternative bioplastics.

• Korean Business Review
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• v.19 no.1
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• pp.53-80
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• 2006

This research has been accomplished to build up the growth strategies of Kangwon district's small & medium-sized construction firms. For this purpose, we made an investigation of the present situation and status for existing regional small & medium construction firms by analyzing data. Based on the results from this study, the following growth strategies are suggested to gain their competitive advantages. Firstly, most of all, the role of the top manager is the most important factor since most of the top manager for the small & medium-sized construction firms coincide with the owner the firms. Secondly, the specialization strategy is to establish. Above all they concentrate their business capacities on core business. Then, this growth strategy should be based on the selective escalation of functions in order to maintain an appropriate level of construction works. Thirdly, the specialized skills and skilled workers are ensured for competitive advantages. For human resource development, they should train workers to be multi-functioned on the assumption the they could stay at firm until they wish to retire. Finally, the government must also spare no effort to encourage the small & medium-sized construction firms to build up it's competitive power and cultivate it's spontaneous generation power though the reformation of system related whit the small and medium construction industry.

• The Journal of Fisheries Business Administration
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• v.26 no.2
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• pp.53-74
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• 1995

The purpose of this paper is to compare China's and Korea's marine fisheries industries in order to present the main features of China's marine fisheries and show the comparative advantages they have in production. The results indicate that China's marine fisheries have the following features. (1) The marine proportion of the fisheries industry economic activity is less than 60%. Fishing is 71.3% of that marine activity. (2) The production trends of marine fisheries history in China can be classified as follows: 1) an early growth period, 2) a deliberation/consolidation period, 3) a second growth period, 4) a third growth period, and 5) a fourth growth period. The growth rate has rapidly increased recently. (3) Fish production is over 70% of marine fishing fisheries, the next major product is crustacea. The production of shellfish occupies over 70% of marine aquaculture, seaweed production however, is only 22% of total marine aquaculture. (4) The licensed area for marine aquaculture in China is 586.3 ha and that area is 5.4 times larger than that of Korea. The allotted area for shellfish aquaculture is 60% of marine aquaculture, production areas of crustaceans occupy 27.3%, fish has 7 1%, and seaweed production only 5.7% of allocated marine aquaculture areas. (5) The proportion of power vessels for marine fisheries of China's total power vessel fleet is around 65%, and the marine fisheries portion of non - powered vessels constitutes only 12%. The highest proportion of power vessels engaged in marine fisheries activities is between 10 tonnes to 100 tonnes. (6) The portion of marine fishery workers of all fishery industry employees is 22%, and 70% of them are full - time workers. Of marine fishery workers, 64% are in the fishing sector, 22%, aquaculture workers, and the number of employees in marine fisheries is increasing every year. The analysis of China's fishery industry in the production competitiveness indicates as follows : (1) The licensed areas in marine aquaculture, number of fishing vessels, number of marine fishing workers in China's fishery industry are much more than those of Korea's. Therefore China is much more competitive than Korea in the quantity of production side. However, licensed areas for seaweed aquaculture are more extensive in Korea than China. In China, the number of power vessels of between 10 tonnes and 100 tonnes, the licensed shellfish aquaculture areas, and the number of fishing workers within the fisheries industry are much more than those of Korea. (2) It is estimated that the licensed areas in marine aquaculture, number of medium sized power vessels, number of marine fishery workers will be increased as the quantity of production factors grow in China. (3) At present, yield per Ha. in marine cultures is very low in China. Therefore it is estimated that aquaculture techniques have only been diffused recently in China. Yield of fish per Ha especially is much lower than that of Korea. So the level of aquaculture techniques seems much lower than that of Korea. (4) China is behind Korea in production technique, however the number of HP per boat in China is lower than that of Korea. Therefore, China is much more competitive than Korea in Costs. (5) Average fish catches per marine fishery worker in China is only 1/3 that of Korea's, and average marine aquaculture production in China is only 1/2 that of Korea. Therefore we can say Korea is more competitive than China in efficiency. The average income of marine fishery workers in China is higher that that of other Chinese industries. However, the competitiveness of the fisheries industry in China will be increased as more capital is invested and advanced techniques are developed.

• Journal of Digital Convergence
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• v.12 no.4
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• pp.1-9
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• 2014

This research describes strategies to promote the growth of the Big Data industry and the companies within the ecosystem. In doing so, we identify the roles and responsibilities of various objects of this ecosystem and Big Data concepts. We describe the five components of the Big Data ecosystem: governance, data holders, service users, service providers and infrastructure providers. Related to the Big Data industry, the paper discusses 13 business strategies between the five components in the ecosystem. These strategies directly respond to areas of research by the Big Data industry leading experts on its early development. These strategies focus on how companies can gain competitive advantages in a growing new business environment of Big Data. The strategy topics are as follows: 1) the government's long term policy, 2) building Big Data support centers, 3) policy support and improving the legal system, 4) improving the Privacy Act, 5) increasing the understanding of Big Data, 6) Big Data support excavation projects, 7) professional manpower education, 8) infrastructure system support, 9) data distribution and leverage support, 10) data quality management, 11) business support services development, 12) technology research and excavation, 13) strengthening the foundation of Big Data technology. Of the proposed strategies, establishing supportive government policies is essential to the successful growth of thee Big Data industry. This study fosters a better understanding of the Big Data ecosystem and its potential to increases the competitive advantage of companies.

• Culinary science and hospitality research
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• v.20 no.2
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• pp.199-213
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• 2014

Japanese restaurant owners seek to secure their competitive advantage by implementing a unique competition strategy that may overcome hostile environment. Brand power, aggressive expansion and the partnership strategy with other businesses may be suggested. The present study is to find out the competitive advantages of Japanese restaurants, to compare the importance and satisfaction by different customer factors of choices and then, to identify what kinds of factors affect customer satisfaction. Total 205 copies of questionnaire, out of 230 distributed, were used for analyses. Cronbarch's alpha coefficient of all 20 items was 0.911. In terms of importance, Cronbarch's alpha coefficients were 0.887(food), 0.796(menu), 0.851(employee), 0.815(service), and 0.730(physical environment). For satisfaction, the coefficients were 0.876(food), 0.860(menu), 0.880(employee), 0.851(service), 0.730(physical environment). In addition, the exploratory factor analysis showed an acceptable factor loading, supporting 20 items' validity. The result showed that customers' perceptions of the importance of Japanese restaurant service quality was higher than their level of satisfaction in general. In particular, IPA analysis revealed that food and service factors were well operated as located in the first quadrant. However, service factor located in the second quadrant was perceived to be important yet perceived as being satisfied poorly. So this study suggests that Japanese restaurant owners should concentrate on the attributes included in this quadrant to improve the quality of foodservice. Lastly, menu and physical environment factors were located in the third quadrant showing low level of importance and satisfaction. On the basic of the IPA analysis, Japanese restaurant owners should identify their strengths and weaknesses and draw up a plan to improve service quality and to maximize their profits.

• Journal of the Korea Convergence Society
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• v.6 no.6
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• pp.17-26
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• 2015

Firms that have adopted internet technology have been confused by distorted market signals. It is natural to look at marketplace outcomes for guidance, when confronted with a new business phenomenon. However, market signals can be unreliable in the early states of any important new information technology. New technologies trigger rampant experimentation, and the experimentation is often unsustainable. As a result, market behavior is distorted and must be interpreted cautiously. In Chapter 1, we review a concept of business model and roles of strategies in a business model. In Chapter 2, we discuss a strategic auditing method for analyzing market/channel positioning, product/service positioning, value chain/value network positioning and external environmental factors. In chapter 3, we introduces major frameworks for understanding factors forming strategies. The strategic grid model categorizes four quadrants depending on the level of impacts of information technology on operation and strategy. The strategic alignment model presents a new method of assessing an alignment of information technology and business throughout all elements of a business model. In this research, we review the concept of a business model. This research introduces factors that shape strategies and new frameworks for understanding these factors. The research objective of this manuscript is to present a guidance for firms how to use information technology for attaining sustainable competitive advantages.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.5 no.2
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• pp.115-135
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• 2010

In the past, markets were taken over by the firms which could maintain their competitive advantage through economies of scale and associated reductions in costs and prices. However, it has been changed to a new time that companies can secure their competitiveness through continuos improvements and customer orientations. Patent holders can claim protection against any infringer of their patents. Thus, in the future, firms' competitiveness will be decided by patents and intellectual property rights. How can strategic patents can be obtained and secured? The purpose of this article is to provide a couple of suggestions that can help companies secure strategic patents and build their competitive advantages. Until now, Korean companies have been interested only in the quantity of patents, not the quality of patents. In addition, from the beginning, they could not build distinctive strategic positions to secure future valuable technologies. In this article, we provided a couple of suggestions for strategic patent identification processes. First, strategic patents should be identified and created based on the company's vision. Second, the company should create technology maps through investigating previous R&D activities and patented technology information before stating its own R&D activities.

• Journal of Global Scholars of Marketing Science
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• v.18 no.4
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• pp.277-306
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• 2008

Knowledge1 is considered to be a key element of understanding how organizations gain and sustain competitive advantages. But very few firms are capable of creating the requisite knowledge and thus, firms should acquire and exploit new knowledge through knowledge transfer processes. The empirical part of this study involves examining relationships among adaptability of knowledge and knowledge transfer and marketing performance and testing the moderating roles of absorptive capacity, socialization and local marketing knowledge. This study is organized as follows: (1) Previous literature on knowledge, knowledge transfer and absorptive capacity is summarized, followed by the development of hypotheses derived from the knowledge-based view and absorptive capacity. (2) The hypotheses are tested with data collected from MNCs' subsidiaries performing marketing activities in Korea.Thestudyisclosedwithfindings,implications,andconclusions. Following six research hypotheses are drawn from literature review in related areas: H1: Adaptability of knowledge transferred from the MNCs' headquarters and other subsidiaries is positively associated with knowledge inflows into the receiving subsidiary. H2: The level of marketing knowledge transferred from the MNCs' headquarters and other subsidiaries is positively associated with marketing performance of the receiving subsidiary. H3: Increases in potential absorptive capacity will enhance the relationship between adaptability of knowledge and the level of marketing knowledge transfer. H4: Increases in realized absorptive capacity will enhance the relationship between the level of knowledge transfer and marketing performance of the receiving subsidiary. H5: Increases in socialization activity among the headquarters and subsidiaries will enhance the relationship between adaptability of knowledge and the level of marketing knowledge transfer. H6: Increases in the level of locally developed marketing knowledge will enhance the relationship between the level of knowledge transfer and marketing performance of the receiving subsidiary. The research framework that illustrates the proposed hypotheses is presented in figure 1. The unit of analysis for this study is knowledge transfer from the MNCs' headquarters and other subsidiaries to their subsidiaries operating in South Korea. The population for this study consists of subsidiaries established either as joint ventures or as wholly-owned subsidiaries. A group of 603 foreign firms were drawn from diverse industry organizations and business societies. After personal contact, telephone, fax, and e-mail to request that the respondents complete the questionnaire, 282 valid questionnaires from 133 initial sample companies were collected. The results of the empirical analyses significantly support all of the proposed hypotheses except hypothesis 3. Adaptability of external knowledge promotes knowledge transfer and the relationship is moderated by a firm's potential knowledge absorptive capacity. On the other hand, knowledge transfer improves a firm's marketing performance and a firm's realized knowledge absorptive capacity and local marketing knowledge moderate the relationship. The theoretical and practical implications of the findings in this study are as follows: (1) firms must take seeking, transferring, sharing and exploiting of external knowledge into serious consideration, while simultaneously creating knowledge to support the necessary business operations, remain competitive, and achieve superior performance. (2) Firms should continuously seek to develop their knowledge absorptive capacity (both potential and realized capacity) to absorb, learn and utilize valuable external knowledge. (3) Firms should emphasize not only absorptive capacity, but also development of local knowledge. Firms with strong absorptive capability and local knowledge can learn and transfer more external knowledge, which can be translated into greater levels of competence and performance.