• 한국항공운항학회지
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• 제6권1호
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• pp.71-98
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• 1998

The study proved the fitness between competitive strategy and service operation strategy of service companies. The competitive strategy of a corporation is a major strategy playing the role of bridge linking both corporate strategy and functional strategy. And it is a choice of method how to win competitors in given area. There have been such a specific methodologies for acquiring competitive advantage as Porters competitive strategy, Miles and Snows adaptive strategy, and Life cycle strategy. But, many scholars have pointed that its more important for high corporate performance to determine the competitive strategy of a corporation fitting the external environment and internal structure. So its needed for successful cost-leadership or differentiation strategy to differentiate organizational function, resources, and various organizational factors. But there have been no methodologies or practical guidelines fitting competitive strategy, corporate structure, and external environment in sprite do service corporations growth. So, the study proved the fitness between competitive strategy and service operation structure in Airlines after selecting service structural elements necessary for strategic management.

• 동아시아경상학회지
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• 제9권1호
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• pp.1-16
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• 2021

Purpose - This study aims to analyze 7-Eleven's specific competitive advantage strategy according to changes in the Japanese convenience store industry by selecting 7-Eleven, a leading company in the Japanese convenience store industry, as a representative case study. Research design, data, and methodology - Due to the current COVID-19 situation, fact-finding such as interviews with key managers through visiting surveys was not possible, so this case study was carried out based on the literature such as official and unofficial data collected from the companies through e-mail and articles that have been published outside. Result - As a result of the analysis, the researcher found that five competing strategy factors, such as dominant strategy, innovative logistics system strategy, information system development strategy, joint product development strategy, and direct communication strategy have closely maintained the mutual relation to form a combined strategy focusing on the franchise development strategy. Conclusion - The competitive advantage of 7-Eleven is thought to have secured its competitive advantage by combining the five competitive strategies complementarily for rapid response to change, cost advantage, and differentiated advantage. The management implications specified in this study can be considered a reference for establishing a competitive strategy for sustainable growth of the convenience store industry in the fierce competition and saturated market environment of Korean convenience stores.

• Asia pacific journal of information systems
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• 제10권1호
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• pp.141-164
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• 2000

Nowadays, domestic hospital business is under the great threat from the environmental changes caused by the entrance of foreign hospitals and the technical changes related to information systems. In such a situation, to enhance the competitive edge of a hospital, it is needed to set up a competitive strategy and to construct an efficient information systems to back up the competitive strategy. If the hospital information systems(HIS) is consistent with a competitive strategy backing up, the competitive force of a hospital will be enhanced. For this respect, the influence of the competitive strategy and HIS construction environments on the performance of HIS was examined. The results suggested that if a HIS should be newly constructed or should be restructured, it is necessary to select construction environments of HIS such as physical environments, development methods and development tools to support functional strategy effectively based on the competitive strategy adopted by a hospital.

• 한국정보시스템학회지:정보시스템연구
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• 제16권2호
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• pp.1-33
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• 2007

Selecting and implementing competitive strategies based on e-business is extremely important since it determines if an enterprise can continue to grow or not. Accordingly, systematic and empirical study on the implementation of e-business based on competitive strategy is required, and in-depth studies considering various e-business development stages of enterprises are also needed. The purpose of this study is to present guideline for the staff in charge and managers of enterprises to achieve competitive advantage and to increase organizational performance in e-business environments. What we have found are as follows. (1) Factors greatly influencing on competitive strategy selection through e-business were environmental uncertainty, centralization, innovative culture, technological competence, and formalization. (2) Results of the relationship between competitive strategies and e-business performance showed that each strategy had different effects on financial performance, process performance, and customer performance. and (3) Data analysis between internal and external environmental factors and competitive strategy by each e-business development stage proved that the relationships between competitive strategy and e-business performance were different based on e-business development stage. Implications of the study and guidelines for the managers are provided in the paper.

• 마케팅과학연구
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• 제3권
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• pp.235-251
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• 1999

This research deals with the basic ideas and implementation used for developing competitive advantage in the market they serve. The market to which a company belongs is continuously evolving, not static. Therefore, the company is required to adopt a suitable strategy in the market it serves. Marketing strategy establishment requires continual adjustment in the strategy content and redirection in organizational actions to address emerging market problems and opportunities. Much of the strategic implementation is characterized by firefights aimed at solving emerging, unforeseen problems. The concept of strategy was originally introduced to provide companies with a rational means of coping with environmental changes. An old Oriental proverb said that "knowing myself and then understanding others is the best way to success". In line with the proverb, the starting point of marketing strategy establishment for the competitive advantage is to understand the activities of a company wholly. After analyzing the scope of its activities, a company has to understand the market structure, to review competitive environments, to formulate the base of the competitive strategy and to adopt differentiation strategies for obtaining the competitive advantage.

• Asia pacific journal of information systems
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• 제5권2호
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• pp.177-197
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• 1995

In a study involving 52 large organizations in the savings institutions industry, the relationship between information systems technology (IST) structure and competitive strategy was investigated based on structural contingency theory. Structural contingency theory argues that organizational performance is contingent on the congruence between structure and contingent factors. Competitive strategy is considered to be the most important contingent factor among organizational context variables. Two dimensions of IST structure and three types of competitive strategy were employed to test a contingency model. It was found that enhanced congruence between IST structure and competitive strategy was associated with higher competitive advantage. The structural dimension significantly associated with the "defender" strategic stance was more centralized and more integrated application of IST, while the structural dimension significantly associated with "prospector" positioning was more decentralized and less integrated application of IST.

• 품질경영학회지
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• 제25권2호
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• pp.60-82
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• 1997

The purpose of this study is to empirically examine the quality competence as a source of competitive advantages. The relationship between quality priority and competitive priority, and the relationship between quality competence and competitive capability are investigated using data collected from 114 manufacturing business units of 75 manufacturing companies. Several measures are used to characterize competitive strategy and value chain, and quality factors including conformance, reliability, durability, performance, and customization. The result indicates that the quality competence paired with competitive strategy positively influences the level of competitiveness, but management performances are not strongly correlated with quality competence.

• 한국건설관리학회논문집
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• 제14권5호
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• pp.122-130
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• 2013

CM시장에서의 경쟁이 심화되고 있는 상황에서 CM기업이 경쟁우위를 점하는 것은 매우 중요한 기업 현안이다. 이를 위해서는 적합한 경쟁전략을 갖추어야 하고 이를 통해 지속적으로 경쟁우위를 확보할 필요가 있다. 본 연구의 목적은 CM시장에서 경쟁우위를 점하기 위해 CM기업들이 중요하게 여기는 경쟁전략요소를 분석하고 이들 경쟁전략요소에서 나타나는 주요 특징과 시사점을 도출하는데 있으며 마이클 포터(Michael Porter)의 경쟁전략모델을 분석방법론으로 활용하였다. 연구 결과, 상위그룹에서는 차별화전략을 중요시 여기는 반면, 하위그룹에서는 집중화전략을 중요시 여기는 것으로 나타났다. 그러나 원가우위전략은 상하위 그룹에서 동일하게 상대적으로 중요도가 낮은 경쟁전략으로 인식되고 있는 것으로 나타났다. 비록 상하위 그룹에 따라 각 경쟁전략요소의 세부적인 순위에는 차이가 있었지만 종합적으로 보면 특화된 CM서비스 제공이 중요한 경쟁전략요소로 인식되고 있었다. CM기업의 경쟁전략요소에 대한 이해는 현재 CM기업들이 중요하게 생각하는 경쟁전략의 방향성과 내용을 파악할 수 있게 하며 향후 자사(自社)의 경쟁전략 수립을 위해 유용하게 활용될 수 있다.

• Asia pacific journal of information systems
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• 제14권4호
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• pp.123-145
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• 2004

This paper empirically and longitudinally examines relationships among corporate strategy, competitive advantage of information technology (CAIT), and organizational performance. This research replicates the research done in 1997 and compares the results to observe any noticeable changes. Research results confirm that information technology provides several traits of strategic advantages such as efficiency, threat, functionality, preemptiveness, and synergy and significantly contributes to corporate performance both in 1997 and 2004. The findings reinforce the accepted belief that alignment between corporate strategy and CAIT is critical for firms to attain sustainable competitive advantage, subsequently enhances corporate performance and competitive position against rivals, potential entrants, substitutes, suppliers, and buyers. Research results of 2004 show stronger relationships among corporate strategy, competitive advantage of information technology, and organizational performance than research results of 1997.

• 한국융합학회논문지
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• 제12권8호
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• pp.257-265
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• 2021

디지털 트랜스포메이션과 경쟁전략에 관한 연구는 활발한 편이지만, 이들 간의 적합성을 고려한 연구나 대안은 아직 미흡한 상황이다. 이에 본 연구는 디지털 트랜스포메이션 추진 유형과 경쟁전략의 혁신성과의 관련성을 규명하고 이를 통해 경쟁전략 수립시 디지털 트랜스포메이션을 어떻게 활용할 것인지에 대한 전략적 시사점과 대안을 제시하고자 하였다. 이를 위해 먼저 본 연구는 문헌 조사를 통해 디지털 트랜스포메이션에 대해 4개 영역 14개 유형을 도출하였다. 그리고 선행 연구와 사례 분석을 통해 파악된 디지털 트랜스포메이션과 경쟁전략의 관련성을 규명한 다음 경쟁전략 수립시 디지털 트랜스포메이션의 효과적 연계 방안 및 경쟁전략과 내부자원의 적합성의 최적화 대안을 제시하였다. 본 연구는 학술적 측면에서 그간의 경쟁전략에 관한 연구를 디지털 트랜스포메이션과의 전략적 적합성 측면에서 접근하여 진일보하게 하고자 했다는 점에서 기여를 하였다. 또한 산업적 측면에서는 디지털 트랜스포메이션을 추진하고자 하는 상황을 슬기롭게 대처해야 하는 기업들의 경쟁 전략적 대응을 보다 적합성 관점에서 체계적으로 시행하도록 지원했다는 점에서 기여를 하였다.