• Journal of Information Management
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• v.22 no.2
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• pp.47-72
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• 1991

This paper purposes to suggest information strategy of banking industry to cope with recent revolutional changes in financial environment. To this end, this examines the status quo and effects of application of information technology to banking services, surverys advance of several foreign financial institutions in the aspects of information system, and proposes direction of application of information technology to banking sphere and information strategy of banking industry to get competitive advantage under present fiercely competitive financial world.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.14 no.23
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• pp.71-100
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• 1991

Investment in FA facilities has been accerelated since 1986, turning point by labor strife in Korea firms. Most commonly adopted automation tech, in their manufacturing process consists of NC. Robotics, PLC, CAD/CAM now on and further confused system oriented FMS, CIM, etcs. undergoing. But for all their remarkable notices in manufacturing systems, The competitive position on product cost, quality, shorten delivery and profit has never been recovered in global swing market. To make some empirical suggestions with a view to competitive strategy of Korea firms by FA, to the conclusion largely FA tech. adoption can be justified only when its application on new product productions and improved the structure of products comparatively. Because of when it was applied in old production process. The effectiveness is very doubtful to the lacks of consistent and integrate manufacturing policy with the strategy of the fim and their poor standardization level in shop floors.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.1
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• pp.52-63
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• 2019

Biased performance implications are common in conducting empirical analysis on leading firms in strategic management field. Venture businesses in which successful and failing firms in the future are mixed in the present could provide a better discriminative result for examining the determinants of performance. We suggest hypotheses on how competitive strategy, CEO characteristics, and their interactions affect firm performance. We examine these hypotheses through empirical analyses on the basis of a survey collected from 387 venture businesses in order to assure the validity of strategic management theories by using more deviated data. Empirical results show that innovative differentiation from competitive strategies affects firm performance and innovativeness and long-term orientation from CEO characteristics affect firm performance. According to the results of the interaction analyses between competitive strategies and CEO characteristics, cost-leadership and marketing differentiation strategies have combination effects with risk taking, innovativeness, and long-term orientation, while innovative differentiation strategy has no combination effects with risk taking, innovativeness, and long-term orientation. We conclude that cost-leadership and marketing differentiation strategies have no direct effect on firm performance but have combination effects with CEO characteristics, while innovative differentiation strategy has direct effect on firm performance but has no combination effect. Our primary contribution is that we test and confirm that the fit between competitive strategies and CEO characteristics are an important consideration to increase firm performance in venture businesses.

• Journal of Information Technology Services
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• v.19 no.1
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• pp.17-35
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• 2020

The Korea government has been pursuing various policies to find a new industrial growth engine based on ICT (Industry and Communication Technology). However, ICT industry recently faces a serious crisis due to a lack of fundamental competitiveness and capital and technological gap with other countries. Accordingly, it is necessary for ICT industry to recognize the rapidly changing competitive business environment and to establish appropriate value-based strategies. This paper analyses factors affecting value-based strategy in the Korean ICT industry using 10 years data set. The result shows that the value-based strategy in the Korean ICT companies has a significant influence on their financial performance. In addition, it is confirmed that the competition level in the industry has a significant moderating effect on this relationship. In addition, when the companies are categorized based on performance, it is confirmed that there is a significant difference in competition level and value-based strategy in each categories. The results of this paper are expected to suggest implications for the effective use of balanced value-based strategies in the ICT industry.

• Journal of Technology Innovation
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• v.4 no.1
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• pp.1-26
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• 1996

Traditional studies of new venture performance have focused on the characteristics of entrepreneurs and have shown conflicting results on the relationship between the characteristics and performance of new ventures. Recently, some researchers have broadened their search to include aspects of the industry and the strategy of new ventures. The purposes of this study are to identify wtrategic archetypes of new ventures based on the taxonomic approach and to explain the differences in new venture characteristics and performance among strategic archetypes. To find the strategic archetypes, 114 new venture CEOs from various industries were asked to describe their ventures' competitive strategy through 19 questionnaire items on competitive methods. Using factor analysis and subsequent cluster analysis, four archetypes were identified such as : versatile type, technology-driven type, market-oriented type, and cost reduction type. The results imply that there exist different types of venture strategy even among new technology-based venture firms in Korea, and show the differences in performance among strategic archetypes: market-oriented type and versatile type are better than cost reduction type in terms of growth rate and profitability. Because the venture strategy in identified as a major determinant of the venture performance in this study, the choice of venture strategy suitable for firm's industrial characteristics and internal resource bases becomes a very strategic decision for firm's sustained growth. Further studies are needed to strengthen some methodological limitations of the study.

• Journal of Korean Academy of Nursing Administration
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• v.4 no.2
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• pp.363-385
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• 1998

The purpose of this study is to investigate the relationship between organizational culture types and organizational effectiveness in the hospitals and to identify the cultural and organizational characteristics of the hospitals with high organizational effectiveness. Data were collected from May 12 to June 14. 1997 through questionnaire taken by 1.118 nurses working in 10 hospitals with more than 800 beds and from annual reports published by the hospitals. The instruments were used for collecting the data: Organizational Culture Questionnatire and Organizational Characteristics Questionnatire developed by the researcher. Mowday's Organizational Commitment Questionnaire. Taylor & Bovver's General Satisfaction Scale. The Results were as follows: 1. The meta culture of the hospital organizations was the conservative culture. 2. There were significant differences of the four organizational cultural types - affiliative culture. innovative culture. conservative culture. task culture among the hospitals(p=.00). 3. The hospital organizations were classified in to three cultural patterns. each of which had similar cultural composition. on the basis of the scores indicating the similarity and difference of the foul' organizational cultural types among the hospitals. The organization of each group represents conservative- dominant culture. innovative-dominant culture and competitive culture. 4. Nurses' organizational commitment and job satisfaction were significantly different among the cultural patterns(p=.00). In other words. the hospitals with innovative-dominant culture showed higher organizational commitment and job satisfaction than ones with conservative-dominant culture and competitive culture. And also. the growth rate of outpatients and inpatients were significantly different among the cultural patterns(p<.05). The hospitals with innovative -dominant culture showed higher growth rate of outpatients and inpatients than ones with conservative-dominant culture and competitive culture. 5. The hospitals with conservative-dominant culture and competitive culture showed higher level of centralization than ones with innovative -dominant culture(p=.00) And the hospitals with competitive and innovative-dominant culture showed higher level of communication than those with conservative-dominant culture(p=.00) Finally. the hospitals with innovative-dominant culture showed higher level of managerial strategy than those with conservative-dominant and competitive culture. among which the latter showed higher level of managerial strategy than the former(p=.00).

• Journal of Korea Society of Industrial Information Systems
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• v.14 no.3
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• pp.76-97
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• 2009

The strategic management process includes the establishment of competitive strategy, its implementation and the measurement of its performance. The sucess of strategic management largely depends on the integration of strategic management process into a managerial tool. This study is on the integration of strategic management process into a managerial tool based on the power process, so that it contributes to strategic success or sustainable competitive advantage of a ￡inn In order to do this, I discussed the principles of the power process, its characteristics, and then suggest their applications to the integration of the strategic management process. According to the results, the power process offers a theoretical and managerial tool which integrates the establishment of competitive strategy with managerial concepts, so that it increases the likelihood of strategic success. Furthermore I discussed the position of the power process approach to competitive advantage in a manner that displays similarities and differences with existing approaches such as industry organizational, resource-based and game theory approach.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.17 no.31
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• pp.81-89
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• 1994

The growth rate and survival of an enterprise depends on strategy capability which is appropriately managing environmental change. An excellent adaptation to the environment of enterprises and proper utilization of their resources make them grow. In addition, the important problem is present on the concentration of restricted industry strategy. By the analysis of industry strategy and the outcome due to functional strategy, this report deals with the creation of competitive advantege of manufacturing company and strategic directions of enterprises.

• Fashion & Textile Research Journal
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• v.14 no.6
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• pp.928-940
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• 2012

The present study aimed to propose the competitive strategy to fashion brand franchise stores by analyzing articles regarding success stores as published in fashion magazines. A total of 91 articles were selected from three fashion magazines and content analysis was applied to extract major factors. Four types of trading areas and eight product types were compared by the major factors. As results, six major factors composing competitive strategy were analyzed such as personal selling, management of sales forces, promotion, customer relationship management, management of store space, and relationship with headquarter. Comparing competitive factors by the types of trading area, management of sales forces and personal selling were crucial for central district and for outlets/interchange district. On the other hand, personal selling and customer relationship management were important for local district while management of store space and personal selling were critical for tenants of the large discount store/shopping mall area. Comparing by product types, personal selling was the most important factor for all product types except young casualwear whereas the second important one was management of sales forces for adult casualwear, womenbbbs wear, and others. For menbbbs wear, sales promotion was the second important one whereas management of store space was the second crucial one for underwear and childrenbbbs clothing. Based on the present study result, it is proposed that competitive strategy of individual fashion brand franchise store should be differently developed because the characteristics of trading area and product type are different and in turn, customers benefit and competition might be different.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.863-871
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• 2021

This study aims to document empirically the mediating role of corporate social responsibility (CSR) on the influence of competitive pressure toward business performance on the batik industry in Central Java, Indonesia. This study also examined the effect of competitive pressure and CSR on business performance of small- and medium-sized enterprises (SMEs) in the batik industry in Central Java. This study used an explanatory quantitative approach. Samples of 254 MSEs in the batik industry have been successfully collected. Hypothesis testing uses SEM-PLS. The results of this study indicate that competitive pressure has a positive and significant effect on the batik MSEs business performance in Central Java. Competitive pressure also has positive direct effect on corporate social responsibility, and CSR has a significant and positive direct effect on business performance. The results of this study have successfully documented empirically that CSR has a mediating role on the relationship of competitive pressure toward business performance in the batik MSEs in Central Java, Indonesia. This study provides a comprehensive understanding of the owners of the batik MSMEs in coping with competitive pressure by using CSR as a strategy to create uniqueness that is difficult to imitate and can create an organizational reputation that eventually can increase business performance.