• Knowledge Management Research
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• v.18 no.3
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• pp.1-35
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• 2017

This study conducted comparative study on autonomous car's industry policy and corporate strategy of US, China, Germany, Japan and Korea. By analyzing core technologies and industry paradigm shifts of autonomous car industry, I was able to figure out autonomous car has high potential to be dominant transportation in the future and it is important to construct core competency in technology area. The meaningful findings by analyzing various primary and secondary data are as followings: First, in case of US, Google was leading autonomous car industry by developing its own OS and Platform. US government has been actively supporting and interacting with private firms and Universities for stimulating industry/technology convergence and establishing standard. Second, in case of Germany, autonomous car development was leading by several auto makers such as Mercedes, BMW in Hardware and manufacturing area, and German government was focusing on deregulations for private company. Third, in case of Japan which quite similar with German situation, they were both independently developing technology and expanding alliances with MNCs. And Japanese government was supporting triple helix system construction between local companies and universities. Fourth, in case of China, autonomous car industry was leading by IT companies, and various cooperations between IT companies and automakers were established. Chinese government was regulating foreign companies and supporting domestic companies both in market and technologies Last, in Korean case, the active and extensive alliances were lacking in Korean companies while strategic and strong government supports were missing in public sector. For competing with other countries and players, more active collaboration between different countries and strong policy supports are needed in Korean auto industry.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.2
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• pp.672-677
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• 2016

This study examined the relative industry competence of Kyunggi regional area. The LQ index was applied to estimate the competence of 11 culture contents. In the case of the amount of revenue, cartoon, characters, knowledge information, and publishing showed a relative high competence over LQ 1.0. Regarding the number of companies, cartoon, music, game, character, and knowledge information showed LQ of more than 1.0. The criteria of the number of employees indicated publishing, cartoon, game, character industry to be significant. The common LQ index result of 3 criteria suggested cartoon and character industry to be influential. This indicates that the flow among knowledge, information and person in a regional industry cluster are most important for promoting industry core competence.

• Journal of Digital Convergence
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• v.8 no.4
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• pp.35-46
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• 2010

Since the major requisite of software production is manpower, the core element of the competitive power of software is also manpower. However, economic treatments and social status of software manpower are in a very unsatisfactory situation. While Korean government has been continuing to drive the policy to foster the local software industry, the most cultivating policies of software industry are adjusted to the focus to create the local market in software field, reinforce the global competitive power, and intensify the competitive basis of small and medium size business organizations. So it is true that manpower which is key players and core elements of the software industry, have been shunned by the government policy. The purpose of this study is to initiate the necessity of the policy for technical manpower in the software industry and to suggest a policy program to uplift the treatment of them. To achieve this purpose, this paper will analyze the structural relation between variables about software policy and suggest policy programs to improve the treatment of manpower in the software field.

• Culinary science and hospitality research
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• v.8 no.3
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• pp.123-146
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• 2002

Outsourcing is procuring of outside resources, other than core resources for core competence, by a contract, from which a corporate can focus its core resources on core business. The outsourcing strategies of Korea tourist hotel business are in a rudimentary stage, which has been limited in simple work areas such as housekeeping services, room maid services, parking control services, security services, janitor services, laundry services, facility management, shuttle bus services, and sterilization services and their purposes are mainly to retrench a burden of employment or firm-fixed expenses. Therefore, the outsourcing strategies of Korea tourist hotel business have the following problems. First, their outsourcing has introduced only for the purpose of retrenching expenses. Second, it tends to deteriorate service quality, due to lack of pre-training. Third, it tends to concentrate their attentions only on simple repetition works. Fourth, their outsourcing is slow adjusted to the needs of business cultures. Outsourcing services in Korea tourist hotel business have never contributed to their basic concepts such as 1) maintenance or enhancement of core competences, 2) promotion of business efficiency through service quality improvement and expense retrenchment, and 3) achievement or enhancement of competitive advantage through enlarging their specialties, cultivating their market, learning new knowledge, and developing their asset. Therefore, this study is to insist on fife necessity of overcoming simple repetitive service outsourcing in tourist hotel business. In order to build a core competence and/or achieve a competitive advantage, the scopes of outsourcing services should be enlarged in Korea tourist hotel business.

• Journal of the Korean Society for Precision Engineering
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• v.33 no.11
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• pp.893-898
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• 2016

Plastic array lens are cheap to manufacture; however, plastic is not resistant to high temperatures and moisture. Optical glass represents a better solution but is a more-expensive alternative. Glass array lens can be produced using lithography or precision-molding techniques. The lithography process is commonly used, for instance, in the semiconductor industry; however, the manufacturing costs are high, the processing time is quite long, and spherical aberration is a problem. To obtain high-order aspherical shapes, mold-core manufacturing is conducted through ultra-precision grinding machining. In this paper, a $4{\times}1$ mold core was manufactured using an ultra-precision machine with a jig for the injection molding of an aspherical array lens. The machined mold core was measured using the Form TalySurf PGI 2+ contact-stylus profilometer. The measurement data of the mold core are suitable for the design criterion of below 0.5 um.

• Journal of Information Technology Applications and Management
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• v.12 no.3
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• pp.81-96
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• 2005

ASP (Application service provider) as a new type of information systems service has been popular recently and has taken a much attention of information systems professionals and researchers. One stream of the research on ASP performed by IS community dealt with utilization and benefits of ASP systems use. The other researchers argue the importance of ASP vendors' capability to provide users with appropriate services. Kern, Lacity and Willcock (2002) summarized the components of core competency of service providers based on their extensive case studies on application service providers. Also, Levina and Ross (2003) developed a value delivery process of application service Providers in their case study This study is developing Prepositions and an empirical model based on the theory of core competency from strategic management study. The dimension of core competency is composed of management competency, technical service competency and customer service competency. Each dimension is made up of competency items derived from previous studies and adapted by professionals in ASP industry. The validity of the dimensions and items in each dimension has been checked with factor analytic method for empirical test. The core competency dimensions are correlated with performance factors of application service providers including growth of revenue, asset and customer base.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.1
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• pp.269-284
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• 2020

This study explored the core management competencies of ventures formed by the entrepreneur's incubator organization and startup experience in the biomedical industry in Korea. An in-depth interview was conducted with 13 entrepreneurs of biomedical ventures. Based on the previous literature, the core management competencies of the ventures, which are influenced by the incubator organization and startup experience, are classified into 'technical competency', 'organization management competency', 'network competency' and 'market pioneering competency'. Analysis of the in-depth interview has revealed 18 factors influencing the formation of the core management competencies of ventures. Qualitative factors that were not addressed by the previous empirical studies were identified in this study. These include 'confidence in technology development', 'way of performing R&D', 'organizational culture' etc. This study is characterized by its scarcity as a qualitative study that deals with the entrepreneurs' prior experience. In addition, this study categorize the core management competencies which are formed by entrepreneurs' incubator organization and startup experience as four factors. This result is expected to be useful in future research.

• Journal of Korea Technical Association of The Pulp and Paper Industry
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• v.41 no.5
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• pp.15-19
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• 2009

Ammonia soaking treatment was introduced for hemp woody core pretreatment to increase enzymatic saccharification of polysaccharides. Portions of the xylan, cellulose, and lignin were removed by aqueous ammonia soaking, which improved the enzymatic saccharification of cellulose and xylan. Following ammonia soaking, 37% ($50^{\circ}C$-6 day treatment) to 61% ($90^{\circ}C$-16 h treatment) of the cellulose was converted to glucose and 33% ($50^{\circ}C$-6 day treatment) to 48% ($90^{\circ}C$-16 h treatment) of the xylan to xylose. Cellulose responded better to enzymatic saccharification than did xylan after the ammonia soaking treatment. Aqueous ammonia soaking pretreatment was more effective than electron beam irradiation for increasing enzymatic saccharification of xylan and cellulose in hemp woody core.

• Journal of Digital Convergence
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• v.7 no.3
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• pp.35-47
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• 2009

The IS project is getting more and more complicated and large-scaled. Many researchers and practitioners are interested in the IS development methodologies, automated tools and techniques, TQM to decrease project failure, and to increase IS performance. But, in spite of such various efforts, the latest Standish Group's research indicates that the project scale is bulkier than $1{\sim}2$ year ago and IS development project's batting average falls from 34% to 28% at the same time, proceeded project is increased, and project discharged arrives to $15%{\sim}18%$. According to a research, success possibility increased by 37% after a year of PMO introduction, and increased sharply by 62% after 2 years and by 65% after S years. This research has a goal to survey how the PMO function and operation type affect the IS project performance in the financial industry. I determine nine independent variables and three dependent variables from previous researches. The results of this study are that the four core functions of PMO have relationship with project performance. But, technical support function does not relate with organization performance. Among the four core PMO operation types, three types have an effect on the IS project performance except the perfectionist type.

• Journal of Korean Society for Quality Management
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• v.44 no.1
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• pp.181-198
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• 2016

Purpose: This paper explores the various ways of promoting innovative activities adopted by the companies for raising their competitive positions among the industry based on the previous studies. Methods: A number of successful and mediocre cases of industries were reviewed carefully, and then the customized innovative model was established. Key categories and core elements were first identified for establishing progressive corporate culture and validated with the case of a company with multiple business areas. Results: The key categories were identified as strategic, systematic, human resources, and cultural aspects. The resulting core elements were consistent with those of the case company. Conclusion: Analyzing diverse product groups and companies with different organization culture, the key categories and core elements were derived and validated for companies to win the competitive position in the industry.