• The Journal of the Korea Contents Association
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• v.15 no.6
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• pp.547-564
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• 2015

These days, corporations which are eager to improve employees' performance and focus on consistent management highlight core values and core value education. The purpose of this research is to present a case study on the core value education administered by large corporations, to analyze and compare them, and finally present implications for the core value education. For this purpose, 5 large corporations in Korea have been selected. The data was collected from secondary sources and through interviews with the present and former educators in charge of core value education of those corporations. This study found that 5 large corporations commonly considered their core value as a main source of competitiveness and focused on the systematic core value education. But at the same time, each of them chose its own way to educate employees. Their strategies, management methods, and connection to the personnel policy differed in details. 5 large corporations were shown that they reached the level of understanding and empathy, but only 2 large corporations were interviewed as to reach the level of practice. To make core value internalized in the employees' thoughts and acts, it is required to strengthen alliance between core values and work which encourages worker's real practice in their daily lives, to have a diverse curriculum according to the work categories and regions, and to emphasize the connection with other policies especially evaluation policy.

• Journal of Digital Convergence
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• v.11 no.5
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• pp.211-223
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• 2013

In today's rapidly changing business environment, "core value" has been emerging for companies to survive as "going concern" and respond to the conditions of the market environment and prosper together as the uncertainty about the future grows. LG Way states the contents to achieve "Number 1 LG" which is the vision of LG through achieving "Do it the right way and concentrate to what we can do best" which is the LG behavior methods through "value creation for customers" and "management of human dignity" which are LG corporate philosophy. It provides directions of various management activities and institutional development and also provides the foundation of core competencies. the core value provides the future directions in an uncertain business environment and plays an important role in maintaining a continuous going concern through members of the organization and the growth of the organization. Therefore, in order for the core values to be shared among the members of the company, the chief executive officer of the company should present a clearer core value. By conducting continuous monitoring if the members have properly settled, they should be able to conduct going concern by the core value acting as the source of competitive advantage of the company.

• Journal of the Korea Society of Computer and Information
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• v.17 no.4
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• pp.155-161
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• 2012

The purpose of this paper is to analyze the structural relationship of the impact on the business performance when it pursues resource based production strategies, nurtures core competency, develops core product lines and innovate its business models as part of a strategy of value innovation and to validate how the nurturing core competency can have an impact on the execution of the value innovation strategies. This paper confirms that there is a structural relationship, which is logically and conceptually valid, among the core competence, value innovation strategies and business performance of manufacturing companies. In order to maximize the business performance which is the eventual objective of a company, it must strategically nurture its core competence, which will be a main driver of the future competitiveness and diversify its management based on the value innovation strategies.

• The Journal of Korean Academy of Prosthodontics
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• v.37 no.6
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• pp.756-766
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• 1999

This study was performed to evaluate effect on color and opacity of 3 different copy-milled In-Ceram cores by glass infiltration and porcelain veneering. Color was evaluated by the $CIEL^*a^*b^*$ readings were recorded with a Colorimeter, Color difference value(${\Delta}E^*_{ab}$) was calculated and opacity was represented by the contrast ratio. The variance of each color parameter ($L^*,\;a^*,\;b^*$), color difference value, and opacity change after glass-infiltrated and after veneered with porcelain was compared. Three experimental groups were fabricated as follows. Group 1 (Alumina core) 15 Alumina blanks was infiltrated with originally marketed glass (A1) and veneered with porcelain(A1) Group 2 (modified Alumina core) : 15 Alumina blanks was infiltrated with its associated glass(S11) and veneered with porcelain(A1) Group 3 (Spinell core) : 15 Spinell blanks was infiltrated with originally developed glass(S11) and veneered with porcelain(A1). The results were as follows: 1. After glass infiltration, $L^*$ value showed decrease, $a^*$ value showed decrease only group 1(p<0.001) and $b^*$ value showed increase on group 1, increase on group 2, 3(p<0.001). 2. After porcelain veneering, $L^*$ value showed decrease(p<0.001), $a^*$ value showed increase on group 1, decrease on group 2(p<0.05) and $b^*$ value showed decrease on group 1, increase on group 2, 3 (p<0.001). 3. ${\Delta}E^*_{ab}$ between before and after glass infiltration was more than 13.77, and between after glass infiltration and after porcelain veneering more than 19.63. 4. After glass infiltration and porcelain veneering, Alumina showed the lowest $L^*,\;a^*$ value and highest $b^*$ value among 3 different groups (p<0.05). ${\Delta}E^*_{ab}$ between group 1-2, 1-3 was higher than that of group 2-3. 5. After glass infiltration, opacity showed decrease, Group 1 had the highest opacity(p<0.05), but no significant differences between group 2 and 3. Above results suggest that glass infiltration and porcelain veneering effects on color and opacity of In-Ceram core, and that modified In-Ceram Alumina uses single crowns or bridges like In-Ceram Spinell.

• Journal of Fisheries and Marine Sciences Education
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• v.24 no.2
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• pp.180-202
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• 2012

The purpose of this study was to extract an u-PBL support system core value and design strategy based upon field experience learning. To accomplish this the study, first of all, analyzed the core values, design strategy which was selected after needs analysis and literature review of theories and cases regarding the PBL, e-PBL, blended-PBL, Field experience learning based on ubiquitous environment, and learning model based on ubiquitous technology. This study identified the three core values as; systemic support for instructional activity, just in time support for instructional activity and support for interaction facilitation. As further research areas, it might be useful to develop u-PBL instructional support system based upon the model designed from this study. Also, research concerning the verification of the model based upon implementation of the program case might be necessary.

• Journal of Science Education
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• v.44 no.3
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• pp.318-330
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• 2020

This study has been conducted to identify the types and longitudinal changes in the career values of students in science core school. Data collected from 174 students in science core school were analyzed using 11 career value items. First, this study found that there are three types of career value shown in students in science core schools. Second, the career value of students in science core school did not differ by their track. Third, many students of science core high schools have little or no change in their career value values depending on the time of collecting data. However, some students show rapidly changing career values. These findings suggest the need for individualized career education based on the changing trend of students' career values.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.3
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• pp.967-976
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• 2021

This study aimed to investigate the mechanism by which service companies transfer their services overseas and create new value while interacting with local characteristics. A narrative analysis method was used in a case study of Ajisen Ramen, a Japanese service company that created a Japanese-style ramen restaurant, which experienced rapid growth in China. This study analyzed the restaurant as global service innovation and constructed a causal mechanism to explain the resulting rapid growth. In the pre-entry stage, the tangible value source core service facilitated its successful overseas transfer. In the post-entry stage, value source core service standardization and value sharing were interrelated and locally accepted factors. Knowledge of the local characteristics influenced the local storefront format that allowed contact with local customers. This local front format made it possible to offer local customers new value. The global service innovation mechanism developed through this study reflects a causal diagram that correlated the theoretical concepts of these events.

• The Journal of Korean Academy of Prosthodontics
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• v.44 no.1
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• pp.10-19
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• 2006

Statement of problem : The various kinds of properties of post and core may affect the stress distribution to the root of endodontically treated teeth Purpose: To evaluate the influence of various kinds of properties of post and core to the stress distribution to the root of endodontically treated teeth. Material and methods: Mandibular first premolar, prepared by general shape of post and core with gold crown, was used to two dimensional axisymmetric modeling for finite element analysis. Then property values of 8 different kinds of post and core was substituted for each. Finally, stress distribution shown areas around the root of post and core was analysed after applying 50N of vortical and oblique load. Results: 1. Stress value of oblique load was much higher than the maximum stress value of vertical load. 2. Under oblique load, very concentrated stress was located on post periapical area and variations in stress were very severe. Contrary to this, stress distribution was relatively uniform in vertical load. 3. Post materials with higher elastic modulus showed relatively more apically focused stress, and post materials with lower elastic modulus showed stress focused on cervical area on the axial wall of post. 4. Stress change according to the properties of core was shown only in the cervical area of post and below core as the higher elastic modulus, then increased in stress. 5. Post and core with medium value of elastic modulus showed relatively uniform stress distribution. Conclusions: Post materials with higher elastic modulus showed relatively more apically focused stress, and post materials with lower elastic modulus showed stress focused on cervical area on the axial wall of post. Stress change according to the properties of core was shown only in the cervical area of post and below core.

• Journal of the Korean Society of Clothing and Textiles
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• v.37 no.4
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• pp.467-481
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• 2013

The study examined the main effect of the reward channel and reward time of customer loyalty programs for on-offline shopping channels; in addition, it investigated the interaction effect of the reward channels and merchandise as well as the interaction effect of the reward time and merchandise. An online apparel shopping web experiment was conducted with a 2 (reward channel: online channel reward vs. offline channel reward) ${\times}2$ (reward time: immediate vs. delayed) ${\times}2$ (merchandise: online channel product vs. offline channel products) between-subject factorial design. An online shopping channel was considered the core-shopping channel and a department store was considered the cross-shopping channel. Loyalty program value, core-channel loyalty and cross-channel loyalty were measured as dependent variables. A total of 845 shoppers (who had experiences in shopping in both channels) participated in the experiment. The results of the study revealed (1) the main effect of the reward channel on loyalty program value, core-channel loyalty and cross-channel loyalty [online>offline channel rewards], (2) the main effect of reward time on loyalty program value, core-channel loyalty and cross-channel loyalty [immediate>delayed reward], and (3) the interaction effect of the reward channel and merchandise on loyalty program value, core-channel loyalty, and cross-channel loyalty. (4) Finally the study found that loyalty program value affected cross-channel loyalty indirectly through core-channel loyalty. This study suggested diverse theoretical and managerial implications for multi-channel retailers.

• Safety and Health at Work
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• v.4 no.4
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• pp.187-196
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• 2013

Background: Health, safety, and well-being (HSW) at work represent important values in themselves. It seems, however, that other values can contribute to HSW. This is to some extent reflected in the scientific literature in the attention paid to values like trust or justice. However, an overview of what values are important for HSW was not available. Our central research question was: what organizational values are supportive of health, safety, and well-being at work? Methods: The literature was explored via the snowball approach to identify values and value-laden factors that support HSW. Twenty-nine factors were identified as relevant, including synonyms. In the next step, these were clustered around seven core values. Finally, these core values were structured into three main clusters. Results: The first value cluster is characterized by a positive attitude toward people and their "being"; it comprises the core values of interconnectedness, participation, and trust. The second value cluster is relevant for the organizational and individual "doing", for actions planned or undertaken, and comprises justice and responsibility. The third value cluster is relevant for "becoming" and is characterized by the alignment of personal and organizational development; it comprises the values of growth and resilience. Conclusion: The three clusters of core values identified can be regarded as "basic value assumptions" that underlie both organizational culture and prevention culture. The core values identified form a natural and perhaps necessary aspect of a prevention culture, complementary to the focus on rational and informed behavior when dealing with HSW risks.