• Proceedings of the Korea Society of Design Studies Conference
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• 2004.10a
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• pp.52-53
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• 2004

• The Journal of Asian Finance, Economics and Business
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• v.9 no.10
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• pp.73-83
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• 2022

On the underpinning theory of the Resource Based Theory, this research examines the impact of corporate social responsibility and green marketing strategy on business performance with the moderating role balanced scorecard. Corporate social responsibility concentrates on related to government, the environment, customers, and employees. Green marketing strategy concentrates on approaches in terms of green products, green prices, green places, and green promotion. Business performance is measured by groups of indicators financial, and non-financial. The moderating role balanced the scorecard at the financial, customer, process, learning, and growth level. Research results with survey data from 419 managers at different food enterprises in Ho Chi Minh City processed through the structural analysis method, showed that corporate social responsibility has the strongest positive impact on business performance, followed by the green marketing strategy as the second strong positive impact on the business performance and results also showed that the balanced scorecard moderating role increases the level of the strong positive impact of the above relationship. Besides, it also showed the difference in the demographic control variables. Based on the findings, some implications are drawn to help the managers of enterprises improve the moderating role balanced scorecard when implementing corporate social responsibility and green marketing strategies thereby contributing to increasing business performance.

• Journal of Digital Convergence
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• v.18 no.5
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• pp.145-155
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• 2020

The purpose of this study investigates the relationship between business strategy and cost behavior according to the corporate life cycle. To do so, I first examine the relationship between cost behavior and business strategy. And then, I analyze the effect of the business strategy on cost behavior conditional upon corporate life cycle based on listed Korean firms from 2000 to 2019. Specifically, the business strategy index is calculated by using the six continuous financial factors and the Prospector and Defender was defined on the score. Also, the corporate life cycle is distinguished based on the cash flow pattern. I find the evidence that the Prospector firms are likely to strengthen the asymmetry of cost behavior (cost stickiness), and examined that such a relationship was most strongly represented in the Introduction. This study is meaningful in that this is a more comprehensive analysis by examining business strategy and cost strategy according to the corporate life cycle and expand the application of financial information by using financial indicators to distinguish business strategies.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.571-575
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• 2007

With intensive competition due to the limited growth of the domestic construction market volume and the opening and construction boom of international construction market, construction firms register to grope strategy of enterprise dimension for improvement such as entry extension of domestic construction market order corporate strategy and international construction market. In this research, influence factors of corporate strategy are extracted and their interrelationships are presented in the domain of change of external environment with the internal and external market system, construction enterprise's internal capacity and corporate strategy, government and the internal and external market. The result of this research will be used for quantitative analysis through system dynamics simulation and basic data of model effectiveness verification through actuality domestic construction enterprise's case study, and can be used to basic data of new corporate strategy establishment because construction enterprise forecasts effect hereafter establishing corporate strategy in construction environment that change rapidly.

• Journal of the Korea Convergence Society
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• v.13 no.4
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• pp.397-407
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• 2022

This study examines the effect of deviant strategies on corporate value and future performance by departing from the same strategy as other firms in the same industry. Business strategy affects the development and growth potential of a firm and becomes an important factor in determining future performance and corporate value. Business strategies differ according to industrial characteristics, and a firm that implements a heterogeneous strategy within the same industry may have different future performance or corporate value compared to other firms. This study analyzed listed firms from 2011 to 2019 in order to verify the effect of strategic deviation on the relationship between future performance or corporate value. The analysis results are as follows. First, strategic deviation was found to have a positive (+) effect on corporate value, but it was found to have a negative (-) effect on future performance and also affect the persistence of performance. These results are meaningful in examining the effect of strategic deviation on corporate value or future performance and performance persistence by classifying strategies in prior studies and expanding the results that the type of strategy affects corporate value and future performance.

• International Commerce and Information Review
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• v.1 no.1
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• pp.3-24
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• 2008

This paper examines the corporate parent effect on the diversification strategies of triad and Asian subsidiaries in the ASEAN region. I find that triad subsidiaries tend to participate in high technology intensive industries, and are more likely to diversify. In addition, I also find that the subsidiary diversification strategy is significantly affected by the number of affiliations under the same corporate parent that perform the same or different activities in the region. These results shed light on the influence of corporate parent on subsidiary-level strategy and the role of the subsidiary within an economically integrated region. Various implications are discussed.

• The Journal of the Korea Contents Association
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• v.8 no.2
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• pp.182-194
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• 2008

Corporate managers look at IT outsourcing as long-term strategic choices not as short-term tactical ones, and maximizing the effect that IT outsourcing brings about is the main concern to them. Emerging different types of IT outsourcing and their effects on the corporate business decisions necessitate the research on this subject. According to previous researches, the Intent for IT outsourcing is categorized as IS Improvement, Business Impact, and Commercial Exploitation. The decison factors for these IT outsourcing include corporate strategy types, IT role, and interaction between these two. Firm size and IT maturity are selected as moderating factors to add the credibility to the research of the effect of IT outsourcing decision making. Analyzing collected data revealed that corporate strategy rather than IT role is more significant factor affecting the intent for IT outsourcing decision. Defenders(as in corporate strategy types) tend to use IT outsourcing more as a means to improve information systems, compared to analyzers and reactors. Prospectors tend to use IT outsourcing more as a commercial exploitation, compared to analyzers and reactors. These outcomes prove that corporate strategy characteristics reflect outsourcing intent. There were previous researches that showed outsourcing decision depends on IT role, however the hypothesis was rejected that IT role determines outsourcing intent. It was also rejected that the interaction between corporate strategy types and IT role determines outsourcing intent. Corporate decision makers should first analyze corporate strategy, and reflect it on the outsourcing intent when they make IT outsourcing decisions. Only the precise defining of IT outsourcing intent will lower the risk and increase the possibility of success.

• The Journal of Information Technology
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• v.4 no.2
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• pp.51-68
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• 2001

This study integrates personality trait theory to empirically Investigate the corporate strategy in Korean venture firms. This study predicts that type A/B, locus of control(internal/external), and risk-taking/avoiding will be positively associated with corporate strategy selection. Corporate strategy selection consists of aggressive entry strategy and defensive niche market strategy. Data obtained from a survey of 87 venture business firms is used to construct final variable measures and test the hypothesized relationships. The statistical result shows that type A, internal, and risk-taking CEOs positively associated with aggressive entry strategy, and type B, external, and risk-avoiding CEOs positively associated with defensive niche market strategy. Additional analysis(multiple regression model) to test relatively importance of independents is used.

• Journal of Service Research and Studies
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• v.6 no.2
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• pp.133-151
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• 2016

The purposes of this research are to empirically examine (1) the impact of application of IT in IT industry which is the main engine for creative economy, (2) the relationship between application of IT and corporate strategy, and (3) the influence of corporate strategy on application of IT and employment. To achieve the purpose of research, we conducted a survey on 187 CIOs in october 2013. Research findings confirm that application of IT provides competitive advantages such as efficiency, threat, functionality, attack, and integration and these traits of IT significantly contribute to employment. And research results show that the moderating effects of corporate strategy on the relationship between application of IT and employment are different depending upon the type of corporate strategy. Thus firms in IT industry should consider traits of IT more seriously when they establish corporate strategy.

• Korean Management Science Review
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• v.12 no.2
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• pp.1-14
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• 1995

Recently Korean textile industry has been in the phase that requires its strategy change from the less-develped country style of the labor-intensive products to the developed country style of the technology-intensive products. It needs to make more efforts to develop the value-added products to meet the customer's various needs. In addition, development of technology, equipment, and design is required to implement its corporate strategy successfully. Although Korean textile companies have currently kept skillful labor and advanced equipments, they are losing their share in the international textile markets. This is mainly because corporate management has not been involved with efficient strategy. Strategy is an adoption of a company to environment by its corporate members, thus leading to the requirement of coordination of the main functions such as manufacturing and marketing. In fact, the coordination of the two departments toward reaching the corporate goal is not easy since the two are interested in different areas, respectively. Manufacturing people show their interests in production capacity, equipment layout, process technology, quality, purchasing, and labor while marketing people, target customer, product mix, advertisement, product specification, and customer service. For this reason, conflicts sometimes happen between the two departments. There are, however, many area that need a horizontal cooperation, for instance, in layout, process technology, product mix, and potential demand. Therefore, reciprocal coordination is necessary for achieving the firm's common objectives. This study was concerned with determining the factors that enhance the competitiveness of textile firms so that they could reach the common goal of the two departments with a horizontal collaboration.