• Asia Marketing Journal
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• v.24 no.3
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• pp.109-120
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• 2022

The COVID-19 lockdown has had an unprecedented impact on people in various ways. This study evaluates the effect of lockdown repeal from both marketing and public-policy perspectives. Combining the Bayesian multilevel model with the difference-in-differences design, we find that a lockdown repeal has had a negative impact on socialization. Furthermore, the results show that those who have a low level of risk perception are less affected by lockdown repeal. Also, the negative effect of lockdown repeal varies depending on past socialization behaviors; that is, the lockdown-repeal effect is attenuated for those who socialized more than others in the past. Our findings contribute to the intersection of public policy and marketing literature and provide both academic and practical implications.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.31 no.3
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• pp.10-16
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• 2023

Demand for air travel, which shrank sharply following the outbreak of the COVID-19, has recently recovered up to 80% before the spreading pandemic. As a result, the number of passengers are rapidly increasing again. However, financial difficulties and lack of skilled workers in the aftermath of a long-term recession and pandemic lead to a decrease in aviation safety awareness which is fundamental for safety culture. Consequently, this hazard can act as a potential risk factor for the global aviation industry preparing for a new leap forward in the post-pandemic era. Therefore, this study analyzed and defined the four key elements of aviation safety awareness; attitude, belief, perception, and value. Based on this analysis, this study combined the four key elements into the P-D-C-A cycle to derive what top management, middle managers, and workers should each do to continuously improve the positive safety culture.

• Quality Improvement in Health Care
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• v.30 no.1
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• pp.55-75
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• 2024

Purpose: This study aimed to elucidate the intention to use non-face-to-face treatment, which was temporarily allowed during the coronavirus disease 2019 pandemic. Based on the social cognitive theory, individual behavioral changes occur through the dynamic interaction of individual, environmental, and behavioral factors. Thus, we investigated the impact of personal, environmental, and behavioral factors on the acceptance of non-face-to-face treatment. Methods: A Web survey was conducted using Korea Research Panel between December 26 and 29, 2022, to examine the conceptual framework. The survey targeted adults aged 19 and older, regardless of whether they had used non-face-to-face treatment. A total of 502 responses were collected. Further, a three-step hierarchical regression analysis was conducted using SPSS Windows software version 25.0. Results: The study showed that 131 out of 502 respondents had experience using non-face-to-face treatment, while 371 did not. The factors that influenced the intention to accept non-face-to-face treatment included the general characteristics of the participants (women, underlying disease), personal factors (usefulness, cost savings, knowledge), and environmental factors (social norms, trust, perceived risk). The model demonstrated an explanatory power of 65%. Conclusion: The results of this study directly show that intention is linked to behavior through the interaction between personal and environmental factors. Further research is needed to explore additional factors influencing the intention to accept non-face-to-face treatment, enabling its effective use in preventing and treating various diseases, including infectious diseases.

• Journal of Korea Trade
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• v.25 no.3
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• pp.21-47
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• 2021

Purpose - Offshoring has emerged as one of the major trends in international trade and has become one of the strategies for achieving competitiveness in the global market. In spite of this, the expected gains of offshoring can be offset by hidden costs and risks, such as those associated with the COVID-19 pandemic, the trade war between the USA and China, and the ongoing trade dispute between Korea and Japan. To obviate such business failure and prevent critical business blunders, offshoring strategies that efficiently consider both risk elements and potential wealth creation are urgently need. The first purpose of this study is to contribute to the development of more advanced offshoring strategies to help host countries select the best locations to manage supply chain risks and create unique value. The second purpose is to specifically analyze the current status of Korea and provide Korean companies with implications to be considered when deciding whether to offshore or re-shore. Design/methodology - A Network DEA model was applied to measure the comparative location efficiency of national competencies for offshoring strategy from perspectives of wealth creation opportunities (profitability and marketability) and supply chain risk management. The location efficiencies are compared among a total 70 countries selected from the Global Competitiveness Index (GCI) and globally attractive locations outlined by Kearney (2017). For the secondary analysis of efficiency, a t-test examining the nature of competitive advantage and the level of sophistication in production processes was implemented in three divisions. We then analyzed differences in offshoring performance in terms of the identified national traits. Moreover, Tobit regression analysis is conducted to investigate the correlation between value-added business activities and each divisional efficiency, seeking to determine how each degree of value-added business activity influences the increase in offshoring productivity. Findings - Regarding overall location efficiency for offshoring performance, only the USA and Italy were identified as being efficient as host countries for offshoring, under circumstances of advanced development, such as productivity and risk management. Korea ranks 13th among 70 countries. The determinants of national competitiveness depend on national traits (the nature of competitive advantage and business sophistication). Countries with labor/resource advantages and labor-intensive industries are more competitive in terms of marketability than others. In contrast, countries with strong technology-intensive industries benefit offshoring companies, particularly in the technology sector, with the added advantage of supply chain risk management. As the perception of a value chain is broader in a country, it can achieve both production sophistication and competitive advantages such as marketability and SCRM. Originality/value - Existing studies focus on offshoring effectiveness from a company perspective. This paper contributes to comparing country efficiency in producing core competencies related to an offshoring strategy and also segments countries into three performance-based considerations associated with the global offshoring market. It also details Korea's position as an offshoring location according to national efficiency and competency.

• Journal of Service Research and Studies
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• v.10 no.3
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• pp.81-101
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• 2020

Humanity has reached the age of service economy. A new economy requires new management. The chief executive of new management is the CEO. The results of management decision-making are reflected in the company's performance, and are the basis for future growth engines. This study empirically analyzed the effect of CEO competence, corporate orientation, and management performance of small and medium-sized mid-sized business managers on each other. In the study, a hypothesis was established between eight variables. In addition, the relationship between corporate orientation and CEO competency, which has not been studied, was also identified. Set personal effectiveness, willingness to innovate, opportunity recognition, information perception, relationship formation, business management, leadership, organizational culture, and human resource management as measures of CEO competency. After defining the operation in accordance with this study, the analysis was conducted. As a result of the analysis, corporate orientation did not produce a meaningful result in management performance. And CEO competency showed a positive (+) effect on management performance. It can be judged that the CEO variable, a management variable, had a positive effect on management performance. Also, there was a significant result in the relationship between corporate orientation and CEO competency. Innovativeness, initiative, and risk-taking have positive implications for CEO competency. Lastly, corporate orientation showed statistically significant results on management performance through the mediation of CEO competency. It is worth noting the results of this study in that the time of the study was the timing of the global pandemic (fendermic) of the COVID19 virus. In the future, in-depth research is needed on the relationship between CEO-related factors and management performance in a more changed economic environment.