• The Journal of Fisheries Business Administration
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• v.33 no.2
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• pp.99-125
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• 2002

Fisheries cooperative requires dual characteristics in performing its original function. Economic characteristic as an business enterprise and democratic characteristic as cooperative entity need to complete its objectives and survive in the complex rapidly-changing environment. After IMF crisis, fisheries cooperative received enormous government's financial support and credit-business department is perfectly under government's control. Regional fisheries cooperative also faces business failure, therefore pure cooperative movement can't save the fisheries cooperative. Economic characteristic as an business enterprise is more emphasized than democratic characteristic as cooperative entity in recent years. The theory of corporate ownership and governance can be applied to explain the ownership and governance of fisheries cooperative because fisheries cooperative is now similar to an business enterprise. During the IMF crisis the board, the auditors and the minority shareholders in business enterprise were revealed to be powerless against the mighty influence of controlling shareholders. Unconstrained discretion exercised by those controlling shareholders not only led to the firms'insolvency, but also brought down the country's financial system. During the past few years, Korea has experienced many institutional changes regarding its corporate governance structure. The introduction of outside directors, the strengthening of minority shareholders' rights, and enhanced accounting transparency are achieved to improve the efficiency of economic system. Investors, including institutional and individual, also seem to be more aware of governance issues now. Credit-business department of fisheries cooperative is recommended to introduce the institutions same as the case of the corporate governance structure. Fisheries cooperative except economic and credit-business department requires other prescriptions because it is emphasized as democratic cooperative entity. But we should be careful to interpret the ownership and governance structure because they are products of nations, eras and organizations.

• The Journal of Fisheries Business Administration
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• v.36 no.3 s.69
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• pp.37-63
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• 2005

According to the Fisheries Cooperative Law, the Fisheries Cooperative has made a substantial contribution to the development of Korea's fisheries industry amid the nation's rapid economic growth and drastic social changes since its establishment in April 1st 1962, It is, however, generally believed that the cooperative has made a poor performance in improving its business constitution. Therefore, the reform of its board of director system is one of the ways to strengthen the constitution. For the purpose of making the board of director system to operate rationally, this dissertation is divided into five chapters. Chapter I provides an overview of this study, such as research background and objectives. Chapter II focuses on the Fisheries Cooperative's board of director: its function, composition, and election. Chapter III analyzes the responses of the Fisheries cooperatives to questionnaires about the board of director system, and subsequently presents the causes and the meaning of the analysis results. Chapter IV deals with the various ways to improve the Fisheries Cooperative's board of director system, including director and cooperative governance. Finally, Chapter V draws a conclusion of this study. The independent function of the Cooperative's board of director and responsible directorship is one of the most important factors which can prevent the Cooperative from insolvency. Unlike the past, not only it has become difficult to keep the Cooperative's business under the government's support, but also the Cooperative itself is now facing a situation where the support from the government cannot be expected. This ist he reason why the Cooperative should manage itself autonomously, workout its organization, and respond to the current situation with a renovativemanagement and business strategy. Therefore, a rational operation of the board of director is urgently needed.

• The Journal of Fisheries Business Administration
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• v.44 no.3
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• pp.1-14
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• 2013

This study considers an approach for subregional fisheries organization in Northeast Asia. The fishery resources in the Northeast Asian waters surrounding Korea are among the most productive in the world because of their extremely high biological productivity and the natural features of the sea. However, the fishery resources of the region have long been subject to heavy fishing pressures, and many stocks are now believed to be seriously depleted or even in danger of extinction because of overfishing. To move to a run sustainable fishery in Northeast Asia waters area, cooperative fisheries management between Korea, China and Japan for common resource is probably necessary. Cooperative fisheries management is likely to be more effective in fishery resources management than individual fisheries management by countries. The effects of fisheries management by regional cooperation can be divided into resource management and economical performance. Cooperative fisheries management as RFO will bring satisfactory results. Currently these jurisdictional extensions and resulting disputes over maritime space and resources were thrust upon an already transitional and unstable political environment. However, They have to have a strategic approach for RFO establishment step by step. Cooperative fisheries management using the RFO can mitigate these disputes, and cooperative bilateral fisheries arrangements have been proliferating over the past 10 years and may provide the basis for possible trust-building multilateral agreements.

• Journal of Fisheries and Marine Sciences Education
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• v.25 no.2
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• pp.478-493
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• 2013

This study shows how the organizational culture of fisheries cooperative impacts with empowerment and organizational effectiveness. Result of this study would be utilized in organization management for fisheries cooperative. sample design is based on fisheries cooperative which are registered in korea from October 24 through November 17 in 2012. and total of 195 questionnaires are collected through a personal visit. The result of empirical analysis, organizational culture factor which have an effect on empowerment and organizational effectiveness is the biggest influence to them. At the same time. Sympathy of empowerment factor which have an effect on organizational effectiveness is the biggest influence to it.

• The Journal of Fisheries Business Administration
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• v.42 no.3
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• pp.95-107
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• 2011

The Comprehensive Measures for a soft landing of Household Debts affecting the credit service of Fisheries Cooperative (FC) have been known to the public in June 2011. Its essential points are as follows: 1) Abolition of Tax-free Regulation, 2) Set limit of loans, etc. per person, 3) Introduce leverage regulations for credit-specialized financial sector i. e. FC, 4) Gradually strengthen loan-loss reserve requirements for card-loan and other credit loans. However, the Financial Policy Measures seem to pay no attention to the Cooperative's Values, Principles and Identity. In this paper, emphasis is be placed on the task of the regulators i. e. Financial Services Commission and Financial Supervice Service to lift the Financial Measures negatively affecting the operation of fund of FCs, and on the establishment of Cooperative identity in order to further develop FCs.

• The Journal of Fisheries Business Administration
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• v.12 no.2
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• pp.61-71
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• 1981

This essay examines the marketing of Fishermen's Cooperative in Korea, and in particular considers the marketing channel of fisheries products, No company can perform by itself all the activities involved in the production and distribution of its products and services to its final markets. It must work with other firm to get the job done. Thus marketing channel firms of the fisheries products include primarily the Fishermen's Cooperative the licensed dealers and tile merchant middlemen, The goal of marketing is in matching of segments of supply and demand. Every producer seeks to the link the marketing channel firms that will help it accomplish its objective best. Therefore this study surveys the three types of marketing channels through tile central market That. is, they are a marketing channel through the terminal market, a marketing channel through the fishermen's cooperative terminal market, and a marketing channel through the private fish market. Consequently the Fishermen's Cooperative can choose to improve in any of tile marketing channel as follows: \circled1 The Fishermen's Cooperative is nominated wholesaler in the terminal market. \circled2 It is abolished to sell by double auction in the production district terminal market and the consuming city terminal market of Fishermen's Coopertive. \circled3 The steady wholesalers in private fish market are entitled to the licensed dealers. \circled4 The Fishermen's Cooperative sponsored voluntary chains join with retailer, supermarkets, consumers' society. Therefore the study of marketing channel of fisheries products can appropriately referred to satisfying needs and wants through exchange process.

• The Journal of Fisheries Business Administration
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• v.34 no.1
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• pp.185-211
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• 2003

Initially, the system of outside director of cooperative has the object of consulting an external specialist. Recently, it takes a serious view of monitoring about securing clean management on the operating crisis. Nevertheless, in the field of NFFC(National Federation of Fisheries Cooperatives), it is difficult that the system of outside director of cooperative attains that is initial object. And in the field of FC(Fisheries Cooperative), it isn't in force about the outside director of cooperative. Therefore, it is important to make a following system improvement. (1) The ratio of outside directors among the member of board of directors has to be increased. (2) Outside director's term of office has to be amended from lyears to 2years and the current method of selection should be reformed to be a strict one with high standard of requirement and substantial screening for membership. (3) Outside directors' wage system must be actualized by adopting incentive system' etc. A measure of appointing an executive in a similar business line or organizations to ours as an outside director must be considered. FC have to introduce the system of outside director. (4) A recognition of proper management of outside directors and putting in practice is essential.

• The Journal of Fisheries Business Administration
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• v.32 no.1
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• pp.99-123
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• 2001

The relatively recent emphasis on a total allowable catch(TAC) system is placing new demands on fisheries management. Korean fisheries law has provided recently for implementation of the TAC based on fishery management system, in order to conserve and manage fisheries resources rationally in its exclusive economic zone(EEZ). In 1998, the TAC system was first applied to Korean fisheries. This TAC system is currently undergoing a second trial period, having been put under the system for 20012002 and continuous trial basis until the complete settlement of EEZ system agreement among three countries, Korea, China and Japan. The TAC system implementation needs are sophisticated information collection, analysis and modeling that will continue to increase and require the high management resources. In addition, data on social and economic impacts on TAC system is sometimes inadequate. The implementation of the TAC system provides a unique opportunity to examine the limits of management information and resources, and to solve the problems in Korean fisheries management system, These limits and problems are complicated by an inadequate biologically and economically information and insufficient management resources. Government and fisheries cooperatives must be cooperated in the management process in order to minimize its conflicts and maximize commitment to sustain fishery development. Recognition of the ineffectiveness and its potential consequences leads to the adoption of the cooperative-based co-management approach in implementation of TAC system. In 1998, the TAC system was first applied to Korean fisheries, where traditional fishery management has consisted mainly of technical measures and input controls. The QMS of TAC system has been implemented in the form of cooperative-based co-management framework. This QMS framework was chosen to overcome many difficulties and limits that a competitive TAC system would impose on Korean traditional fisheries management. The implementation of the QMS of TAC system provides a unique opportunity to examine the limits of management information and resources, and to solve the problems in Korean fisheries management system.

• The Journal of Fisheries Business Administration
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• v.35 no.2
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• pp.91-115
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• 2004

The main purpose of this study is to analyze the cooperative squid fisheries problems surrounding the $E128^{\circ}$, established by the 1965 Korea - Japan Fisheries Agreement which banned Korean large trawlers' fishing east to the $E128^{\circ}$ In fact, the moratorium was put on by Japans request. However, such issue did not occur until the filefish stock in the southern Korean sea, which was a major target fish species of the large trawl fisheries, The filefish stock collapsed completely around 1991 and at the same time most of bottom fish stocks in the East China Sea began to show a symptom of over - exploitation. Thus, the off - shore large trawlers learned to have a little opportunity of finding out alternative fish stocks as well as fishing grounds. Fortunately, at that time squid resource stock and consumption were on the increasing trend. The large trawl fisheries were able to economically exploit squid stock east to the $E128^{\circ}$ through cooperative fishing with squid angling light boats in the East and East - South Sea, even though such cooperative fishing activities violate the existing fishery laws apparently. Some important reasons that the large trawlers have continued the cooperative fishing seem to be because (ⅰ) squid resource stock has been on the increasing state over time, (ⅱ) the trawl fisheries have made a significant contribution to meeting domestic and export demands and stabilizing squid prices, and (ⅲ) they have kept domestic squid market from foreign competition. However, the new Korea - Japan fisheries agreement in 1998 provided a momentum of questioning the effectiveness of the $E128^{\circ}$ by the squid - related fisheries other than the squid angling. Serious conflicts between squid - related fisheries began to emerge and to be much intensified. Squid angling industries in the East opposed to large trawlers's efforts to formalize such illegal cooperative squid fishing activities. Their main argument was that such formalizing would definitely make the East coast squid prices lower and in turn their business performance would be worse off. The results of quantitative analysis suggest that the trawlers' massive landing may have a significant influence on lowering the east coast squid prices. Now, an important issue that the squid - related fisheries and the government are facing is to solve such complex squid fishing problems through a multi - participatory negotiation process, including price stabilization, total allowable catch level and its operation schemes, $E128^{\circ}$ rearrangement, and so on.

• The Journal of Fisheries Business Administration
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• v.17 no.1
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• pp.77-106
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• 1986

In the field of fisheries, there is at the apex Central Federation of Fishery Cooperatives, established under the Fishery Cooperatives Law(1962), It is a multipurpose organization with a membership of 105 cooperatives, 87 regional cooperatives, 15 business-type cooperatives and 3 manufactures' cooperatives. Accordingly, this thesis examines the marketing of fishery cooperatives in Korea, and in particular considers the marketing channel strategy of fisheries products. No company can perform by itself all the activities involved in the production and distribution of its products and services to its final markets. It must work with other firms to get the job done. Thus marketing channel firms of the fisheries products include primarily the fishery cooperatives, the licensed In the field of fisheries, there is at the apex Central Federation of Fishery Cooperatives, established under the Fishery Cooperatives Law (1962). It is a multipurpose organization with a membership of 105 cooperatives, 87 regional cooperatives, 15 business-type cooperatives and 3 manufactures' cooperatives. Accordingly, this thesis examines the marketing of fishery cooperatives in Korea, and in particular considers the marketing channel strategy of fisheries products. No company can perform by itself all the activities involved in the production and distribution of its products and services to its final markets. It must work with other firms to get the job done. Thus marketing channel firms of the fisheries products include primarily the fishery cooperatives, the licensed dealers and the merchant middlemen. The goal of marketing is in matching of segments of supply and demand. Every producer seeks to the link the marketing channel firms that will help it accomplish its objective best. This thesis tries to attempt to improve the present Korean Fishery Cooperatives marketing activities. The purpose of the operation of fishery cooperatives is to guarantee the profits of fisherman as well as the interests of general consumers by eliminating the inordinate profits of middlemen and by narrowing other market margins. Fishery cooperatives marketing activity functions forming a self-helf organization for economic protection of producers themselves, and acting as a market reformational institution through its transaction by group. The following are the characteristics of fishery cooperatives marketing. \circled1 Fishery cooperatives is organized with an economic factor and a personnel factor. \circled2 Fishery cooperatives is non-profit organization. \circled3 The members of fishery cooperatives is independent constitution of economy, but they are closely connected with the cooperative. \circled4 Fishery cooperatives is a mutual aid organization. The objective of an efficient marketing strategy may be well described by the common saying provides the right product at the right time, the right place, and the right price. But it is quite true that the Korean Fishermen's Cooperative can be said to owe its development to the successful implementation of the marketing system. The use of the marketing system has resulted in the following marketing strategy. 1. The direct marketing system. \circled1 The cooperation between the fishery cooperatives and the other cooperative through the collection and delivery center. \circled2 The selling between the fishery cooperatives and the large scale retailers through the process industry. 2. The vertical marketing system. \circled1The fishermen's cooperative to be nominated by wholesaler in the terminal market. \circled2 Contracted vertical marketing system. \circled3 Abolition of selling by double auction in the landing and the terminal market. 3. The physical distribution system. \circled1 The need for adoption of cold chain system to connect production directly to consumption. \circled2 The need for more expansion of landing markets and terminal market facilities. Solutions to the problems of the Korean fishery are made possible through effective functioning of cooperative marketing activities of fishery products. The marketing concept of fishermen's cooperative lies in the satisfaction of consumer needs. According to the marketing concept fishermen's cooperative should try to satisfy customer's needs through a coodinated set of activities that allows the organization to achieve its goal. Providing satisfaction to customers is the major trust of the marketing concept. To do this, a business must find out what will satisfy customers. With this information the cooperative sells to the greatest possible number of customers through the most efficient sales and marketing channels. Economic rationality of fishermen's cooperative marketing lies in reduction of marketing cost and elimination of intermediate institutions. Cooperative marketing and direct marketing are both indispensable marketing factors for a new cooperative organization among the manu ways. The cooperation between the fishermen's cooperative and the others cooperative, and vertical marketing system are the most necessary ones. Propulsion of cooperative marketing system could not be successful without the support of the marketing instituion's help. Consequently, successful cooperative marketing ought to lead to the necessity not only for the improvement of marketing organization, but for the application of a new marketing concept in the fishermen's cooperative.