• 한국IT서비스학회지
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• 제16권3호
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• pp.1-15
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• 2017

This study is aimed to find out which factors among firm-specific resources, industry-based competition, and institutional conditions affect strategies for Korean IT manufacturing companies when they expand their business overseas, especially to Vietnam in this study. Also, it attempts to reveal which strategies among cost reduction, mass production, and localization affect performance of overseas expansion. Based on Strategy Tripod Theory as an integrating point-of-view embracing resource-based view, industry-based view, and institution-based view, research model was developed and tested through the survey of 83 Korean IT manufacturing companies expanded their business to Vietnam. Research findings show that (1) communication competency, industry competitiveness, industry attractiveness, and regulation of partner country affect cost reduction strategy. (2) International experience, communication competency, international orientation, and competitiveness is significantly associated with mass production strategy. (3) And international experience, communication competency, and industry competitiveness affect localization. (4) Ultimately, mass production strategy and localization strategy significantly increase performance of expansion to Vietnam. The theoretical contribution of this study is to adopt an integrative approach based on strategy tripod theory. As practical implications, it suggests factors and strategies that IT manufacturing companies interested in expansion to Vietnam should consider. In sum, we believe this study can contribute to Korean IT manufacturing industry by suggesting key success factors and appropriate strategies for overseas expansion.

• 한국컴퓨터정보학회논문지
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• 제12권1호
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• pp.169-176
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• 2007

본 논문에서는 용인지역 IT산업 육성을 목표로 용인지역 IT산업 육성 성공요인 및 성공전략에 관련된 선행연구 결과를 기반으로 용인지역 IT 산업단지 조성을 위해서는 어떠한 전략을 우선적으로 일관성 있게 추진해야 하는지를 IT기업, 행정공무원, 교수 및 연구원의 측면에서 AHP 기법을 적용하여 분석하였다. 그리고 IT산업단지 조성전략 분석에서 제시된 결과를 바탕으로 용인지역 IT산업단지 조성방안을 수립하였다. 본 연구에서 전문가 방문조사 및 설문조사 등을 통해 제시한 용인지역 IT산업단지 조성방안은 용인시 IT산업 육성을 위한 정책수립에 크게 기여할 수 있을 것으로 판단된다.

• 한국융합학회논문지
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• 제12권6호
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• pp.151-160
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• 2021

본 연구는 뉴노멀 시대에의 경쟁우위 확보 및 생존을 위한 전략 제시가 필요하다고 판단하고 경영 전략적 대안을 제시하고자 하였다. 이를 위해 본 연구는 문헌 조사와 기업 CEO 10인의 집중 인터뷰를 통해 코로나19에 의한 뉴노멀과 이로 인해 야기된 경영환경 변화 트렌드 및 대응 전략 유형을 도출한다. 본 연구는 다양한 영역과 분야에서 전개될 수 있는 전략 대안 가운데 기업의 디지털 기반 경영 및 사업 수준의 전략 대안으로 연구 범위를 한정하였다. 기업 수준의 디지털 기반 전략 대안으로는 사업구조 리디자인 전략, 회복탄력성 강화 전략, ESG 경영전략, 디지털 트랜스포메이션 전략을 제시하였다. 사업 수준의 디지털 기반 전략 대안으로는 산업구조 리딩의 디지털전략, 디지털 혁신의 경쟁전략, 개방형 혁신의 플랫폼 전략, 고객 가치 지향 전략을 제시하였다. 본 연구는 디지털 기반의 전략을 보다 체계화하고자 하는 시도였다는 점과 어려운 상황을 슬기롭게 대처해야 하는 기업들의 전략적 대응을 보다 체계적으로 시행하도록 지원할 수 있다는 점에서 기여를 하였다.

• Journal of Information Technology Applications and Management
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• 제19권3호
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• pp.49-68
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• 2012

M&A (Merger and Acquisitions) is a standard corporate strategy frequently used by companies seeking to secure new growth engines and gain a solid foothold in their markets in order to become more globally competitive. To achieve the original goals of M&A, the two involved parties need to invest significant time and resources in integrating all aspects of the companies. A well-planned post-merger integration of information technology (IT PMI) by the two M&A parties is considered a crucial and difficult process because IT provides a fundamental infrastructure for integration. Considering various internal and external factors, the two parties normally formulate an IT PMI strategy. The many IT PMI strategies can be categorized into four major types: Renewal, Takeover, Standardization, and Synchronization. This study aims to develop a decision making model to help merger company and IT managers select the proper IT PMI strategy. More specifically, we identify key determinants that need to be considered when selecting a proper IT PMI strategy. The relative importance of each determinant is defined by analytic hierarchy process (AHP) analysis. Finally, this study evaluates each IT integration strategy under the identified determinants.

• 디자인학연구
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• 제18권3호
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• pp.139-148
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• 2005

일반적으로 제품에 제품수명주기(product life cycle)가 있듯이 브랜드에도 브랜드수명주기(brand life cycle)가 있다. 도입기, 성장기, 성숙기, 쇠퇴기로 구분되는 이 수명주기는 제품에 적용될 때와는 다르게 브랜드에 적용될 때 약간의 차이가 발생하는데 그것은 브랜드의 수명주기가 제품의 수명주기와는 약간은 다른 Cycle를 가지고 있기 때문이다.. 브랜드를 소비자들에게 인지시키는 가장 효과적인 방법은 광고이며 따라서 광고디자인에 있어서도 그 브랜드의 수명주기상의 현재 위치를 파악하고 거기에 맞는 전략을 사용하는 것이 매우 중요하다 할 수 있다. 본 논문에서는 브랜드수명주기의 개념을 정리하고 각 단계별 광고디자인 전략을 제안하였다. 브랜드의 도입 기에는 그 브랜드 자체가 무엇인지를 알릴 수 있는 'What is it? strategy'가 사용되어져야 하고 성장기에는 많은 경쟁브랜드들이 존재하는 시기이기 때문에 경쟁 브랜드들 사이에서 차별적 우위를 드러낼 수 있는 포지셔닝을 강조하는 광고전략으로 'How does it differ from? strategy'를 제안하였으며 성숙기에는 그 브랜드를 사용함으로써 소비자들이 얻을 수 있는 가치의 전달에 중점을 두는 'What does it convey of? strategy' 쇠퇴기에는 브랜드 자체의 속성이나 효익을 강조하기보다는 그 브랜드가 가질 수 있는 상징적 의미의 창출에 중점을 두는 'What does it stand for? strategy'를 제안하였다. 이렇듯 광고디자인에도 브렌드 수명주기에 따른 적절한 전략의 변화가 요구되어지며 이를 통해 효과적인 브랜드관리가 이루어져야 할 것이다.

• 한국수학교육학회지시리즈D:수학교육연구
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• 제2권1호
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• pp.13-19
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• 1998

The What-If-Not strategy as proposed by Brown & Walter (1969) is one of the most effective strategies for problem posing. However, it has focused only on the aspect of algorithms for generating problems. The aim of this strategy and how it is used to accomplish the aim of the challenging phase are not clear. We need to clarify the aim of the What-If-Not strategy and to establish the process of the strategy for accomplishing the aim. The purpose of this article is to offer a new What-If-Not strategy by clarifying the aim of the challenging phase.

• 한국정보시스템학회:학술대회논문집
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• 한국정보시스템학회 2004년도 추계학술대회
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• pp.201-208
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• 2004

Many organizations experience that the Performance they gained from IT portfolio is lower than they expected values. As with any investment, executives are concerned with maximizing the performance from their investment in IT. This study focused on the relationship or fit between orientations of IT strategy and directions of IT portfolio to maximize IT performance. A field survey of chief information officers of Korea manufacturing sector was conducted in 2003. Complete data of 147 firms was analyzed to determine relationship among the three research constructs that are orientations of IT strategy, directions IT portfolio, and IT performance. In this study, the orientations of IT strategy have two dimensions that are operation orientation and market orientation. The directions of IT portfolio have two dimension that are internal system focused and external system focused. And the IT performance has divided into operational performance and competitive performance. As a result of this study, the companies that are putting a focus with operation orientation were concentrated on internal information systems than external information systems. On the other hand, the other companies that are focused on market orientation were concentrated on external information systems than internal information systems. Consequently, the companies that are focused on operation orientation were operational performance higher than competitive performance and the other companies that are focused on market orientation were competitive performance higher than operational performance. More importantly, the research results provide empirical evidence that supports the hypothesis related to closer fit between IT strategy and IT portfolio does lead to increase operational and competitive performance of IT. And the results emphasize manager's efforts of fit between orientations of IT strategy and directions of IT portfolio to be realized IT performance.

• 한국정보시스템학회지:정보시스템연구
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• 제22권1호
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• pp.89-116
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• 2013

The influence factors on the development of information technology(IT) infrastructure for knowledge management(KM) were not empirically investigated and identified. This study empirically examines the relationships among strategic performance measurement systems(SPMS), organizational learning, the strategic alignment of business strategy with information systems(IS) strategy, which is the necessary condition to provide the kinds of knowledge required for the successful realization of business strategy, and the active construction of IT infrastructure for KM. This study demonstrates that SPMS directly affects the organizational learning, with which the members of an organization acquire the types of knowledge about strategic goals or objectives and the ways attaining these goals, and indirectly influences the IS strategic alignment through organizational learning. Thus, the alignment between business strategy and IS strategy can be facilitated and activated by the adoption and implementation of SPMS. According to the results of this study, it is observed that the IS strategic alignment and organizational learning positively affect the activation of the development of KM IT infrastructure in a firm. The results of this study also shows that the construction of KM IT infrastructure, which supports the realization of KM activities, such as knowledge creation, transfer and sharing, can enhance the strategic position of a firm, and the intensified competitiveness of a firm can lead to the improvement of performance.

• 한국경영과학회지
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• 제36권2호
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• pp.67-88
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• 2011

This study empirically investigated the effects of knowledge management(KM) strategic alignment on the KM activities as well as the product and process innovation of manufacturing firms. Based on the framework, which employs the usage levels of target costing systems(TCS) and information technology(IT) infrastructure, four types of KM strategies were identified and proposed：mixed, explorative, exploitative and negative strategies. In this research, these four types of KM strategies were empirically validated. According to the results of this study, it was found that when a explorative KM strategy is aligned with a low-cost strategy, KM activities are activated and the degree of a process innovation is increased. It was observed that in the case of the alignment between a differentiation strategy and a exploitative KM strategy, both KM activities and the level of a product innovation are enhanced. The results also demonstrated that for the enhancement of both a process and a product innovation through the activation of KM activities, a mixed KM strategy must be aligned with a composite business strategy, which focuses on a low-cost as well as a differentiation strategies. Accordingly, it is concluded that the KM activities and the levels of the product and process innovation can be activated or improved with the alignment of the KM strategies and business strategies.

• 한국철도학회논문집
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• 제7권3호
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• pp.264-270
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• 2004

The hub-and-spoke strategy is widely used in the field of transportation. At the field of rail transportation, however, it is difficult that we find an application case of this strategy because of modal characteristics. According to the fast growth of containerization and the development of transshipment technology, presently, the hub-and-spoke strategy is introduced by operators on actual European rail freight transportation. However, it is hardly to find empirical studies evaluating the applicability of transportation strategy. In this context, this study analyzed the applicabilities of hub-and-spoke strategy in the actual network of European rail freight. For the application and evaluation of the characteristics of hub-and-spoke strategy, it utilized a service network design model for rail freight. Utilizing this model, it analyzed the efficiency of furnished rail freight services, the potential locations of hubs, the characteristics of O-D flows by the types of trains and service links, and the types of paths of O-D flows. Finally, it proposed some implications and the further study topics.