• 농촌지도와개발
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• 제18권3호
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• pp.631-664
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• 2011

As agricultural companies encounter number of risks in their business, it is very important to control the risks for their stable management. So we examine the agricultural business risks and propose the risk management strategies for the agricultural companies. For these purpose, we analyze the agricultural business risks with which agricultural companies are confronted, and propose the agricultural companies' the risk management strategies. The results of this study are as follows : First, Changing the risk environment of agricultural business, we have to realize the importance of the agricultural risks and risk management in it. Second, When we choose the risk management strategies which are risk retention, risk avoidance, risk control, risk transfer and insurance, etc., we should always consider the frequency of loss and the severity of loss. Third, If we don't control the agricultural risks, we will be in a position to very difficult situation. So, Agricultural companies should lead to stronger effort to manage the risks for their stable business.

• 지역사회간호학회지
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• 제13권4호
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• pp.629-638
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• 2002

The impact of chronic diseases on patients and their families depends on how well the family members cope with it. Therefore, research on strategies for facilitating the coping of the families in a desirable manner is very important. Dementia management strategies refer to specific means families of dementia patients use to cope with dementing illness of their family members. This study was designed to examine type of dementia management strategies utilized by families and to identify factors influencing them. The subjects in this study were 103 conveniently selected demented patients and their primary caregivers who were registered to a public health center located in Chungcheong Province. The subjects were visited by 20 home visiting nurses, and the data were collected using a structured questionnaire. The data were collected form May 2, 2001 to June 2, 2001. The findings of this study were as follows. 1. The most frequently used types of dementia management strategies were active management (M=3.36, S.D=.96), and encouragement (M=2.94, S.D=.99). Criticism was least used type of dementia management strategy (M=2.71, S.D=.99). 2. The factors influencing each management strategy were as follows; 1) The criticism management strategy was most frequently used by the primary caregivers who graduated elementary school (F=3.21, p<.05). 2) The encouragement strategy was most frequently used by the primary caregivers in a case when the patients were in the mild stage of dementia (F=2.76, p<.05), when the patients never had any treatment experiences (F=2.01, p<.05), when the family could afford the provision of treatment for the patients (F=-2.44, p<.050), and when the primary caregiver had a job (t=2.90, p<.01). 3) The active management strategy was most widely used by the primary caregivers who could afford the provision of treatment for the patients (F=-2.31, p<.05) and were in their 70s (F=3.04, p<.05). This type of management strategy was significantly more used by those who discussed the difficulties of caring with their family members (F=3.46, p<.05). 3. The use of criticism management strategies was significantly correlated with the total level of burden of the primary caregivers. But the types of encouragement and active management strategies had negative correlations with the caregivers' burden although they were not significant. Since the findings of this study showed that the criticism management strategy had a significant positive relationship with caregivers' burden, those who are more likely to use the negative management strategy should be identified in future studies. The primary caregivers who are more likely to use negative strategy should be more closely monitored and be focused as the group who should be intervened in future studies.

• 한국원자력학회:학술대회논문집
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• 한국원자력학회 1997년도 추계학술발표회논문집(1)
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• pp.695-700
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• 1997

To enhance the safety of nuclear power plants, implementation of accident management has been suggested as one of most important programs. Specially, accident management strategies are suggested as one of key elements considered in development of the accident management program. In this study, generally applicable accident management strategies to domestic nuclear power plants are identified through reviewing several accident management programs for the other countries and considering domestic conditions. Identified strategies are as follows; 1) Injection into the Reactor Coolant System, 2) Depressurize the Reactor Coolant System, 3) Depressurize the Steam Generator, 4) Injection into the Steam Generator, 5) Injection into the Containment, 6) Spray into the Containment, 7) Control Hydrogen in the Containment. In addition, the systems and instrumentation necessary for the implementation of .each strategy are also investigated.

• 한국수자원학회:학술대회논문집
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• 한국수자원학회 2010년도 학술발표회
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• pp.620-624
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• 2010

The Integrated Flood Management (IFM) concept intends to obtain the maximum of benefits from the use of floodplains and the minimum of losses from flooding which seems to be the ideal outcome of flood management. For this, different strategies are recommended in order to reach this objective. The implementation of this concept leads to a resilience approach for the adaptive management of floods and is currently on its way to be better understood and integrated as part of the water resources management. There exist a fair amount of strategies to adapt to flooding that have been recommended or already implemented either as planned or autonomous ways of adaptation but their effectivity depends on the specific case where they are applied. This is why this paper looks to give a better overview of the different recommended or implemented strategies by analyzing them regarding their inherent advantages and disadvantages.

• 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.

• 대한산업공학회지
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• 제39권2호
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• pp.105-108
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• 2013

Drivers' sitting strategies are considered in car seat design. Existing research has identified representative sitting strategies by visual inspection of seating pressure measurements collected from a small sample size of drivers. The present study recruited 20 female and 20 male participants, measured seating pressure, and classified sitting strategies by cluster analysis. The participants' sitting postures were classified based on seating pressure distribution into mid-back and scapular, mid-back and lumbar, and lumbar sitting strategies for the upper body and hip concentrated, hip and mid-thigh concentrated, and hip and mid-thigh distributed sitting strategies for the lower body. The effects of gender and occupant package layout (OPL) on sitting strategy were nout found significant. The identified sitting strategies would be of use for the design and evaluation of an OPL and a seat.

• 한국치위생학회지
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• 제15권3호
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• pp.371-377
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• 2015

Objectives: The purpose of the study was to investigate the relation between learning strategy and academic achievement in the dental hygiene students. Methods: A self-reported questionnaire was completed by 207 dental hygiene students in Gyeongnam from April 1 to 30, 2014. The questionnaire consisted fo 51 questions of learning strategy and 1 question of academic achievement. The data were analyzed using SPSS 17.0 program for descriptive analyses, t-test, Pearson correlation and multiple regressing analysis. Results: The organized strategy and learning time management had a significantly positive influence on high scores in the junior and senior students. Learning strategie(r=0.419) and cognitive strategies(r=0.343), metacognitive strategies(r=0.239), resource management strategies(r=0.415) had significantly positive correlation to academic achievement. Cognitive strategy of learning strategies(p<0.05) and resource management strategies(p<0.001) had a positive effect on higher academic achievement. Conclusions: The learning strategies will provide the dental hygiene students with active participations.

• International Journal of Quality Innovation
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• 제8권1호
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• pp.76-86
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• 2007

This paper reports on a study investigating key attributes of service recovery strategies in internet shopping mall. In theses day, service recovery has received important attention in the service operation management literature. Service recovery involves those actions designed to resolve problems, alter negative attitudes of dissatisfied consumers and to ultimately retain these customers. The study examined that service recovery strategies (apology, compensation) impact on the customer satisfaction. And customer satisfaction impacts on customer loyalty with SEM (Structural Equation Modeling). This study can be used a strategic implication for internet shopping mall managers to develop successful service recovery strategies.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2010년도 춘계학술대회
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• pp.181-188
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• 2010

The research presents the implementation and improvement strategies of scientific methodologies and techniques in the audit criteria of KS certification. The paper discusses the establishment of management strategy and quality policy by the alignment of BSC or policy deployment, the effective handling methodologies of control plan based on SPC, and the traceability of calibration uncertainty and MSA, etc.

• Asia pacific journal of information systems
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• 제18권4호
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• pp.57-81
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• 2008

Knowledge is an essential strategic weapon for sustaining competitive advantage and is the key determinant for organizational growth. When knowledge is shared and disseminated throughout the organization, it increases an organization's value by providing the ability to respond to new and unusual situations. The growing importance of knowledge as a critical resource has forced executives to pay attention to their organizational knowledge. Organizations are increasingly undertaking knowledge management initiatives and making significant investments. Knowledge sourcing is considered as the first important step in effective knowledge management. Most firms continue to make an effort to realize the benefits of knowledge management by using various knowledge sources effectively. Appropriate knowledge sourcing strategies enable organizations to create, acquire, and access knowledge in a timely manner by reducing search and transfer costs, which result in better firm performance. In response, the knowledge management literature has devoted substantial attention to the analysis of knowledge sourcing strategies. Many studies have categorized knowledge sourcing strategies into intemal- and external-oriented. Internal-oriented sourcing strategy attempts to increase firm performance by integrating knowledge within the boundary of the firm. On the contrary, external-oriented strategy attempts to bring knowledge in from outside sources via either acquisition or imitation, and then to transfer that knowledge across to the organization. However, the extant literature on knowledge sourcing strategies focuses primarily on large organizations. Although many studies have clearly highlighted major differences between large and small firms and the need to adopt different strategies for different firm sizes, scant attention has been given to analyzing how knowledge sourcing strategies affect firm performance in small firms and what are the differences between small and large firms in the patterns of knowledge sourcing strategies adoption. This study attempts to advance the current literature by examining the impact of knowledge sourcing strategies on small firm performance from a holistic perspective. By drawing on knowledge based theory from organization science and complementarity theory from the economics literature, this paper is motivated by the following questions: (1) what are the adoption patterns of different knowledge sourcing strategies in small firms (i,e., what sourcing strategies should be adopted and which sourcing strategies work well together in small firms)?; and (2) what are the performance implications of these adoption patterns? In order to answer the questions, this study developed three hypotheses. First hypothesis based on knowledge based theory is that internal-oriented knowledge sourcing is positively associated with small firm performance. Second hypothesis developed on the basis of knowledge based theory is that external-oriented knowledge sourcing is positively associated with small firm performance. The third one based on complementarity theory is that pursuing both internal- and external-oriented knowledge sourcing simultaneously is negatively or less positively associated with small firm performance. As a sampling frame, 700 firms were identified from the Annual Corporation Report in Korea. Survey questionnaires were mailed to owners or executives who were most erudite about the firm s knowledge sourcing strategies and performance. A total of 188 companies replied, yielding a response rate of 26.8%. Due to incomplete data, 12 responses were eliminated, leaving 176 responses for the final analysis. Since all independent variables were measured using continuous variables, supermodularity function was used to test the hypotheses based on the cross partial derivative of payoff function. The results indicated no significant impact of internal-oriented sourcing strategies while positive impact of external-oriented sourcing strategy on small firm performance. This intriguing result could be explained on the basis of various resource and capital constraints of small firms. Small firms typically have restricted financial and human resources. They do not have enough assets to always develop knowledge internally. Another possible explanation is competency traps or core rigidities. Building up a knowledge base based on internal knowledge creates core competences, but at the same time, excessive internal focused knowledge exploration leads to behaviors blind to other knowledge. Interestingly, this study found that Internal- and external-oriented knowledge sourcing strategies had a substitutive relationship, which was inconsistent with previous studies that suggested complementary relationship between them. This result might be explained using organizational identification theory. Internal organizational members may perceive external knowledge as a threat, and tend to ignore knowledge from external sources because they prefer to maintain their own knowledge, legitimacy, and homogeneous attitudes. Therefore, integrating knowledge from internal and external sources might not be effective, resulting in failure of improvements of firm performance. Another possible explanation is small firms resource and capital constraints and lack of management expertise and absorptive capacity. Although the integration of different knowledge sources is critical, high levels of knowledge sourcing in many areas are quite expensive and so are often unrealistic for small enterprises. This study provides several implications for research as well as practice. First this study extends the existing knowledge by examining the substitutability (and complementarity) of knowledge sourcing strategies. Most prior studies have tended to investigate the independent effects of these strategies on performance without considering their combined impacts. Furthermore, this study tests complementarity based on the productivity approach that has been considered as a definitive test method for complementarity. Second, this study sheds new light on knowledge management research by identifying the relationship between knowledge sourcing strategies and small firm performance. Most current literature has insisted complementary relationship between knowledge sourcing strategies on the basis of data from large firms. Contrary to the conventional wisdom, this study identifies substitutive relationship between knowledge sourcing strategies using data from small firms. Third, implications for practice highlight that managers of small firms should focus on knowledge sourcing from external-oriented strategies. Moreover, adoption of both sourcing strategies simultaneousiy impedes small firm performance.