• Journal of information and communication convergence engineering
• /
• v.13 no.4
• /
• pp.248-256
• /
• 2015

With the dramatic increase in mobile traffic in recent years, some of the limitations of mobility management frameworks have magnified. The current centralized mobility management (CMM) strategy has various problems, such as a suboptimal routing path, low scalability, signaling overhead, and a single point of failure. To overcome these weaknesses in the CMM strategy, the Internet Engineering Task Force has been discussing distributed mobility management (DMM) strategies. The fundamental concept of a DMM strategy is to distribute the mobility anchors closer to the users. While the distribution of mobility anchors results in low-cost traffic delivery, it increases the signaling cost. To reduce this higher signaling cost, we propose a new DMM strategy applying the pointer forwarding technique. The proposed strategy keeps the existing tunnels and extends the traffic path as much as possible. In this paper, we analyze the performance of the pointer forwarding-DMM strategy and discuss its pros and cons.

• Journal of Soil and Groundwater Environment
• /
• v.27 no.2
• /
• pp.36-40
• /
• 2022

To respond to rapidly changing water circumstances such as climate change, drought, etc., the korean government (MOE) established four advanced strategies for integrated groundwater management. The first strategy is watershed-based management of groundwater. The second strategy is total quantity management of groundwater including improvement of groundwater preservation area policy and procedure of investigation for groundwater influence area, additional construction of groundwater dam, installation of large-scale public wells, extention of spilled groundwater use. The third strategy is prevention of groundwater contamination including expansion of monitoring wells, introducing declaration of groundwater contamination. The last strategy is advancement of groundwater information management including integrated management of data, setting up a big-data based open platform. The above-mentioned four strategies will be reflected in the 4th National Groundwater Management Plan to secure implementation power, and it is expected to laid the foundation for advanced and rational groundwater management system.

• Journal of Korean Society for Quality Management
• /
• v.22 no.2
• /
• pp.1-19
• /
• 1994

There have been few studies which deal with the linkage between a corporate strategy and its management control system. Especially, no empirical study has been done in Korea to figure out if management control systems of Korean companies are designed and implemented to support companies' objectives and strategies. Based on the survey results of 68 companies we empirically tested if Korean companies are implementing appropriate control systems to complement their Quality strategies. Two representative quality strategies were classified into ECL(Economic Conformance-Level) and ZD(Zero-Defect) strategy. It was measured by a set of seven attitude questions addressing whether the managers adhered to ECL strategy or ZD Quality strategy. In addition, we checked if there is a difference m the level of commitment to the quality depending on the adoption of quality cost system. The results partly support the second hypothesis and regarding the first analysis we can conclude that there is not a strong linkage between Korean companies' ZD strategy and their management control systems.

• Journal of Digital Convergence
• /
• v.12 no.1
• /
• pp.177-192
• /
• 2014

In this study, To identify the member of an organization can be affected use of information technology and support of information technology how business strategy affected business performance. Also, This study is considered to be the epitome of corporate strategy in the Miles & Snow of the 'adaptation strategy' and Michael E. Porter of the 'fundamental competitive strategy' at the same time, by applying the existing business management strategy that can be applied to target compared to the type of management performance measures are presented for the purpose. the results of the study can be summarized as follows. First, Business strategies affect the financial performance for the hypothesis that Miles & Snow of the 'adaptation strategy' honor type of defensive strategy and financial performance and strategy management and positive impact on non-financial performance was found. Second, Management strategies affect the financial performance for the hypothesis that Michael E. Porter of the 'fundamental competitive strategies' overall cost leadership strategy and differentiation strategy of management and financial performance and non-financial performance was found to positively impact. Also, Business performance management strategy significantly positive affect, Business strategies with the characteristics of the relationship between management and Information technology utilization showed that the moderating effects.

• Asia-Pacific Journal of Business
• /
• v.7 no.1
• /
• pp.43-57
• /
• 2016

This study examined the relationship between determinant factors of FDI and management performance, and tested moderating effects by competitive strategy. Questionnaires were gathered from 113 respondents, but only 92 valid copies were analyzed through SPSS WIN 18.0. The major empirical results are as follows: In hypothesis 1, Firm-Special Advantage impacted on Management Performance strongly, Internal Advantage impacted on Management Performance strongly, and Locational Advantage impacted on Management Performance strongly. In Hypothesis 2, the moderating effects by competitive strategy on the relationship between determinant factors of FDI and management performance were tested through multiple regression. The result of the moderating effects by competitive strategy were found to be insignificant. Implications of the finding as well as the limitations of this study are also discussed.

• Knowledge Management Research
• /
• v.18 no.3
• /
• pp.201-230
• /
• 2017

It is argued that the strategy practice in the 21st digital organization is limited and constrained in that it is being laregy driven by a traditional positivistic strategic management thinking. This article, drawing upon the models and concepts developed in the field of general ecology, proposes a resilient ecological view of strategy, as an alternative strategy frame of reference for overcoming some of the pitfalls and shortcomings of the current digital strategy practice in the organization. The implications of this new ecological perspective on strategy practice are discussed in detail. The article concludes with discussions and directions for implanting the perspective in the organization.

• Journal of the Korea Convergence Society
• /
• v.12 no.6
• /
• pp.151-160
• /
• 2021

This study decided that it was necessary to present a strategy for survival in the new normal era and securing competitive advantage, and tried to suggest a management strategic alternative. To this end, this study derives the new normal caused by Corona 19 and the business environment change trend and response strategy type caused by this through literature research and intensive interviews of 10 corporate CEOs. This study limited the scope of the study to the digital-based management and business-level strategic alternatives among strategic alternatives that can be deployed in various fields and areas. Business structure redesign strategy, resilience reinforcement strategy, ESG management strategy, and digital transformation strategy were suggested as alternatives to corporate-level digital-based strategies. As an alternative to business-level digital-based strategies, a digital strategy for industrial structure leading, a competitive strategy for digital innovation, an open innovation platform strategy, and a customer value-oriented strategy were suggested. It contributed in that it was an attempt to systematize a digital-based strategy more and it contributed in that it can support companies who have to deal with difficult situations wisely to implement strategic responses more systematically.

• Journal of Korean Society for Quality Management
• /
• v.41 no.4
• /
• pp.611-621
• /
• 2013

Purpose: The purpose of this study was to investigate if companies' efforts of quality management practices have positive impacts on the companies' performance as the first stage. In the second stage of this study, we tried to confirm if the degree of companies' making efforts on customization strategy and R&D strategy function as moderate variable on relationship between quality management practices and companies' performance. Methods: The collected data through survey were analysed using multiple regression for the first stage of the study and moderate regression for the second one of it. Results: The results of this study are as follows; quality management practices have positive effect on performances. Moreover, much effort on customization strategy has significant moderate effect on relationship between quality management practices and corporate performance. On the other hand, much effort of companies on R&D strategy has significant moderate effect on the relationship between the two as well. Conclusion: Manufacturing and services companies in Korea need to make effort of quality management practices in order to improve corporate performance. Moreover, if that efforts are combined with customization strategy and R&D strategy, they will expect synergy effect on performance improvement.

• Knowledge Management Research
• /
• v.6 no.2
• /
• pp.47-68
• /
• 2005

The Purpose of this study is to identify relationships between knowledge management performances and such Influence factors of knowledge Management as information technology, knowledge management process, culture & people, strategy & Leadership in Small and Medium-sized Enterprises. In order to test hypotheses, we collected data from 498 SME's employees, then analysed them by SPSSWIN. This results showed as follows; 1. All Influence factors of knowledge Management( information technology, knowledge management process, culture & people, strategy & Leadership) are to advance individual task effectiveness and organization effectiveness significantly. 2. Such Influence factors of knowledge Management as information technology, knowledge management process, culture & people are to improve business efficiency between the company. But strategy & leadership factor is not significant. 3. Influence factors of knowledge Management are different between knowledge performace factors such ac individual task effectiveness, organization effectiveness, and business efficiency between company.

• 한국경영정보학회:학술대회논문집
• /
• 2008.06a
• /
• pp.270-275
• /
• 2008

The various research on Communities of practices (CoP) for propagation of softer type knowledge in new Knowledge Management (KM) strategy having been performed for past couple of years. CoP is one of effective process innovation tool for diffusion of knowledge. Based on CoP's voluntary and spontaneous characteristic, it performs a function of delivering softer type knowledge of workers to the other colleagues of organization. But one step further to CoP's function of propagation of internal knowledge, research on function of CoP's contribution in enterprise strategy are insufficient yet. This paper presents enterprise CoP should be managed and aligned to strategic objectives of enterprise, and also, suggests the methodology for CoPs to maintain a lifecycle as a tool to contribute in strategic goal attainment. Although CoPs are voluntary and spontaneous informal organization, it can display a contribution as tool for KM strategy when it is aligned to strategy properly and form efficient lifecycle.