• (The)Study of the Eastern Classic
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• no.73
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• pp.249-279
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• 2018

This paper analyzes the 'strategy' of Sunzi's art of war and verifies the modern application value of it by combining the 'strategy' of the art of war with modern enterprise management. The army adopts 'war strategy' with the aim of minimizing the loss and sacrifice caused by the war and winning in the shortest time. Enterprise aims to maximize profits at the lowest cost and adopt 'business strategy'. Three factors of art of war's strategic, the 'power', 'adaptation', 'trickery', are similar to the 'internal resources analysis', 'external environment analysis' and 'information management' of the modern enterprise's management. In the process of establishing strategic plan, the art of war emphasizes 'strategy of winning' including 'prophet', 'estimates' and 'maneuvering', in the modern enterprise management, 'prophet' is shown as 'competitor analysis' of the '3C analysis' and 'benchmarking learning'. 'Estimates' is shown as 'SWOT analysis' and '4P's analysis'. 'Maneuvering' is shown as 'market positioning strategy' and 'market preemption strategy'. In the stage of implementing the strategy, 'surprise attack strategy', 'strategy of void and actuality' and 'dividing and integrating strategy' of the art of war are shown as follows in modern enterprises ; 'Surprise attack strategy' is shown as 'differentiation strategy' and 'concentration strategy', 'Strategy of void and actuality' is shown as 'information management' and 'rational market positioning strategy'. 'Dividing and integrating strategy' is shown 'diversification strategy', 'concentration strategy', 'change management', 'basic competition strategy', 'synergy effect' and etc. In terms of strategic results, the 'victory of war' of the art or war is shown as 'competitive advantage' and 'maximization of profits' in modern enterprise management strategy. In a word, although there are different names and expressions between the strategy of Sunzi's art of war and modern enterprise, but their connotation is the same. We can see that the art of war which was written in about B.C.500, has left a high utilization value for modern enterprise in rapid environmental change and intense competition.

• Management & Information Systems Review
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• v.17
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• pp.135-160
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• 2005

In the 1990s, university environment is changing rapidly(especially, difficulty of student registration which are originated student's decrease and various deregulation) and university get ready for the new ways of management culture. This new ways are management innovation strategies. The purpose of this study is to suggest the direction of effective innovation(to search application possibility of management innovation strategy), solving the problems occurred by the enlargement and change in the environments of universities. From early in the 1990s, korean corporations perform actively many management innovation strategy including benchmarking, restructuring, downsizing, zero-based budgeting, BPR, learn organization and total quality management. But korean most universities performed hardware management innovation strategies such as corporate portfolio restructuring(including outsourcing, M&A, MBO etc.) and organization restructuring. Therefore korean universities have got to concerns about more software management innovation strategy such as total quality management and learn organization. Also we have seen another problems such as that universities try to merely duplicate certain management innovation strategies which are used by another university. rather than to make various effort to adequate their own organizations. In conclusion, korean universities are to play an important roles in the development of knowledge society. The management innovation and individual competence development in the university are required to overcome crisis of university.

• Proceedings of the Safety Management and Science Conference
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• 2011.04a
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• pp.541-552
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• 2011

Many of Korea major companies have appled as strategy of management innovation Six Sigma, Lean and Theory of Constraints. Six Sigma has mainly focused to reduce variation. Lean has mainly focused to reduce wastes and Theory of Constraints has mainly focused that bottleneck of constrains production and sales. This bottleneck is caused by constraint resources and it should be the main role of manager to explore constraint resource. Although their mainly focus are different, they are used to improve productivity and quality. In this paper, as strategy of management innovation, study on analysis and comparison plan of Six Sigma, Lean and Theory of Constraints. From the literature survey and application cases, it is suggested and discussed that how to plan of application as strategy of management innovation successfully. The suggested plan of application could be a good guideline that it could be a apply of companies.

• Journal of Information Technology Services
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• v.5 no.1
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• pp.83-95
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• 2006

The main objectives of this study are (1) to identify the conflict types in IS integration process with respect to M&A, (2) to propose the ways to manage the origin of conflict to be expected, and (3) to develop the conflict management model which establishes the relationship among the M&A strategy, the IS integration strategy and change management process that influence the source of conflict. In order to achieve these research objectives, this study focuses on banking industry under M&A with the viewpoint of change management instead of existing technology-oriented IS integration strategy. The findings of this study are thought not only to be useful as a practical guideline in carrying out IS integration project under M&A but also to provide significant basis for constructing the theoretical framework of effective IS integration strategy.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.748-753
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• 2005

In a super-highrise residence project, a project manager needs to form the long-term risk management plan which covers the problems from the beginning of project to the time of demolition. The cause and responsibility for a risk are clarified and quantitatively evaluated through the life cycle of a project. Development of the system which supports a risk strategy effectively is needed as a project becomes complex. In this paper, through the life cycle of a specific super-highrise residence project, a risk phenomenon is specified from a viewpoint of each participant, and the mathematical model is formulated choosing the combination of the optimal strategy against a risk quantitatively within a fixed risk strategy budget.

• Journal of Family Resource Management and Policy Review
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• v.2 no.1
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• pp.15-31
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• 1998

The purpose of study is to understand the home management strategy to cope with rapid changing environments and to verify that how personal value orientation affect home management strategy. The research results are summarized below. First, variables that affect the value orientation of Korean urbanite are sex, area of dwelling, degree of information using and degree of stress recognition in case of material orientation, degree of information using in case of environmental orientation, academic career, sex, degree of information using, degree of stress recognition in cases of fate control orientation, number of children, sex, degree of information using in case of equilibrium orientation, sex, degree of stress recognition in case of present orientation and academic career, degree of stress recognition in case of individualistic orientation. Second, value orientation variables that affect overall home management strategy of Korean urbanite are material orientation, environmental orientation, fate control orientation and individualistic orientation. Third, variables that affect overall home management strategy of Korean urbanite are age, academic career, degree of information using, degree of stress recognition, perception level of living relative to others, environmental orientation and fate control orientation and it is shown that degree of information using is domineering variable.

• Journal of Family Resource Management and Policy Review
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• v.2 no.2
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• pp.1-19
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• 1998

The purpose of study is to understand the home management strategy to cope with rapid changing environments and to verify that how personal value orientation affect home management strategy. The research results are summarized below. First, variables that affect the value orientation of Korean urbanite are sex, area of dwelling, degree of information using and degree of stress recognition in case of material orientation, degree of information using in case of environmental orientation, academic career, sex, degree of information using, degree of stress recognition in cases of fate control orientation, number of children, sex, degree of information using in case of equilibrium orientation, sex, degree of stress recognition in case of present orientation and academic career, degree of stress recognition in case of individualistic orientation. Second, value orientation variables that affect overall home management strategy of Korean urbanite are material orientation, environmental orientation, fate control orientation and individualistic orientation. Third, variables that affect overall home management strategy of Korean urbanite are age, academic career, degree of information using, degree of stress recognition, perception level of living relative to others, environmental orientation and fate control orientation and it is shown that degree of information using is domineering variable.

• Journal of Intelligence and Information Systems
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• v.21 no.1
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• pp.47-63
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• 2015

As knowledge is paid attention as a new production factor that generates added value, studies continue to apply knowledge management to business environment. In addition, as ICT (Information Communication Technology) was engrafted in business environment, it leads to increasing task efficiency and productivity of individual workers. Accordingly, the way that a business achieves its goal has changed to one in which its individual members are willing to take part in the organization and share information to create new values (Han, 2003) and studies for the system and service to support such transition are carrying out. Of late, a new concept called 'Enterprise 2.0' newly appears. It is the extension of Wen 2.0 and its technology, which focus on participation, sharing and openness, to the work environment of a business (Jung, 2013). Enterprise 2.0 is being used as a collaborative tool to prop up individual creativity and group brain power by combining Web 2.0 technologies such as blog, Wiki, RSS and tag with business software (McAfee, 2006). As Tweeter gets popular, Enterprise Microblog (EMB), which is an example of Enterprise 2.0 for business, has been developed as equivalent to Tweeter in business circle and SaaS (Software as a Service) such as Yammer was introduced The studies of EMB mainly focus on demonstrating its usability in terms of intra-firm communication and knowledge management. However existing studies lean too much towards large-sized companies and certain departments, rather than a company as a whole. Therefore, few studies have been conducted on small and medium-sized companies that have difficulty preparing separate resources and supplying exclusive workforce to introduce knowledge management. In this respect, the present study placed its analytic focus on small-sized companies actually equipped with EMB to know how they use it. And, based on the findings, this study examined their knowledge management strategies for EMB from the point of codification and personalization. Hypothesis -"as a company grows, it shifts EMB strategy from codification to personalization'- was established on the basis of reviewing precedent studies and literature. To demonstrate the hypothesis, this study analyzed the usage of EMB by small companies that have used it from foundation. For case study, the duration of the use was divided into 2 spans and longitudinal analysis was employed to examine the contents of the blogs. Using the key findings of the analysis, this study is aimed to propose practical implications for the operation of knowledge management of small-sized company and the suitable application of knowledge management system for operation Knowledge Management Strategy can be classified by codification strategy and personalization strategy (Hansen et. al., 1999), and how to manage the two strategies were always studied. Also, current studies regarding the knowledge management strategy were targeted mostly for major companies, resulting in lack of studies in how it can be applied on SMEs. This research, with the knowledge management strategy suited for SMEs, sets an Enterprise Microblog (EMB), and with the EMB applied on SMEs' Knowledge Management Strategy, it is reviewed on the perspective of SMEs' Codification and Personalization Strategies. Through the advanced research regarding Knowledge Management Strategy and EMB, the hypothesis is set that "Depending on the development of the company, the main application of EMB alters from Codification Strategy to Personalization Strategy". To check the hypothesis, SME that have used the EMB called 'Yammer' was analyzed from the date of their foundation until today. The case study has implemented longitudinal analysis which divides the period when the EMBs were used into three stages and analyzes the contents. As the result of the study, this suggests a substantial implication regarding the application of Knowledge Management Strategy and its Knowledge Management System that is suitable for SME.

• Journal of National Security and Military Science
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• s.13
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• pp.109-136
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• 2016

Define the importance and role of the acquisition strategy based on the Defense Acquisition Management System, diagnose and analyze the actual state of document preparation. We analyzed the timing and details of the basic strategy of the project in 2015 and suggested a supplementary plan to improve the efficiency of Military force improvement projects in conjunction with the Defense Planning and Management System. It is necessary to reduce the preparation period including the policy decision making process and then divide it into planning and programming stages to complement the role of acquisition strategy. In order to apply these improvements, the necessary revision of laws and regulations to be reviewed is referred to, enabling continuous research.

• Journal of Korean Society for Quality Management
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• v.29 no.1
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• pp.85-100
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• 2001

There is a significant discrepancy between manufacturing strategy and quality management. This paper attempts to review the literature of manufacturing strategy model in quality perspective The objective of the paper is to clarify the quality aspect of manufacturing strategy models for a better understanding of the subject and to lay a foundation to integrate manufacturing strategy with quality management. The paper is organized as follows. First, the literature review on the issue is presented. The trade-off model, lean production model, cumulative model, sand cone model, quality staircase model are critically reviewed. Next, the discussion on the review model is brought. Finally, conclusions are presented.