• Korea Journal of Hospital Management
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• v.8 no.2
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• pp.24-48
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• 2003

It is important how the leader leads the organizational members with leadership appropriate to environment changes as the leader has great influence on the management of hospital organization. These data were collected from the questionnaire surveyed, from February 14 through February 28, 2003, to 218 people among those in the field of doctorship, management administration, nursing, technology, medical engineering, management engineering, and general affairs, working for three hospitals under S medical foundation in Pusan. The principal findings of this research are as below : 1. Type of leadership and job satisfaction had positive correlation in terms of both transformational and transactional leadership, with former having more relation than the latter. 2. Type of leadership and organizational commitment had positive correlation in terms of intellectual stimulus and situational rewards, having little relation statistically. 3. Type of leadership and turnover intentions had negative correlation only in individual consideration, situational rewards, and exceptional management, showing that transactional leadership had more relation than transformational leadership. 4. In terms of leadership and its effect on the organizational performance and turnover intentions, transformational leadership had more correlation than transactional leadership. But transactional leadership also turned out to have effect on organizational performance. When transformational leadership used, turnover intentions were lower than when transactional leadership used. However, both transformational and transactional leadership had negative correlation to turnover intentions. 5. Effect that type of leadership according to job classification, status, age, and academic career has on organizational performance and turnover intentions was differed by those factors; especially, in the occupation of doctor, both transformational and transactional leadership had positive correlation to turnover intentions. 6. Regression analysis on the factors of organizational performance and turnover intentions showed that higher age had positive correlation to the organizational performance in terms of socio-demographical features and that the more leadership was used for charismatic and situational rewards and the less leadership was used for intellectual stimuli, the higher organizational performance was likely. In short, hospital operators and managers should examine each manager's qualification, type, and style of leadership in the hospital organization, and they must develop lasting programs for effective education and training for developing characteristics of leadership are in needed to have managers with appropriate managerial mind to respective post and status. It should be kept in mind that manager's leadership especially has great effect on members' goal-setting, goal-achievement, organizational performance, and turnover intentions as it is a decisive factor of organizational members' attitude and motivation.

• Journal of Korea Port Economic Association
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• v.34 no.3
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• pp.1-16
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• 2018

The demand for biopharmaceuticals is on the rise spurred by the fourth industrial revolution and an aging society in Korea. Consequently, the scale of the biopharmaceutical industry is continuously increasing globally, thereby leading to an increase in the distribution of biopharmaceuticals. However, the relative inferiority of the domestic drug distribution structure, when compared to the advanced countries, and strict logistics regulations concerning the handling of biopharmaceuticals have raised the need for systematic management. Essentially, the significance of third-party logistics companies in the cold chain for pharmaceutical cold chain has increased with an intense management environment for pharmaceuticals. The purpose of this study is to investigate the selection factors of drug cold chain's third-party logistics companies and to examine the influence of selection factors on satisfaction. A multiple regression analysis was conducted to investigate how cold chain third-party logistics factors affect the satisfaction of third-party logistics in cold chain. The results of analysis showed that expertise, facility, and linkage are factors affect customer satisfaction. The managerial capacity was derived not as an influential factor. These findings suggest that the future cold chain industry will be equipped to provide direction and strategic implications.

• Journal of Digital Convergence
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• v.20 no.4
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• pp.23-30
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• 2022

This study analyzed the effects of e-sports games on psychological well-being and life satisfaction of individuals by focusing on social and psychological aspects, recognizing e-sports games as subjective area activities based on psychological experiences as well as a means of leisure activities. To this end, 250 game users with actual experience in online games were analyzed using a structural equation modeling(SEM). The research results are as follows. First, except for other's emotion appraisal, which was a sub-factor of emotional intelligence of e-sports game users, self-emotional appraisal, use of emotion and regulation of emotion were found to have a significant positive effect on psychological well-being. Second, psychological well-being in e-sports games was found to have a significant positive relationship with life satisfaction, and psychological well-being was found to significantly mediate the relationship between emotional intelligence and life satisfaction. The findings of this study imply that managerial implications for related organizations as a platform that could support individual psychological well-being in a situation where the stress level of young adults as well as teenagers in a non-face-to-face environment is increasing.

• The Korean Journal of Franchise Management
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• v.3 no.2
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• pp.20-38
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• 2012

After being introduced into franchises industry, franchise has made a phenomenal growth in a short time and a substantial contribution to job creation and economic revitalization. Nevertheless, franchise business operators failed a business or low profit because of a lack of information and indiscriminate foundation. Therefore the first object of this study is characteristics of franchise's factors on disclosure agreement in franchise associate website. second is examinations about casual relationship between factor and franchise performance with using Excel and SPSS 18.0 versions. The findings of present study were as follows. First, franchises manage small business mostly(financial data, scale so on) and franchise's type focused the food service industry. Specially, a business district select unprotected contract. Second, in franchise's factors, we could find statistically significant effect on annual average sales and annual average net profit. However growth rate of franchise don't have statistically significant effect. Third, we could find statistically significant difference on analysis both franchises' factors and financial data. In conclusion, we must consider of franchise industry environment and success effect on performance in starting one's business. Furthermore franchises plan ways for their sustained growth and protection of rights and interests. Finally business operator draw up their information and upgrade continuously for franchises industry growth. Discussion and theoretical and managerial implications of the results were described along with future franchise research suggestions.

• Asia Marketing Journal
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• v.14 no.4
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• pp.143-165
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• 2013

Sales force automation (SFA) technologies are increasingly used to support customer relationship management (CRM) strategies. However, the popular press reports mixed results among companies incorporating SFA technologies and the previous studies have less interested in relationship quality between sales person and customer as an outcome of SFA. Actually the improved quality of the salesperson-customer relationship may be the most important outcome of SFA usage. This outcome is especially meaningful in today's marketplace given the increasing focus placed on customer retention and other customer related performance such as customer lifetime value. Therefore, this study seeks to further examine the impact of SFA usage within two different firms using SFA technologies to examine the impact of SFA usage on both customer relationship quality and sales performance. Additionally, the moderating roles of perceived managerial support and salesperson experience on the outcomes of SFA usage are examined. The results shows that direct effect of SFA usage on performance was not significant but highlight the mediating role of customer relationship quality in the SFA usage - sales performance relationship. Also, this research examines a number of moderating effects of both management supports for SFA and salesperson's sales work experience. The results indicate that management support has a significant direct influence on relationship quality and salesperson performance, but not a significant moderating effect on the relationship between SFA usage and the outcomes (relationship quality and performance). Thus moderating effects were not supported but find significant main effects. First of all, finding of this study suggest that a formula for successful SFA implementation must be one that highlights a SFA usage → relationship quality → sales performance sequence. This means when sales person use SFA they must build relationship with customer first then will return some long term performance. Second, the implications of not considering the introduction of big technology initiatives in terms of fit within the company's culture, strategy, structure, and environment may in many cases be quite noteworthy. Therefore, the launching of a new technology in the firm, such as SFA, may have a nonlinear impact upon overall firm performance, depending on the presence of other complimentary resources and capabilities. Finally the authors offer a number of implications for research and practice, and suggest directions for future SFA research that may further improve our understanding of this increasingly relevant topic.

• Asia pacific journal of information systems
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• v.20 no.3
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• pp.139-166
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• 2010

The supply chain management (SCM) systems have emerged as strong managerial tools for manufacturing firms in enhancing competitive strength. Despite of large investments in the SCM systems, many companies are not fully realizing the promised benefits from the systems. A review of literature on adoption, implementation and success factor of IOS (inter-organization systems), EDI (electronic data interchange) systems, shows that this issue has been examined from multiple theoretic perspectives. And many researchers have attempted to identify the factors which influence the success of system implementation. However, the existing studies have two drawbacks in revealing the determinants of systems implementation success. First, previous researches raise questions as to the appropriateness of research subjects selected. Most SCM systems are operating in the form of private industrial networks, where the participants of the systems consist of two distinct groups: focus companies and vendors. The focus companies are the primary actors in developing and operating the systems, while vendors are passive participants which are connected to the system in order to supply raw materials and parts to the focus companies. Under the circumstance, there are three ways in selecting the research subjects; focus companies only, vendors only, or two parties grouped together. It is hard to find researches that use the focus companies exclusively as the subjects probably due to the insufficient sample size for statistic analysis. Most researches have been conducted using the data collected from both groups. We argue that the SCM success factors cannot be correctly indentified in this case. The focus companies and the vendors are in different positions in many areas regarding the system implementation: firm size, managerial resources, bargaining power, organizational maturity, and etc. There are no obvious reasons to believe that the success factors of the two groups are identical. Grouping the two groups also raises questions on measuring the system success. The benefits from utilizing the systems may not be commonly distributed to the two groups. One group's benefits might be realized at the expenses of the other group considering the situation where vendors participating in SCM systems are under continuous pressures from the focus companies with respect to prices, quality, and delivery time. Therefore, by combining the system outcomes of both groups we cannot measure the system benefits obtained by each group correctly. Second, the measures of system success adopted in the previous researches have shortcoming in measuring the SCM success. User satisfaction, system utilization, and user attitudes toward the systems are most commonly used success measures in the existing studies. These measures have been developed as proxy variables in the studies of decision support systems (DSS) where the contribution of the systems to the organization performance is very difficult to measure. Unlike the DSS, the SCM systems have more specific goals, such as cost saving, inventory reduction, quality improvement, rapid time, and higher customer service. We maintain that more specific measures can be developed instead of proxy variables in order to measure the system benefits correctly. The purpose of this study is to find the determinants of SCM systems success in the perspective of vendor companies. In developing the research model, we have focused on selecting the success factors appropriate for the vendors through reviewing past researches and on developing more accurate success measures. The variables can be classified into following: technological, organizational, and environmental factors on the basis of TOE (Technology-Organization-Environment) framework. The model consists of three independent variables (competition intensity, top management support, and information system maturity), one mediating variable (collaboration), one moderating variable (government support), and a dependent variable (system success). The systems success measures have been developed to reflect the operational benefits of the SCM systems; improvement in planning and analysis capabilities, faster throughput, cost reduction, task integration, and improved product and customer service. The model has been validated using the survey data collected from 122 vendors participating in the SCM systems in Korea. To test for mediation, one should estimate the hierarchical regression analysis on the collaboration. And moderating effect analysis should estimate the moderated multiple regression, examines the effect of the government support. The result shows that information system maturity and top management support are the most important determinants of SCM system success. Supply chain technologies that standardize data formats and enhance information sharing may be adopted by supply chain leader organization because of the influence of focal company in the private industrial networks in order to streamline transactions and improve inter-organization communication. Specially, the need to develop and sustain an information system maturity will provide the focus and purpose to successfully overcome information system obstacles and resistance to innovation diffusion within the supply chain network organization. The support of top management will help focus efforts toward the realization of inter-organizational benefits and lend credibility to functional managers responsible for its implementation. The active involvement, vision, and direction of high level executives provide the impetus needed to sustain the implementation of SCM. The quality of collaboration relationships also is positively related to outcome variable. Collaboration variable is found to have a mediation effect between on influencing factors and implementation success. Higher levels of inter-organizational collaboration behaviors such as shared planning and flexibility in coordinating activities were found to be strongly linked to the vendors trust in the supply chain network. Government support moderates the effect of the IS maturity, competitive intensity, top management support on collaboration and implementation success of SCM. In general, the vendor companies face substantially greater risks in SCM implementation than the larger companies do because of severe constraints on financial and human resources and limited education on SCM systems. Besides resources, Vendors generally lack computer experience and do not have sufficient internal SCM expertise. For these reasons, government supports may establish requirements for firms doing business with the government or provide incentives to adopt, implementation SCM or practices. Government support provides significant improvements in implementation success of SCM when IS maturity, competitive intensity, top management support and collaboration are low. The environmental characteristic of competition intensity has no direct effect on vendor perspective of SCM system success. But, vendors facing above average competition intensity will have a greater need for changing technology. This suggests that companies trying to implement SCM systems should set up compatible supply chain networks and a high-quality collaboration relationship for implementation and performance.

• The Journal of Fisheries Business Administration
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• v.34 no.2
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• pp.75-90
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• 2003

When we think of fundamental problems of the aquaculture industry, there are several strict conditions, and consequently the aquaculture industry is forced to change. Fish aquaculture has a structural supply surplus in production, aggravation of fishing grounds, stagnant low price due to recent recession, and drastic change of distribution circumstances. It is requested for us to initiate discussion on such issue as “how fish aquaculture establishes its status in the coastal fishery\ulcorner, will fish aquaculture grow in the future\ulcorner, and if so “how it will be restructured\ulcorner” The above issues can be observed in the mariculture of yellow tail, sea scallop and eel. But there have not been studied concerning seabream even though the production is over 30% of the total production of fish aquaculture in resent and it occupied an important status in the fish aquaculture. The objectives of this study is to forecast the future movement of sea bream aquaculture. The first goal of the study is to contribute to managerial and economic studies on the aquaculture industry. The second goal is to identify the factors influencing the competition between production areas and to identify the mechanisms involved. This study will examine the competitive power in individual producing area, its behavior, and its compulsory factors based on case study. Producing areas will be categorized according to following parameters : distance to market and availability of transportation, natural environment, the time of formation of producing areas (leaderㆍfollower), major production items, scale of business and producing areas, degree of organization in production and sales. As a factor in shaping the production area of sea bream aquaculture, natural conditions especially the water temperature is very important. Sea bream shows more active feeding and faster growth in areas located where the water temperature does not go below 13∼14$^{\circ}C$ during the winter. Also fish aquaculture is constrained by the transporting distance. Aquacultured yellowtail is a mass-produced and a mass-distributed item. It is sold a unit of cage and transported by ship. On the other hand, sea bream is sold in small amount in markets and transported by truck; so, the transportation cost is higher than yellow tail. Aquacultured sea bream has different product characteristics due to transport distance. We need to study live fish and fresh fish markets separately. Live fish was the original product form of aquacultured sea bream. Transportation of live fish has more constraints than the transportation of fresh fish. Death rate and distance are highly correlated. In addition, loading capacity of live fish is less than fresh fish. In the case of a 10 ton truck, live fish can only be loaded up to 1.5 tons. But, fresh fish which can be placed in a box can be loaded up to 5 to 6 tons. Because of this characteristics, live fish requires closer location to consumption area than fresh fish. In the consumption markets, the size of fresh fish is mainly 0.8 to 2kg.Live fish usually goes through auction, and quality is graded. Main purchaser comes from many small-sized restaurants, so a relatively small farmer and distributer can sell it. Aquacultured sea bream has been transacted as a fresh fish in GMS ,since 1993 when the price plummeted. Economies of scale works in case of fresh fish. The characteristics of fresh fish is as follows : As a large scale demander, General Merchandise Stores are the main purchasers of sea bream and the size of the fish is around 1.3kg. It mainly goes through negotiation. Aquacultured sea bream has been established as a representative food in General Merchandise Stores. GMS require stable and mass supply, consistent size, and low price. And Distribution of fresh fish is undertook by the large scale distributers, which can satisfy requirements of GMS. The market share in Tokyo Central Wholesale Market shows Mie Pref. is dominating in live fish. And Ehime Pref. is dominating in fresh fish. Ehime Pref. showed remarkable growth in 1990s. At present, the dealings of live fish is decreasing. However, the dealings of fresh fish is increasing in Tokyo Central Wholesale Market. The price of live fish is decreasing more than one of fresh fish. Even though Ehime Pref. has an ideal natural environment for sea bream aquaculture, its entry into sea bream aquaculture was late, because it was located at a further distance to consumers than the competing producing areas. However, Ehime Pref. became the number one producing areas through the sales of fresh fish in the 1990s. The production volume is almost 3 times the production volume of Mie Pref. which is the number two production area. More conversion from yellow tail aquaculture to sea bream aquaculture is taking place in Ehime Pref., because Kagosima Pref. has a better natural environment for yellow tail aquaculture. Transportation is worse than Mie Pref., but this region as a far-flung producing area makes up by increasing the business scale. Ehime Pref. increases the market share for fresh fish by creating demand from GMS. Ehime Pref. has developed market strategies such as a quick return at a small profit, a stable and mass supply and standardization in size. Ehime Pref. increases the market power by the capital of a large scale commission agent. Secondly Mie Pref. is close to markets and composed of small scale farmers. Mie Pref. switched to sea bream aquaculture early, because of the price decrease in aquacultured yellou tail and natural environmental problems. Mie Pref. had not changed until 1993 when the price of the sea bream plummeted. Because it had better natural environment and transportation. Mie Pref. has a suitable water temperature range required for sea bream aquaculture. However, the price of live sea bream continued to decline due to excessive production and economic recession. As a consequence, small scale farmers are faced with a market price below the average production cost in 1993. In such kind of situation, the small-sized and inefficient manager in Mie Pref. was obliged to withdraw from sea bream aquaculture. Kumamoto Pref. is located further from market sites and has an unsuitable nature environmental condition required for sea bream aquaculture. Although Kumamoto Pref. is trying to convert to the puffer fish aquaculture which requires different rearing techniques, aquaculture technique for puffer fish is not established yet.

• Korean Journal of Environment and Ecology
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• v.34 no.5
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• pp.454-465
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• 2020

This study measured the present number of encounters and established the evaluation criterion for the allowable number of encounters in the Seoseokdae summit area (SSA) of Mudeungsan National Park to examine managerial conditions of the number of visitors to the Seoseokdae trail section (STS). Data were obtained from a questionnaire survey of 263 visitors to STS selected through convenient sampling during June 2019. The average number of encounters in SSA was 18.7. Most of the respondents (95.4%) encountered fewer than 30 other visitors. The average maximum number of simultaneous users (AMNSU, measured at 15-minute intervals) in SSA was 13.4 persons (range: 3~31 persons). The AMNSU by the hour was the highest with 21.0 persons at 13-14, followed by 19.8 persons at 11-12, 15.5 persons at 14-15, 15.3 persons at 12-13, 12.3 persons at 10-11, and 10.8 persons at 8-9. Acceptable encounter number (AEN) developed by long-question format (LQF) was 59.2 persons, and that by short-question format (SQF) was 55.1 persons. AEN of the respondents who preferred "near-nature experience" at 27.5 persons was fewer than those who preferred "resort/tourism area like experience" at 46.6 persons. The present number of encounters and AMNUS (range: 3~31 persons) in SSA were fewer than AENs derived from LQF (59.2 persons) and SQF (55.1 persons). Eighty-three percent of the respondents preferred "near-nature experience," while only 10.5% of the respondents preferred "resort/tourism area like experience." 78.4% of the respondents did not perceive that SSA was crowded. The absolute majority of the respondents (92.3%) answered higher personal AEN than the perceived encounter numbers (PEN). The gaps between the personal AEN and the PEN were negatively correlated with perceived crowding.

• Korean Journal of Environment and Ecology
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• v.34 no.5
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• pp.446-453
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• 2020

This study built a model to predict the daily number of visitors to 18 trails in the Taebaeksan National Park using the auto-counter system data to analyze the factors affecting the daily number of visitors to each trail and classified the trails by visitors' behaviors. Results of the multiple regression models with the daily number of visitors of the 18 trails indicated that the events, such as the National Foundation Day celebration of Snow Festival, affected the number of visitors of all of the 18 trails and were the most critical factor that determined the daily number of visitors to the Taebaeksan National Park. The long-holidays of three days or longer and other national holidays also affected the daily number of visitors to the trails. Precipitation had a negative impact on the number of visitors of trails where the intention of most visitors was for sightseeing or camping instead of hiking, whereas had no significant impacts on the number of visitors of trails where many visitors intended for hiking. It indicated that visitors who intended for hiking went ahead hiking even if the weather was poor. The effects of temperature had a positive effect on the number of visitors who intended for hiking but a negative effect on the number of visitor to the trails near Danggol Plaza where the Snow Festival was held in each winter, suggesting that the impact of the Snow Festival was the deterministic factor for trail management. Results of K-mean clustering showed that the 18 trails of the Taekbaeksan National Park could be classified into three types: those affected by the Snow Festival (type 1), those that have sightseeing points and so were visited mostly by non-hikers (type 2), and those visited mostly by hikers (type 3). Since visitor behaviors and illegal actions differ according to the trail type, this study's results can be used to prepare a trail management plan based on the trail characteristics.

• Journal of Agricultural Extension & Community Development
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• v.21 no.2
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• pp.1-28
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• 2014

Private consulting firms that are currently participating in rural area development projects with a bottom-up approach are involved in nearly all areas of rural area development, and the policy environment that emphasizes the bottom-up approach will further expand their participation. Reviews of private consulting firms, which started out with high expectations in the beginning, are now becoming rather negative. Expertise is the key issue in the controversy over private consulting firms, and the analysis tends to limit the causes of the problems within firms. This study was conducted on the premise that the fixation on cause and structure results in policy issues in the promotion process. That is because the government authorities are responsible for managing and supervising the implementation of policies, not developing the policies. The current issues with consulting firms emerged because of the hasty implementation of private consulting through the government policy trend without sufficient consideration, as well as the policy environment that demanded short-term outcomes even though the purpose of bottom-up rural area development lies in the ideology of endogenous development focused on the changes in residents' perceptions. Research was conducted to determine how the problems of private consulting firms that emerged and were addressed in this context influenced the consulting market, using current data and based on the firms' business performance. In analyzing the types, firms were divided into three groups: top performers including market leaders (9), excellent performers (36), and average performers (34). An analysis of the correlation between the business performance of each type and managerial resources such as each firm's expertise revealed that there was only a correlation between human resources and regional development in excellent performers, and none was found with the other types. These results imply that external factors other than a firm's capabilities (e.g., expertise) play a significant role in the standards of selecting private consulting firms. Thus, government authorities must reflect on their error of hastily adopting private consulting firms without sufficient consideration and must urgently establish response measures.