• Health Policy and Management
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• v.28 no.3
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• pp.288-293
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• 2018

In 1994 Korea government began to develop the healthcare industry, since then the government has tried to create opportunities to promote the industry through various political efforts and policies. The biggest achievement was attracting foreign patients from 2009 to 2016 with a cumulative 1.56 million and total revenue of 3 trillion won. But Korea still loses the opportunity to become a global leader in the health care industry due to regulations and various ideological disputes. Accordingly, it is necessary to facilitate policy understanding and present a practical road map so that Korea's healthcare industry become a new growth engine that will lead the trend of global market in the future. It also suggests a national economic development paradigm, the health economy as health and economic value are rotated through a shift in view of health care. At this point, 20 years after the beginning of the healthcare industry development, it is necessary to evaluate the related policies and discuss effective future directions. In this sense, the purpose of this study is to examine the policies and limitations of the healthcare industry by each government division, and based on it, to propose political tasks for the future.

• Aerospace Engineering and Technology
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• v.3 no.1
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• pp.134-142
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• 2004

This is a survey report of Japan's geo-stationary satellite development. Owing to Japanese government's ambitious space development efforts since 1950's, Japan became the fourth country that launched successfully its own satellite by using its own launch vehicle with the launch of Japan's first satellite, Ohsumi, in 1970. Since then Japan is maintaining a world leader's position in space development with continuous technology accumulation. Japan is injected 97 satellites into orbit(third in the world) by the end of 2003 including 18 science satellite series, 7 technology experiment satellite series, 5 meteorological satellites, and numerous telecommunication and broadcasting satellites, etc. With successful delivery of Optus C1 satellite to Sing Tel Optus Pty., Ltd. in Australia in June 2003 by MELCO, Japan is capable of competing in the international geo-stationary satellite market.

• Korea Journal of Hospital Management
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• v.18 no.1
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• pp.70-87
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• 2013

This study investigated contents of mission statements for Strategic Management of hospitals in Korea and Japan. For the study, 44 tertiary care hospitals in korea, which were accredited by the Ministry of Health and Welfare, were selected. And 83 special functioning hospitals in Japan, which were approved by the Minister of Health, Labour and Welfare, were included. Both quantitative and qualitative analyses were conducted by classifying 5 components of the mission statement; market, service, philosophy, image, contribution. Findings from this study are as follow. First, hospitals in Korea emphasized image(93.2%) and philosophy(81.8%) components in their mission statements, whereas hospitals in Japan highlighted components of service(89.2%) and market(72.3%). In detail, mission statements of Korean tertiary care hospitals describe the components of hospital's image (93.2%), philosophy(81.8%), contribution(56.8%), market(22.7%) and service (18.2%) in order. On the other hand, mission statements of Japanese special functioning hospitals describe hospital's service(89.2%), market(72.3%), contribution(61.4%), image (49.4%) and philosophy(34.9%), respectively. Second, as results of Content analysis, there were some differences in mission statements of hospitals between two countries, and it is mainly from the divergences of standards for recognition of medical institutions, environmental factors, and different ways of mission statement description. For strategic hospital management, carrying out innovative restructuring organization or promoting of research and training for medical development is considered as a desirable approach. However, clear description of mission statement is more important and it is required for effective control and managing organization. And then the mission should be communicated within an organization so all internal members understand it and put their efforts to achieve the mission of organization. In conclusion, it is recommended that a leader and senior managers should re-evaluate its mission statement whether it reflects characteristics of an organization. In addition, a mission statement should be created or improved based on critical decision, as well as it should be clearly shared within an organization in order to become a future oriented organizations.

• Korean journal of communication and information
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• v.16
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• pp.168-206
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• 2001

This study attempts to examine the relationships between the major market-based media and the government after closing military regime era, 1961-1987. After the military regime was collapsed, while the mass media in Korea obtained independence and autonomy from government, they have been confronted with the terrible competition not so much comparatively as before. The watchdog role in the traditional liberalism, which is regarded as normative relationship between the media and the government would be transformed in accordance with the market condition and the maturity of democracy. Thus, the watchdog metaphor has been variously deviated in rower-centered society; lap dog, guard dog, attack dog. liberalists argue that the primary democratic role of the media is to art as a public watchdog overseeing the state. Social democrats, however, criticize them as simplistic conception which could be only applied to the government. They argue that the media should be seen as a source of redress against the abuse of all forms of power over others; the home, the economy, and the civil society. The lap dog view is that the media is overwhelmingly dependent on the established power structure contrary to the watchdog. While the guard dog perspective is a means to preserve the power structure alarming with playing 'conflict role', the attack do8 aims to the private interest of the media in intruding into the politics. The attack dog perspective by T. Patterson could be composed of the interpretive style of report, the game schema report over the policy schema in the election, and the negativism against politics and government. The market-dominant press has been likely to transform from lap-guard dog into attack-guard dog. In Roh Tae Woo government(1988-1992), while the press was a lessened lap-guard dog before three parties merger in 1990, after merger the press had been transformed as the reinforced lap-guard dog because this merger entailed joint, party-to-party negotiations, and the formation of the new party preceded by dissolution of the ruling blot. In the early stage of Kim Young Sam government(1993-1997), the press has kept in pace with the reform movement drive-forced by the government. However, the press withdrew the support of Kim's reform in reaching the level of threat to ruling bloc. The press coalesced only circumstantially with government and was interested in preserving some margin of independence. The failure of Kim's reform proved the political muscle of the press in post-autho-ritarianism. In the middle stage of Kim Dae Jung government (1998-) that resulted in the shift of power structure as once-opposition party leader, the stress has been a manifested attack-guard dog owing to the anti-cold war policy, the realignment policy of power, and the minority-base of Kim's government. The press has endeavored to hold political communication within limits relatively less threatening to the established order.

• Journal of Service Research and Studies
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• v.12 no.2
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• pp.1-22
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• 2022

This study was conducted based on the service philosophy as a study to capitalize on the wisdom of Korea and Koreans. This is a study that capitalizes on the wisdom of the founding president who led civilization changes in Korea. Wisdom as a visionary leader who played a leading role in Korea's development from a continental civilization to a maritime civilization was derived. We analyzed the wisdom of the founding president, who established the Republic of Korea with a new identity as a liberal democracy and protected it, and laid the foundation for Korea to leap into an advanced country through legal system reform and human resource development. First, we analyzed the essence of politics and presented the essential tragic nature that visionary leaders must bear as politicians. We also analyzes his courage and belief to accept a tragic fate, the insights on the spirit of independence, anti-communism, liberal democracy and the future. We analyze the wisdom as a visionary leader that is consistently revealed through countless choices and decisions to give up. It suggests that such wisdom is essential for the founding and development of a nation, and the wisdom need to be assetized. It needs a solid philosophical foundation to become a useful wisdom asset in the long run. In this study, Syngman Rhee's wisdom was assetized on the basis of the service philosophy. This is because it is wisdom based on the fiercely symmetrical balance principle. Human resource development was a choice that entailed great sacrifice, the market economy was a choice that entailed great sacrifice, and the protection of liberal democracy was also a choice that entailed great sacrifice, so it can be said that it is wisdom that fits the essence of the service philosophy. It is wisdom found only in outstanding visionary leaders. We present the wisdom of building a free democratic country, the wisdom of building a free market economy, and the wisdom of building a talent-oriented nation as assets in terms of national management philosophy, national management owner, time frame, and strategic asset. It also suggests that visionary leaders are continuously required for the long-term sustainable development of mankind and Korean society.

• Information Systems Review
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• v.10 no.3
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• pp.257-287
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• 2008

Grounded in the prior literatures on acceptance and diffusion of IT and innovation in the level of organization research, 3 major constructional factors such as Motivation, IT resistance, and IT change management were investigated to suggest propositions from 15 multi-cases of PLM from 6 different companies in Automotive OEMs and suppliers, and we posited that the diffusion is continued only when motivation is stronger enough to overcome IT resistance as a fundamental finding and basis of this research on PLM acceptance and diffusion. The Motivation was found to be initiated and categorized from three different factors such as environmental factors, organizational factors, and technological factors, providing key propositions for further research: (1)The Automotive suppliers, contrary to OEM, are affected more by the demand of inter-connectivity as an environmental factor, while the other factors are similarly influencing to them, (2)The big organizations are influenced more by the champion, while the small organizations get influenced more by leader. (3)When the trend, inter-connectivity and complexity get stronger, the motivation gets more strongly influenced by the perceived benefit in the technological context. Regarding Change management we suggests IT change management is supportive to overcome IT resistance and also to enforce Motivation, and the critical mass exists differently according to the market maturity adopted, and more market matured technology has lower critical mass, implies less requirement of IT change management than less market matured technology.

• Journal of Technology Innovation
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• v.24 no.2
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• pp.21-56
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• 2016

Despite many previous studies on catch-up, understanding on the effect of product architecture developed by latecomers on the catch-up performance remains limited. On the other hands, in contrast to the semiconductor, ship building, and automotive industry, even if Korean industry and government have invested the development of numerical controllers for machine tools in the past four decades, the industry and government have failed to achieve catch-up. Therefore, we newly examine the effect of product architecture on the catch-up performance of the Korea by implementing comparative research with periods on the evolution of product architecture of Fanuc's numerical controllers, which have achieved the largest market share in the world. We found that Fanuc developed open modular architecture based numerical controllers and provided product with customization of user requirements as well as cost effectiveness. Consequently, Fanuc has sustained market leader position since the mid-1980s. However, despite all the efforts of the industry and government, we found that the Korea failed to develop open modular architecture based numerical controllers and could not achieve significant catch-up performance. Our findings provide important theoretical backgrounds for examining the catch-up performance as well as investigating the reason why latecomers failed to achieve market catch-up even if they accomplished technological catch-up.

• The Journal of the Institute of Internet, Broadcasting and Communication
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• v.16 no.3
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• pp.39-46
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• 2016

For several decades, Korean corporations have achieved remarkable success in the world market pursuing a quantitative growing strategy by benchmarking developed countries such as the United States, Japan and European Union. Recently, however, since not only the world economy enters into low growth age of New Normal, but the continuously increasing pressure of emerging countries like China and India, the global position of Korean corporations has ruffled. For these reason, the purpose of the study based on searching the strategy for Korean corporations to promote sustainable growth while gaining a competitive advantage in the world market. The study uses two analytical tools, Porter's Diamond Model and Productivity Frontier by analyzing the smart phone industry where Korea, the United States and China are competing desperately. The study is aimed at analyzing and comparing the global competitiveness among Apple as a leader, Samsung Electronics as a follower and Chinese corporations as newcomers in the smart phone industry. Based on the analysis and comparison, the study focuses on searching the strategic decision of Samsung Electronics, and suggests the future strategic positioning of major corporations in different industries in the world market.

• Journal of the Korean Society of International Agriculture
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• v.23 no.5
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• pp.552-559
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• 2011

China is a one of the largest agricultural countries in the world. China consumes around 12.5 billion kilograms of seeds each year. Suchhuge demand for seeds has made the Chinese seed market more and more attractive for investment. Through analysis on the present situation and existing problems of the seed industry in China and based on the current Chinese seed industry development, some future prospects for investments are indicated. This investigation was carried out to propose the appropriate strategies on the development of the Korea seed industry as it considers its entry into the China seed market as a new growth engine in the agricultural sector. The basic law regulating the Chinese seed industry is the PRC Seed Law that generally refers to the protection of germplasm resources, verification of varieties, seed quality issues, the import and export of seeds, seed administrative management, and various rights and obligations. The regulations were aimed at the protection of the rights concerning new varieties of plants. China has two main industry associations, the National Seed Association and the China Seed Industry IP Union, that are non-profit associations consisting of entities and people engaging in the seed scientific research, production, operation and management. The China National Seed Group Co., Ltd. ("Sino Seeds") is the market leader in China regarding the seed industry. The chinese government, however, encourages investment from multinational companies as well as importation of modern crop planting management technologies and equipment. It supports the entry of investors with proven experiences in breeding and germplasm resources expansion and R&D. There has never been a better time for multinational companies with proven seed industry experience to look at building relationships with the Chinese government and enterprises.

• Asia Marketing Journal
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• v.10 no.3
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• pp.59-79
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• 2008

This study explores ways in which Korean companies manage a brand to become a long-run success. In particular, this study focuses on Chamisul, analyzing its marketing strategy, examining its brand life-cycle in terms of introduction, growth, and renewal. Chamisul, first introduced in 1998, has occupied the Korean liquor market as a leading brand for almost a decade. Chamisul's long-run success, in fact, depends upon a number of reasons; first, it has consistently and continuously keeps its own core brand concept and identity. Second, it has built its brand asset by strengthening its emotional ties with customers. The emotional connection that Chamisul has built is based upon the trust between the company who produces the product and the customers who recognize the benefit of drinking Chamisul. Third, the company creates various brand differentiation programs, thereby allowing its customer to get familier with the brand. Finally, the company sets up a clear management standard in Korean liquar market in order to maintain the vitality of the brand, managing Chamisul in accordance with the standard. Seen in this light, Chamisul's success reflects the marketing activities and strategies that play a fundamental role in creating and maintaining a long-run brand. Similarly, its success can be seen to be a model for brand management, telling us how to become a market leader through an effective brand management.