• Journal of Fisheries and Marine Sciences Education
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• v.19 no.1
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• pp.53-73
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• 2007

There exists historically intimate relationship between the fisheries of the three countries of Northeast Asia in terms of the same fishing ground and similar resources. This means that if one of the countries fail to manage their fisheries properly, it will harm the others. Especially, if the EEZ straddling and Trans-Boundary Fish Stocks aren't managed by the cooperation of the three countries, the exhaustion of resources will be more likely to be accelerated. Considering the aspects mentioned, this paper refers to the necessity of fisheries cooperation between Korea, China, and Japan. Next, it analyzed the joint control cases of Norway/Russia Management of Shared Fish Stocks in the Barents Sea, Management of South Tasman Rise in Orange roughy, Agreement on Fisheries between the European Economic Community and the Kingdom of Norway, Conservation and management of pollack resources in the central Bering Sea, and drew a conclusion for ourselves. Last of all, it suggests a step-by-step strategy of promoting joint control between three countries, and the plan of the establishing and managing the organization of joint fisheries control. About the joint control, "The Joint Statement of promoting collaboration between Korea, China, and Japan" has been announced at ASEAN in October 7th, 2003 and the summit talk of the three countries. In the joint statement, the three countries came to an agreement which says, "Cooperation in Fishery Resource Conservation : The three countries will cooperate, bilaterally or trilaterally, to promote the sustainable use and conservation of fishery resource through the effective fishery management". Not only the consistent collaboration between the government is necessary, but also continuous exchange and related study on a Non-governmental level is also needed for the viable outcome in the near future. When deducting the result for the joint fisheries control, this writer hopes the contents of this study will be helpful.

• Journal of Global Scholars of Marketing Science
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• v.20 no.1
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• pp.4-14
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• 2010

Collaboration strategies entail information sharing and other varied forms of cooperation that are mutually beneficial to the company and stakeholder groups. This study addresses the specific types of collaboration used in the fashion industry while also examining strategies that have been most successful for fashion companies and perceived benefits of collaboration from the customer perspective. In the present study we define fashion companies and brands as collaborators and their partners or stakeholders as collaboratees. We define collaboration as a cooperative relationship where more than two companies, brands or individuals provide customers with beneficial outcomes utilizing their own competitive advantages on an equal basis. Collaboration strategies entail information sharing and other varied forms of cooperation that are mutually beneficial to the company and stakeholder groups. Through collaboration, fashion companies have pursued both tangible differentiation, such as design and technology applications, and intangible differentiation such as emotional and psychological benefits to customers. As a result, collaboration within the fashion industry has become an important, value creating concept. This qualitative study utilized case studies and in-depth interview methodologies to examine customers' attitudes concerning collaboration in the fashion industry. A total of 173 collaboration cases were identified in Korean and international markets from 1998 through December 2008, focusing on fashion companies. Cases were collected from documented data including websites and industry data bases and top ranked portal search sites such as: Rankey.com; Naver, Daum, and Nate; and representative fashion information websites, Samsungdesignnet and Firstviewkorea. Cases were collected between November 2008 and February 2009. Cases were selected for the analysis where one or more partners were associated with the production of fashion products (excluding textile production), retail fashion products, or designer services. Additional collaboration case information was obtained from news articles, periodicals, internet portal sites and fashion information sites as conducted in prior studies (Jeong and Kim 2008; Park and Park 2004; Yoon 2005). In total, 173 cases were selected for analysis that clearly exhibited the benefits and outcomes of collaboration efforts and strategies between fashion companies and stakeholders. Findings show that the overall results show that for both partners (collaborator and collaboratee) participating in collaboration, that the major benefits are reduction of costs and risks by sharing resource such as design power, image, costs, technology and targets, and creation of synergy. Regarding types of collaboration outcomes, product/design was most important (55%), followed by promotion (21%), price (20%), and place (4%). This result shows that collaboration plays an important role in giving life to products and designs, particularly in the fashion industry which seeks for creative and newness. To be successful in collaboration efforts, results of the depth interviews in this study confirm that fashion companies should have a clear objective on why they are doing the collaboration. After setting the objective, they should select collaboratees that match their brand image and target market, make quality co-products that have definite concepts and differentiating factors, and also pay attention to increasing brand awareness. Based on depth interviews with customers, customer benefits were categorized into six factors: pursuit for individual character; pursuit for brand; pursuit for scarcity; pursuit for fashion; pursuit for economic efficiency; and pursuit for sociality. Customers also placed more importance on image, reputation, and trust of brands regarding the cases shown in the interviews. They also commented that strong branding should come first before other marketing strategies. However, success factors recognized by experts and customers in this study showed different results by subcategories. Thus, target customers and target market should be studied from various dimensions to develop appropriate strategies for successful collaboration.

• IEIE Transactions on Smart Processing and Computing
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• v.1 no.2
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• pp.117-124
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• 2012

A client collaboration (CC) system is proposed for a user relay system. The proposed scheme focuses on the management of transmit power and leakage interference. In the proposed CC system, edge users transmit signals to the masters considered as user relays. The masters relay the signals of the edge users to the base station using the resource blocks (RBs) that are assigned to the edge users. The leakage interference and power consumption were analyzed in the CC system. In addition, an optimal master location problem was formulated based on the signal-to-leakage-plus-noise ratio (SLNR). Because the optimal master location problem is quite complex, a sub-optimal master location problem was proposed and a closed-form sub-optimal master location was obtained. The edge users generate smaller leakage interference and power consumption in the proposed CC system compared to the system without the CC. The numerical results showed that the edge users generate smaller leakage interference and power consumption in the proposed CC system compared to the system without the CC, and the average throughput increases.

• Korean Journal of Health Education and Promotion
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• v.29 no.1
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• pp.1-11
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• 2012

Objectives: The nurse visiting health service named Customized Visiting Health Care Program(CVHCP) requires the service innovations incorporating community support into a local service network. The purpose of this study was to assess the community network in CVHCP and inform improvement in this network. Methods: We used Social Network Analysis(SNA) in one CVHCP at H city. Network links were generated by self-administered questionnaires by the 14 community resource centers who quantified their links to all other 25 agents on the list. Links were analyzed by a dichotomous scale for any experience of collaboration and a scored scale of 0 to 3 for level of collaboration using UCINET v6. Results: A list of 14 agents was generated, and local network was dominated by the Public Health Center and a local welfare center named Unlimited Care Center(UCC). According to centrality score, UCC was the most prominent agent, and Public Health Center was the most influential agent, being a link in the pathway flow between other agents for 9.5% of contribution. CVHCP scored lower rank of prominent with 30.8% of other agents reported referring to it. Conclusions: Social network analysis provides a useful network description for informing and evaluation service network improvement in maximizing its service for the CVHCP.

• Journal of the Korea Society of Computer and Information
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• v.19 no.5
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• pp.79-87
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• 2014

In this paper, we propose contents sharing model for consolidating distributed collaboration environments. We provide the combined model by integrating different features-scalable resolution display walls resource, sharing contents on local and remote, multi-user interaction, and access control. There is a benefit that every user can interact within an environment, but overlaps would occur because of multi-user interaction. To manage overlap issue, the model includes access control. Access control would interfere flow of work process. Therefore, we conduct user study to evaluate these two factors of the model. The result shows that the proposed contents sharing model makes it possible to concentrate in a work.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.30 no.3
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• pp.71-81
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• 2007

Government-driven informatization support projects for small and medium companies turn into collaborative information technology alliances between mother companies and their suppliers. These collaboration efforts are driven by a mother company that can influence and support its suppliers. A mother company establishes a proprietary evaluation system for suppliers' informatization level and enforces the suppliers to use their ERP (Enterprise Resource Planning) systems above a certain level. This paper presents a Samsung Electronics case to find determinant factors for ERP system usage level. This case study aims at providing long-term strategies for the collaboration project and helping the suppliers effectively pursue their informatization projects. Furthermore, the case study will reveal issues and tasks for the mother companies to accomplish sustainable success for their suppliers' informatization.

• Perspectives in Nursing Science
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• v.4 no.1
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• pp.35-40
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• 2007

Today interdisciplinary collaboration is an important component of clinical research. This paper focuses on how the University of Washington School of Nursing (UW-SON) Center for Women's Health and Gender Research (CWHGR) facilitated and sustained interdisciplinary research. The CWHGR funded by National Institutes of Nursing Research has been an important resource for the UW-SON since its inception in 1989. The CWHGR encourages interdisciplinary collaborative research by providing small grant funds, mentoring faculty and pre- and postdoctoral fellows, providing consultation to researchers in other disciplines, and creating a model of biobehavioral and sociocultural research collaboration that facilitates interdisciplinary research. A brief overview of the UW-SON CWHGR is provided as well as identification of barriers to interdisciplinary research.

• Journal of the Korean Society for information Management
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• v.30 no.3
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• pp.111-131
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• 2013

The aim of this study is to reveal a necessity of and a strategy for the integrated use and the single search across the visual arts resources. For this purpose, at first, analysis was made on the current situation of Korean visual art resource management and retrieval systems. Secondly, the single search methods and its related technological foundation in foreign art resource institutions were categorized and analysed. As a result, this study suggested foundation for creating a sustainable environment for collaboration and single search that enhance access to and use of art resources.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.15 no.4
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• pp.1923-1931
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• 2014

A value creation is understood as important business strategy these days in both academics and industry. But this phenomenon is not fully understood based on systematized framework. In this paper, we summarized value research trend based on exploratory research and inductive reasoning by exploring both international and domestic journals. And we built a research framework that can analyze value creation between supplier and customer. Value research prior to 2004 is primarily divided into values of goods or services and relationship values. After 2004, service-dominant (SD) logic has been outlined. There are other research trends to see the relationship value in terms of relationship benefits and relationship in the network or supply chain. 4 critical resource types (financial resource, knowledge resource, efficiency resource, and intellectual resource) and 5 competence types (relational capability, collaboration capability, innovation capability, managing capability) are constructed as principal factors for value creation from inductive reasoning based upon a resource-based view (RBV) and a competence-based view (CBV). The research framework was built based on 4 resources and 4 competences.

• Knowledge Management Research
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• v.22 no.1
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• pp.85-103
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• 2021

While there is a rapid transition to smart work due to COVID-19, not many studies have measured the changes in organizational culture after firm-wide institutionalization of smart work. Through a questionnaire and a series of stakeholder interviews, this study examined how and to what extent employees' perception of organizational culture changed after the introduction of smart work in a large leisure service company H in South Korea. The working culture of the organization is measured as the changes in the organizational members' perception on seven dimensions: strategic innovativeness, organizational flexibility, fair human resource management, rational decision making processes, organizational vitality, trustful collaboration, proactive leadership. The results demonstrated that, after the introduction of smart work, the organizational members' perception on strategic innovativeness, organizational flexibility, organizational vitality, trustful collaboration have declined significantly while the changes in fair human resource management, rational decision making processes, and proactive leadership are insignificant. Though found to be insignificant, follow up interviews revealed that participants think that the role of management leadership is very critical for the smart work systems to be institutionalized successfully. While the smart work may have different effects depending upon industry or organizational characteristics, this study present a case for changes in organizational culture after institutionalizing smart work. Implications are discussed with further research issues at the end.