• Journal of Korea Port Economic Association
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• v.33 no.3
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• pp.121-138
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• 2017

Organizational culture represents values and beliefs that members share and is a factor that influences the behavior of organizational members. Understanding organizational culture is a source of competitive advantage to increase the rate of success and efficient management of the organization. The purpose of this study is to determine the relationship between job satisfaction and the turnover intention of sailors. To achieve its purpose, the study was developed by examining the properties to be used for the demonstration and the purpose of the study, and verifying the hypothesis through empirical analysis. Empirical analysis showed that developmental, rational, and group cultures among organizational culture have a significant impact on job satisfaction. When the organizational culture has a group culture and an extrinsic factor to job satisfaction, it has a negative effect on turnover intention. This implies that the shipping company needs to foster organizational culture to feel like growing for Sailors themselves and to improve relationship and cooperation with other sailors rather than trying to control strongly. The shipping company will need to educate members and manage its organizational culture consistently for improving the organizational culture.

• Journal of the Korean Institute of Navigation
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• v.21 no.3
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• pp.1-18
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• 1997

From the beginning of 1990s , also in the shipping industry, especially liner shipping industry competition has been more intensive and difference of the service quality among shipping companies has been learned . On the other hand, a shipping company has some limitations to do its international mission for itself just by broadening service area. For this reason, the necessity for the global strategi alliance among the shipping companies, which is orginally aimed at sharing of facilities and organixation, has been developed. Through strategic alliance, liner shipping companies do not need to input the additional capitals to increase the material assets such as vessel capacity and spread the risk by the enlargement of the market. Also, they can secure the competitive edge through efficient utilizaton of assets. The purpose of strategic alliance of Hanjin Shipping Ltd., can be summarized as follows ; broadening of service area, cost reduction through vessel sharing, realization of rationalized shipping service by terminal and equipment or facilities sharing. Liner strategic alliances are agreement among liner companies to pol their equipment , andterminals for joint operations and services in which each alliance partner continues to serve its market using jointly operated or used inland feeders,inland terminals, port terminals, and mainline fleets of ship as well as joint pools of containers and equipment. Strategic alliances are generally more formal agreements than consortia and impose longer term and far reaching obligation on their members. It also acts as one in developing and advancing the strategic aims of the alliance members. The most important objective for liner strategic alliances is cost reduction and improvement in capital asset utilization. Main aims of strategic alliance drawn in this paper, can be enumerated follows : 1. improvements in service frequency and quality : 2. improvements in vessel and equipment utilization and thereby reductions in fixed and variable cost ; 3. improvements in market shares and high value cargo booking ; 4. reductions in intermodal storage and port terminal throughput costs ; 5. improvements in negotiating powers with ports and feeder transport providers ; 6. reduction in financial and other fixed costs such as insurance; 7. coordination and integration of MIS and EDI systems and service for greater efficiency and market penetration ; and, 8. improvements in logistic chain management and economic of scale by equipment depot, terminal, and vessel sharing.

• Journal of Advanced Marine Engineering and Technology
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• v.40 no.7
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• pp.655-662
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• 2016

This study proposes that a diving supervisor, who can perform the role of both a field manager and a supervisor, be introduced in the national qualification system. The goal was achieved by surveying the general status of the commercial diving sector, including the statistics of an underwater construction company, commercial diving equipment operation condition, diver working hours, diver supply and demand status, and underwater construction market size. The national qualification and national competency standard (NCS) systems were also analyzed to deduce the role definition and work scope of the diving supervisor. Consequently, the following proposition is made: the diving supervisor should be an "on-site manager with the highest job skill in the commercial diving field, who can perform the on-site process management as well as guide, supervise, and educate project participants and serve as an intermediary between the contractor and the workers." The responsibilities of the diving supervisor are proposed to include "diving planning and operation of the diving team," "diving with surface-supplied air and mixed-gas diving system," "chamber operation," "underwater construction," and "ship salvage." The persistent issues in commercial diving sectors, such as diver career development, management, and worker supervision, are expected to be largely resolved with the introduction of this qualification.