• Knowledge Management Research
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• v.10 no.3
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• pp.1-16
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• 2009

Recent trends in business are characterized by recognition of the importance of knowledge assets. Especially, this phenomenon is receiving more momentum as our society goes digital rapidly. The concept of Knowledge Management has long been used as an effective way of restructuring the management process of a firm. In literature regarding knowledge management, a number of successful cases were reported, where knowledge-based management activities could dramatically enhance a firm's strategic performance for years. However, there exists very little research investigating the effect of knowledge management on corporate competitiveness. Researchers as well as practitioners need more rigorous results about such issues, especially how much the knowledge management strategic initiatives may have an influence on the firm's competitiveness. In this sense, we need an empirical study adopting statistical approaches due to the existence of abundant knowledge management case studies. To fill this research void, this study proposes a research model testing whether knowledge management activities could improve corporate competitiveness. We collected 321 valid questionnaires from participants in knowledge management activities in the tourism industry and applied a structural equation model. Empirical results showed that knowledge management activities have a positive impact on knowledge management efficiency and finally corporate competitiveness. We hope that this study will shed light on further rigorous studies considering tourism industry as a major strategic activity.

• The Korean Journal of Franchise Management
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• v.14 no.4
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• pp.1-16
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• 2023

Purpose: Previous studies show that perceived CSR motives have a significant impact on company evaluations. However, consumer responses to CSR motives vary depending on CSR motives. From this perspective, this study investigates the impact of CSR motives on consumers' responses in the context of food and beverage franchise companies using a scenario. Research design, data, and methodology: For achieving the purposes of the study, an example of a domestic food and beverage franchise company actively carrying out CSR activities was presented. Data was collected from 304 respondents aged 20 or older who were aware of CSR activities. The respondents answered the questionnaire after reading the scenario. The data was analyzed with SPSS 28.0 and SmartPLS 4.0 program. Result: Values-driven motive and strategic motive influence authenticity, while stakeholder-driven motive and egoistic motive did not influence authenticity. Values-driven motive influences on attitude, while stakeholder-driven motive, strategic motive and egoistic motive didn't. Lastly, authenticity influences attitude. Conclusions: Companies need to be aware that consumers may infer different motives for their CSR activities, and pay close attention to consumers' perceived motives from the planning stage of CSR activities. In particular, companies should focus on the values-driven motive and the strategic motive when planning CSR activities.

• Journal of Global Scholars of Marketing Science
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• v.14
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• pp.81-100
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• 2004

The purpose of this study was to test consistent relations between business strategy and marketing strategy of product level and to identify association Miles and Snow's strategic typology and Porter's generic strategy. The data were collected by personal interview with top management and marketing managers who worked at strategic business units in industrial and consumer product industry. The result showed that Porter's generic strategy significantly related with strategic marketing activities of product level. Miles and Snow's typology related with innovative marketing and environment management of the product market. But different patterns of strategic activities were not found among strategy types of Miles and Snow. Significant association between Miles and Snow's strategic typology and Porter's generic strategy implicates a possibility of integrated approach of two strategic typologies.

• The Journal of Information Systems
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• v.22 no.1
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• pp.89-116
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• 2013

The influence factors on the development of information technology(IT) infrastructure for knowledge management(KM) were not empirically investigated and identified. This study empirically examines the relationships among strategic performance measurement systems(SPMS), organizational learning, the strategic alignment of business strategy with information systems(IS) strategy, which is the necessary condition to provide the kinds of knowledge required for the successful realization of business strategy, and the active construction of IT infrastructure for KM. This study demonstrates that SPMS directly affects the organizational learning, with which the members of an organization acquire the types of knowledge about strategic goals or objectives and the ways attaining these goals, and indirectly influences the IS strategic alignment through organizational learning. Thus, the alignment between business strategy and IS strategy can be facilitated and activated by the adoption and implementation of SPMS. According to the results of this study, it is observed that the IS strategic alignment and organizational learning positively affect the activation of the development of KM IT infrastructure in a firm. The results of this study also shows that the construction of KM IT infrastructure, which supports the realization of KM activities, such as knowledge creation, transfer and sharing, can enhance the strategic position of a firm, and the intensified competitiveness of a firm can lead to the improvement of performance.

• The Journal of Economics, Marketing and Management
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• v.10 no.6
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• pp.9-16
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• 2022

Purpose: This research investigates the differences in knowledge exchange activities and performances between startups and large companies in software industry clusters. Research design, data, and methodology: Six independent factors of human resource information, R&D and technology, marketing knowledge, government support information, strategic knowledge, and cooperation information were extracted to test the firm size effect in the relationships with two performance factors such as satisfaction with industry cluster location and satisfaction with financial performances. Data were collected through a survey of entrepreneurs, managers, and employees and tested by statistical analysis methodologies. Results: Three independent factors of human resource information, R&D and technology, and cooperation information were particularly significant in the relationship with both dependent factors. Strategic knowledge significantly affected financial performance. Knowledge exchange activities were more important in startups than in large companies for all eight factors. Conclusion: Policies for software industry clusters need a different approach for startups and large companies.

• Proceedings of the Technology Innovation Conference
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• 2002.06a
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• pp.225-237
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• 2002

The term "Strategic Alliance" which is not exactly defined in legal sector can apply to a wide variety of collaborative activities between firms, In spite of the vague conception Strategic Alliance, it has many benefit in the market. Especially, cooperation in R&D may reduce duplicative and unnecessary costs, lead to significant exchange of ideas and experience and thus result in products and technologies being developed more rapidly than would otherwise be the case. As a general rule, R&D cooperation tends to increase overall R&D activities. However, R&D agreements may cause competition problems such as restrictives effects on prices, output, innovation and variety or quality of products, To prevent its problems, competition authorities set out guidelines. The antitrust analysis of strategic alliances including R&D cooperation will vary according the substance of the actual agreement.

• Korea Journal of Hospital Management
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• v.1 no.1
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• pp.108-135
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• 1996

This paper investigates the current feature of management strategy of hospitals in Korea, and examines the relationships between adoption of a particular strategic orientation and the hospitals environmental and organizational characteristics, strategic behaviors and management improvement activities, and financial performance. Data were collected from CEOs of 88 hospitals among 650 hospitals for a 13.5% response rate using the self-administered questionnaire by mail survey. The major findings that obtained are as follows: 1. Only 37.2% of response hospitals carried out strategic planning, Most of these hospitals established the first strategic planning in 1991(81.3%) and renovated strategic planning by 4 or 5 years(56.3%), and modified strategic planning with flexibility(59.4%). Most strategic plans were documented, but informalized(68.8%). And only 29.0% of these hospitals had independent planning division. 2. Hospital services that CEOs assessed rank ordered for their impact on profitability are as follows: i)diagnostic ultrasound facility, computerized tomography scanner, obstetric inpatient unit, therapeutic X-ray, and physical therapy at present. ii)diagnostic ultrasound facility, physical therapy, computerized tomography scanner, emergency department, and health screening at future. And the services rank ordered that CEOs hoped to introduce are as follows: emergency department, physical therapy, health screening, volunteer services, and computerized tomography scanner. 3. Using a typology developed by Miles and Snow(l978), the strategic orientation of response hospitals are shifting significantly from defenders in the past to analyzers in the present, and to prospectors in the future(p<.01). 4. With regard to hospital environmental and organizational characteristics such as ownership, physician training, location, bed size, and hospital management training career and specialty of CEOs, the four strategic orientation archetypes varied not significantly. But, hospitals with a analyser orientation in the present and a reactor orientation in the future perceived competition significantly higher than the other three archetypes(p<.05). 5. The four archetypes rank ordered in terms of appling strategic behaviors and management improvement activities are as follows: prospector, analyzer, reactor, and defender. 6. The four archetypes differed significantly in terms of their financial performance using revenue per bed(p<.05). Reactors and prospectors in terms of total revenue per bed, prospectors in terms of outpatient revenue per bed, and reactors and prospectors in terms of inpatient revenue per bed had the best performance.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.20
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• pp.441-465
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• 2003

This research attempts to identify growth potential of e-logistics market and opportunities provided by its growth; analyze requirements and critical success factors for logistics industries to make most of such opportunities; and analyze various strategic alternatives for e-logistics industries. Subsequently this paper looks at strategies that may enable logistics companies to grow into competitive e-logistics and e-fulfillment companies. This would involve the close interface between advances in IT and logistics activities and formation of global strategic alliances.

• International Commerce and Information Review
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• v.13 no.4
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• pp.151-176
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• 2011

Recently, the importance and requirement for Corporate Social Responsibility(CSR) is continuously growing in both korea and foreign countries. This paper tried to analyze on the theoretical trend of CSR and to draw out managemental implications for Korean firms' global CSR strategy by means of comparative case study for the CSR activities of Toyota and Hyundai Motor in China. The results and implications of this study are as follows. First, this study showed that these companies had carried out a systemic legal and ethical responsibility. Second, according to the model of Porter & Kramer and Ibuki Eiko, these companies had recognized the importance of CSR and had recently begun to implement their strategic CSR Third, Toyotas' CSR activities in China are more closely related to auto industry and more strategic in compare with Hyundai Motors' CSR activities in China. Fourth, therefore, the more strategic and long-term planned effective CSR activities of Korean firms in China will be needed in the future.

• 한국디지털정책학회:학술대회논문집
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• 2003.12a
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• pp.479-488
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• 2003

With rapid changes in the business environment, many organizations pursue to manage cost management and performance management of the organizational business activities over the concept of profit management strategically, But the strategic enterprise management system is implemented individually and is not integrated. And the integrated model of strategic enterprise management is ambiguous and many consulting firms didn't suggested the proper model yet. Therefore in this study we studied the strategic enterprise management system, And we studied how to try to integrate the various components of the strategic enterprise management system through the case of the domestic L company site that implemented ABC/ABM, ABS, BSC, business planning & forecasting system recently.