• Strategy21
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• s.42
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• pp.258-292
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• 2017

This paper is designed to make a national strategic concept for the ROK's maritime security and to explore cooperation directions for the ROK Navy and Coast Guard in order to implement the newly-made maritime security strategic concept. As strategy is composed of three main categories(goals, ways, means), the goal of the ROK's maritime security strategy is 'Safe and Affluent Sea' and the way to realize the goal is the principle of cooperative leverage, and the means as tasks to implement the strategic concept are maritime safety, maritime security, and maritime stewardship. The concept of national fleet as used in the US is applied to promoting the cooperation between the ROK Navy and Coast Guard. Thus, under the newly-established maritime security strategic concept along with the national fleet model, followings are suggested as policy proposals for facilitating mutual cooperation between the ROK Navy and Coast Guard in dealing with not only traditional threats but also non-traditional treats at sea and from the sea as well. First, the ROK Navy and Coast Guard has been making efforts to enhance interoperability between the two sea services. However, the mutual cooperations have been focused mainly on areas on operational level rather than policy level. Therefore, the two sea services are recommended to enlarge exchanges and cooperation in policy areas. Second, there are still demands for further cooperation areas between the two sea services in command and communications. The interoperability in C2 between the two needs to be upgraded even to the areas of anti-terrorist activities ar sea, ASUW, ASW, maritime interdiction, etc. Third, mutual comparability between the two needs to be reflected in the maritime forces development to ensure the comparability in UNREP and other logistics areas. Fourth, the standardization of logistical materials and equipments is needed as a way of sustaining operational capability and logistical capacity for the ROK Navy and Coast Guard as well. Fifth, the ROK Navy and Coast Guard are recommended to participate more actively in international maritime cooperation activities such as PASSEX. Sixth, Complementary laws and regulations need further to be revised and to be newly made for collectively managing swiftly maritime accidents and natural disasters at sea.

• Analyses & Alternatives
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• v.7 no.3
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• pp.115-144
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• 2023

Under the Trump administration, the U.S. has made clear that "China is America's strategic competitor, revisionist power and a major challenge to America's prosperity and security." The Biden administration has largely inherited this perception of China. China has also responded without backing down. Therefore, the U.S.-China strategic competition has become the most important background factor in the international system and has a great impact on the security situation in Northeast Asia. Nevertheless, if you look at the recent process of establishing trilateral security cooperation among ROK, the U.S. and Japan, we can find that ROK's foreign strategy adjustment has played a key role. This is because establishing trilateral security cooperation among ROK, the U.S. and Japan depends on improving ROK-Japan relations. And the Yoon Suk Yeol government is pushing for rapid improvement in ROK-Japan relations regardless of domestic political constraints. The trilateral summit at Camp David laid the groundwork for future cooperation among ROK, the U.S. and Japan in security and other broader areas. China is strongly dissatisfied with the formation of trilateral security cooperation among ROK, the U.S. and Japan. However, this paper argues that although ROK agrees to form trilateral security cooperation with the U.S. and Japan, ROK's strategic objectives are not exactly the same as those of the U.S. and Japan. For example, looking back at the development of the U.S.-Japan alliance after the end of the Cold War, both the U.S. and Japan share similar views and perceptions of China's rise. The real goal of the strengthening of the U.S.-Japan alliance in recent years is also how to cope with China's rise. On the other hand, ROK's previous administrations have been negative about trilateral security cooperation with the U.S. and Japan. This is because ROK's main strategic goal is to reduce or eliminate threats from DPRK rather than respond to China. Faced with increasing DPRK's provocations and threats, more than half of South Koreans are in favor of reinforcing trilateral security cooperation with the U.S. and Japan to contain or mitigate threats from DPRK. As a result, if North Korea's nuclear and missile threats to ROK continue, then ROK's foreign strategy is likely to be to strengthen trilateral security cooperation between the U.S. and Japan to ensure its own safety and survival. If China wants to reduce the strategic pressure from the trilateral security cooperation among ROK, the U.S. and Japan, the best way is to reduce DPRK's provocations and threats to ROK and play a more substantive role in getting DPRK to give up its nuclear program.

• Journal of Korea Technology Innovation Society
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• v.1 no.3
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• pp.285-298
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• 1998

Innovation with strategic interaction is to overcome the technological uncertainty and to create co-evolution through competition among individuals or organizations for the acceleration of innovation. The concept of innovation in the past was concentrated on cooperation rather than on competition for the efficient management of limited resources. However, in order to minimize the technological uncertainty, we need an innovation on the basis of competition between organizations. Competition stimulates technological adaptability. It is on the analogy of complex system. This is to satisfy consumers' needs, to transform the resources into a technology, and to apply for the development of new products and new technologies. If the emergence of a new technology threatens present technology and develops into a new level of technology through inter-relation, it becomes a mutually supporting technologies. When theses effects are simultaneously realized, it is possible for firm to have strategical innovation and to create a mutually evolutionary development. Furthermore, when the competition among more than two individuals or two organizations continues towards the same direction, the mutual competition and cooperation can be expected to create a synergy effect. The competitive environment should be composed of R&D, production, and consumers' choice. This will lead to interaction among organizations through strategic competition and cooperation. Intra-firm competition and Inter-firm competition are required to exist together.

• 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.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.248-251
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• 2002

The cooperative relation between construction engineering firms and design subcontractors is essential to establish design collaboration system. So, this study is initiated with providing a strategic cooperation scheme between construction engineering firms and design subcontractors. A number of literatures related to the design process for engineering firms were reviewed in order to investigate the design collaboration system. A questionnaire survey was peformed to collect and analyze the expert opinion on the current design collaboration system for engineering firms. It is expected that the cooperation scheme can be utilized to improve the cooperative relation between construction engineering firms and design subcontractors.

• The Journal of Small Business Innovation
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• v.19 no.3
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• pp.57-74
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• 2016

This paper analyzes the role of strategic fit, cooperation, and performance in small-sized subpart suppliers' interactions with large businesses. For this purpose, this paper analyzes survey data from 90 first-tier suppliers of Samsung Electronics and evaluates how strategic fit and cooperative relationships affect their performance. Empirical analysis suggests that strategic fit positively affects small companies' business and innovation performance. This finding aligns with theories arguing for strategies that accommodate specific business environments. In addition, strategic fit is crucial for innovativeness of SMEs (Small and Medium-sized Enterprises). With regard to forming relationships with large companies, findings also show that high quality technological and personnel cooperation boosts subpart suppliers' productivity and efficiency as notably reflected in SMEs' business performance. Moreover, such cooperation between small and large companies reinforces the benefits associated with strategic fit and innovation. This means that if the business environment of small-sized subpart suppliers is uncertain, harnessing differentiated strategies and pursuing collaborations with prime companies will produce innovative outcomes (e.g., increased patent publications). On the other hand, when degree of uncertainty is small, pursuing cost leadership strategies and collaborating with prime companies in areas, such as technology and personnel, will help small-sized subpart suppliers produce innovative outcomes. Based on these findings, this paper argues that choosing the right competitive strategy for a specific business context is intrinsically tied to (1) augmenting technological and human collaborations with prime companies, (2) improving the quality of these interactions, and (3) generating competitiveness among small subpart suppliers. Both competition and cooperation are necessary for strengthening the competitiveness of small companies.

• Proceedings of the Korean Institute of Navigation and Port Research Conference
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• 2004.08a
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• pp.22-26
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• 2004

In the light of necessary analysis on the cooperation and development between ports and shipping line, and the characteristic of cooperation between international ports and shipping lines, the article analyses the operating strategies in actual shipping lines benefits to the cooperation between ports and shipping lines. After all-round analysis on the cooperation and development between ports and shipping lines, the author presents the running model of ports and shipping lines in Far East, which is the integration of operation between ports and shipping lines (namely integration of logistics service network). (omitted)

• Journal of Korean Society of Industrial and Systems Engineering
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• v.14 no.24
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• pp.179-185
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• 1991

This study aims to consider the necessity and meaning of the Company-Wide Creativity Development(CWCD) for the unfolding of the strategic management in the creation age. The brief summary of the meaning of the CWCD for the unfolding of the strategic management is as follows. (1) The activation of the information interchange through the consonance among the all department. (2) The Information interchange and cooperation between the worker and the manage. (3) The creativity development of worker.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.15 no.4
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• pp.2085-2092
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• 2014

This study aims at finding the effects, problems and implication of the regional economic growth led by regional strategic industries in the Chungnam Province. It identifies the contribution of regional strategic industries in the regional economic growth even though there is somewhat difference between the sub-sectors of the industries. It also finds out some problems with the selection and implementation processes. In order to improve the regional industrial policy, it need to apply portfolio type of regional industrial development strategy on according to the typology of the industrial growth stages.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.12 no.8
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• pp.3446-3451
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• 2011

Nowadays, industry clusters have been considered as critical factors for regional competitiveness and economic revitalization. It should be important to evaluate strategic positioning and establish competition strategies for Korean industry clusters. I proposed strategic positioning, identified problems, and established strategic directions by analyzing potential attractiveness based on growth and productivity and retained capabilities of proximity, networks, correlation and revenue increase for 7 regional industry clusters. In addition, I analyzed best practices of global industry clusters to provide implications on establishing competition strategies.