• 한국융합학회논문지
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• 제13권4호
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• pp.397-407
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• 2022

본 연구는 산업 내에서 모방적인 경영전략을 표방하지 않고 차별화된 전략을 수행하는 기업의 미래 성과 혹은 기업가치의 관련성을 검증하고자 한다. 경영전략은 기업의 발전과 성장 가능성에 중요한 역할을 하며 미래 성과와 기업가치를 결정짓는 요인이기도 하다. 이러한 경영전략은 산업에 따라 차이가 존재하며 동일 업종에서 이질적인 전략은 기업의 미래 성과와 가치에 영향을 줄 수 있다. 본 연구에서는 국내 기업을 대상으로 전략적 일탈 기업들의 미래 성과와 기업가치의 관계를 검증하기 위하여 2011년부터 2019년까지 상장법인을 대상으로 분석을 실시하였다. 검증결과 전략적 일탈은 기업가치에 양(+)의 영향을 미치는 것으로 나타났지만 미래 성과는 음(-)의 영향을 미치며 성과의 지속성에도 영향을 미치는 것으로 나타났다. 이러한 결과들은 전략을 구분하여 전략에 따른 특성이 기업가치, 미래성과 등에 대한 연구를 확대하여 전략적 일탈이 기업가치 혹은 미래성과, 성과의 지속성에 미치는 영향을 검증한 것에 의미가 있는 것으로 보인다.

• ETRI Journal
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• 제29권2호
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• pp.252-254
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• 2007

This letter offers a general framework representing the most effective strategies for implementing ubiquitous computing, given different levels of organizational information system capacity and business needs. The strategic grid offered here identifies promising movements which may potentially have a significant effect on the future development of ubiquitous computing.

• 한국병원경영학회지
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• 제1권1호
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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.

• 경영과학
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• 제25권1호
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• pp.149-167
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• 2008

One of characteristics of firms having successfully developed new products is that they are practicing strategic learning, that is, organizational learning for preparing the future. In this context, we attempts to examine the effect of strategic learning on the proficiency of new product development activities and new product outcome, in an empirical way. In addition, we Investigated the moderating effect of new product innovativeness on the relationship among strategic learning, proficiency of new product development activities, and new product outcome. The analysis results show that the strategic learning has a positive impact on both the proficiency of new product development activities and new product outcome. And it was found that the impact of strategic learning on the proficiency of new product development activities is increasing when firms developing new products with high degree of innovativeness. However, the impact of strategic learning on new product outcome was not different according to new product innovativeness. This results shed some insight on the role of strategic learning in the new product development management.

• 산학경영연구
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• 제6권
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• pp.153-179
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• 1993

The main purpose of this study is to suggest the new strategic management model for the future successful company. The new model consists of the following structure. First, to identify the object dimension. The upper object is to satisfy the customers needs. And the lower object is to satisfy the workers needs. Second, to identify the external enviromental problems dimensions. There are five dimensions. They are ethical responsinilities, government-business alliances, collaboration amongst competitors, innovative invester-company relations, and globalization of enterprise. Third, to identify the internal enviromental problems dimensions. There are two dimensions. They are new organizational forms and integrated subcultures. Fourth, to find the solution for the above dimensions. The solution is as follow. All the managers and workers must have business reengineering minds and apply the complexity management. And the company should construct the strategic information systems.

• 한국시스템다이내믹스연구
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• 제11권3호
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• pp.61-86
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• 2010

This research analyzed on the future energy society of Korea in 2030 using system thinking approach. Key uncertainty factors determining the future energy society were analyzed in a multi disciplinary view point such as politics, economy, society, ecology and technology. Three causal loop diagrams for the future energy system in Korea and related policy leverages were shown as well. 'Global economic trends', 'change of industrial structure' and 'energy price' were identified as key uncertainty factors determining the Korean energy future. Three causal loop diagrams named as 'rate of energy self－sufficiency and alternative energy production', 'economic activity and energy demand' and 'Excavation of new growth engines' were developed. We integrated those causal loop diagrams into one to understand the entire energy system of the future, proposed three strategic scenarios(optimistic, pessimistic and most likely) and discussed implications and limits of this research.

• 한국유통학회:학술대회논문집
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• 한국유통학회 2000년도 추계학술대회 발표논문집
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• pp.183-185
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• 2000

A proactive approach on environmental issues may be one of critical competitive factors for global business in near future. Especially, distribution systems are very related to the various environmental issues, including development of green products and packaging, selection of the transportation vehicles and pallets, design of retail stores and distribution facilities, participation for solving the local environmental problems, and so on. In order to approach the environmental issues on distribution systems, for the first time managers need to understand the strategic framework for green management and then, to find the key success factors of leading companies in this field. Finally, future directions of strategic green management on distribution systems are discussed and shared.

• 산업융합연구
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• 제12권2호
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• pp.16-23
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• 2014

The aim of this study is to find the strategic industries that fulfills the on-site demands of the Gyeonggi province region related to the advancement and development of the local industries. As the results of the analysis, the 4 major strategic industries in the Gyeonggi province region were determined to be (1) electronic component, computer, visual, acoustic and telecommunication equipment manufacturing, (2) pulp, paper and paper product manufacturing, (3) medical substances and pharmaceutical product manufacturing, and (4) rubber and plastic product manufacturing. The industry of concordance between the 4 major strategic industry of the Gyeonggi province determined in this Study and the 13 future growth engine industry of Korea was the area of intelligent semiconductor. Accordingly, it was analyzed that there is a need to strategically cultivate the electrical and electronic telecommunication device industry, which is ranked the $1^{st}$among the strategic industries of Gyeonggi province by generating synergic effects with the policy of the government for nurturing of intelligent semiconductor industry.

• Journal of East Asia Management
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• 제4권1호
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• pp.79-98
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• 2023

This study investigates the relationship between firm's cost behavior and the managerial strategic deviation. Firms which intend to reduce uncertainty and improve viability for future performance tend to implement managerial strategies similar to peer firms in the same industry. Since the managerial decisions affect firm's cost behavior, the strategic deviation including operations different from others would be associated with cost behavior distinct from peer firms. On firms listed on Korean Security Exchange and KOSDAQ markets from 2002 to 2017, the analysis show the results that the firm's strategic deviation is positively associated with cost-downward rigidity, indicating that the management strategy affects the cost behavior. Also, it means that corporate managers who choose a strategy that deviates from peer firms are less likely to adjust their resource even when sales decrease. This study is meaningful in expanding the literature on the determinants of cost behavior by analyzing the effect of the management strategy's characteristics of strategic deviation on cost behavior.

• 한국식생활문화학회지
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• 제25권5호
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• pp.589-597
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• 2010

The purpose of this study was to investigate whether strategic alliance sales promotions have short-term or long-term or sales or communication effects in the family restaurant industry. The hypotheses were tested in family restaurant settings using a sample of customers visiting and enjoying food in the metropolitan city of Daegu. Empirical results confirmed that strategic alliance sales promotions had short-term and long-term effects, as well as sales and communication effects. Therefore, family restaurant managers should adopt or keep sales promotion strategic alliances with credit card companies. Furthermore, family restaurant managers should adopt or keep sales promotions with other companies. In a future study, more variables should be selected to test the sales promotion effects of strategic alliances.