• Proceedings of the Technology Innovation Conference
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• 1998.06a
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• pp.57-90
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• 1998

This study attempts to explore the evolution paths of Korean SMEs'strategies and their technological teaming processes. Several different evolution paths are identified based on a dynamic strategic group analysis of 115 SMEs'strategy in the Korean electronic component industry for the period of 1990-1995. Further, inadept case analyses on technological learning processes in 5 firms are undertaken. Major findings of this study can be summarized as follows : 1) There are three dominant evolution paths in SMEs'strategy. First path indicates the evolution from a subcontractor or petty imitator group(a strategic group with the narrow product/market domain and the low level of accumulated resource/capabilities) into an innovator group(a strategic group with the narrow domain but high level of technological capability) by accumulating technological capabilities. Second, some firms move from a subcontractor group into a generalizer group(a strategic group with broad product/market domain but relatively low level of technological capability) by simply adding product lines. Third path involves firms which evolve from a subcontractor group into a production focus group(a strategic group with high level of production capability) by investing in production capabilities. 2) An in-depth case analysis shows those who succeeded in technological learning are managed by CEOs, who have technological expertise and strategic vision, and have made an effort to establish management practices to support innovation, such employee educational program, performance-based reward system, etc. The successful firms also aggressively pursue diverse external linkages with outside technology sources to learn product and process technologies. Fiendly, this study discusses several implications of the findings for the theoretical development and strategic management of small firms in Korea.

• Journal of Distribution Science
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• v.14 no.6
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• pp.99-106
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• 2016

Purpose - The antecedent to the relationship between the effect of the characteristics of strategic alliances and the performance of container liner shipping companies has been investigated in this study as container liner shipping companies' strategic alliances. It affects positively and negatively home, partner, and the third parties' performance in container liner shipping companies. Extensive literature reviews on shipper's strategic alliances reveal that strategic alliances in financial and non-financial performance of container liner shipping companies show the performance such as economic effects, business performance, global supply chain management performance, customer satisfaction, and forward integration and backward integration performance. The purpose of this study is to test empirically that the relationship between the characteristics of strategic alliances and financial and non-financial performance in container liner shipping companies. Structured equation modeling and confirmatory factor analysis were used to test the hypothesis using AMOS statistics program. Most previous researches focused on the relationship between the characteristics of strategic alliances and alliance types. There are few empirical studies that focus on business performance data because it is difficult to collect data in container liner shipping companies. However, this research measures financial and non-financial performance differently compared with the previous researches focusing on the characteristics of strategic alliances and alliance types measurements. Research design, data, and methodology - The conceptual model for the study is based on the studies of Lim (2010), Chen & Zhen (2009), and Wang & Meng (2014). The model is built around the factors of characteristics of strategic alliances and business performance. Cost, marketing, and service factors are regarded as proxy for the characteristics of strategic alliances. The financial and non-financial performance are regarded as proxy for the performance of strategic alliances. Based on the analysis of one hundred cases such as forwarder, shipper, and liner shipping companies, this study uses structural equation modeling to verify the effects of the characteristics of strategic alliances on business performance. Conclusions - This study provides container liner shipping companies to get some policy and practical implications in terms of the characteristics of strategic alliances and business performance. First, the cost factor for alliances characteristics has a positively significant influence on the financial and non-financial performance of strategic alliances. The cost factor relationship between high and low performance group does not have a significant difference on the performance of strategic alliances. Second, the marketing factor of alliances characteristics has a positively significant influence on the financial and non-financial performance of strategic alliances. The high performance group's marketing factor has a great non-financial performance than low performance group, but the low performance group's marketing factor has a grater financial performance than high performance group factor does. Third, the service factor of alliances characteristics has a negative influence on the non-financial performance of strategic alliances. The high performance group's service factor has a great non-financial performance than low performance group. Based on the findings from this study, related implications and future avenues deserve to be discussed.

• Korea Trade Review
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• v.44 no.4
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• pp.189-203
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• 2019

In recent years, most companies are making strategic strides to respond to changes in the competitive landscape. This trend is proceeding independently from industry to industry, and the Chinese cosmetics industry, which is at its peak, is no exception. In the meantime, the question of whether the concept of strategy group and related theories are suitable for advanced markets and whether they are applicable to emerging markets such as China is an interesting subject of inquiry. The purpose of this study is to classify strategic groups based on the cognitive approach of CEO's in the Chinese cosmetics industry. Some of the existing studies on strategic groups have raised limitations on the theoretical validity of the classification and criteria of strategic groups. However, since the concept of the strategic group becomes a middle level analysis unit between the enterprise and the industry, applying this concept to the Chinese cosmetic industry will help identify the strategic group existing in the industry and grasp the composition of the entire industry.

• Korean Journal of Construction Engineering and Management
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• v.6 no.2 s.24
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• pp.102-110
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• 2005

After the IMF bailout, the Environment of Domestic Construction Industry had changed dramatically. Before the IMF, Domestic Construction Firms are secured by the government regulations and some traditional practices. However, due to the following reasons: a decrease in public works, an increase in uncertainty of market prediction, the change of bid system, and increase in construction firms, recently the competition among construction firms has became keen. Under the serious competition, in order that medium-size construction firms survive in the construction market, it is need to establish the strategy that could increase productivity. In order to establish the strategy, firstly, construction firms should set up an appraisal standard of construction firms. Consequently, This study will introduce companies' objective appraisal in domestic construction market as well as basal data for setting-up strategy through adaptation industry structure analysis of business administration for strategic group analysis and a company which has lagged behind competitive power among the competitive companies can choose a target strategic group which should be pursued it in the future through being classified according to a group taken analogical strategy.

• Korean journal of communication and information
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• v.46
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• pp.387-419
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• 2009

The concept of strategic group is defined as an aggregate of corporations utilizing similar strategies with similar resources. It becomes a kinds of contact point in the middle of corporation and industry between the industrial organization theory and the strategic management theory. This study tried to apply the strategic group model, which has been a main theory in the management studies, to program providing industry in Korea. This study shed lights upon research problems such as number of strategic groups, differences of strategic variables among the groups, finally differential performances according to strategic groups. 40 commercial broadcasting companies were analyzed to find answers. 9 strategic groups were drawn as a result of cluster analysis. Major variables which contribute to making groups were operating efficiency(4.05), pricing(3.83), size(number of system operator, 3.56), reliance on license revenue(2.58), horizontal integration(number of sister networks, 2.16) in order. An analysis of variance between performance variables has shown statistical significance regarding total net revenue per subscriber, however, insignificances statistically in regards to ratio of operating profit to net sales, cash Abstracts 687 flow ratio. Some studies in the past insisted that history variable played an important role to classifying strategic groups. However, this study found that the history didn't exert significant influence on either the group classification itself or performance.

• Quality Improvement in Health Care
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• v.5 no.2
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• pp.324-334
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• 1998

Background : Strategic planning is an organizationwide or systemwide, ongoing look into the future usually of 2~3 years, based on objective analysis of the current environment and trends, but it can incorporate both short-term and long-term goals. The strategic planning process includes external analysis, internal analysis, issue analysis, development of mission, vision and values, and lastly development of organizational goals and objectives. As a part of the strategic quality planning process, certain service lines, important organizationwide functions, or key processes supporting these functions can be prioritized to expedite and roll out certain strategic goals. This is called strategic quality initiatives. Methods : We organized a quality improvement team, a subgroup of 21st century vision planning corps of our medical center, and pursued QI activities for improvement of healthcare environment, particularly in the admission setting. We developed a strategic quality initiative based on the results of patient satisfaction surveys, and carried out functions of self-directed work team. Results : The strategic goal was to be the benchmark for peer group hospitals in Korea for providing cost-effective best-practice. The QI team included 3 medical doctors, 1 nurse, 1 social worker, and 1 QI consultant as well as many operational members to support services and quality initiatives met every Tuesday for 18 weeks. Outcome objectives were to improve patient satisfaction score. The issues included in the objectives were comfort, temperature, noise, cleanliness of the admission wards, quality and education of patient meals, matters regarding the admission process, and an appurtenant facility such as restaurant or convenience store. Every issue was discussed and recommendations, conclusions and opportunities were implemented. Conclusions : By developing a strategic quality initiative as a part of the strategic quality planning process, and pursuing a self-directed work team, certain sen/ice lines, important organizationwide functions, or key processes supporting these functions can be improved effectively within a short period. Strategic quality initiatives serve to support, or roll out, certain strategic goals that are relevant to performance improvement and development of specific measurable outcome objectives, and associated performance measure for each initiative. Each strategic quality initiative should include a statement of intent outcome objectives, and performance measures. We will come back with follow up of the strategic quality initiative, for improvement of healthcare environment, and results of patient satisfaction re-survey.

• Journal of Korea Trade
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• v.23 no.6
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• pp.145-158
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• 2019

Purpose - Alliance members have constantly revised market strategies over time by withdrawing membership from a current alliance, joining another alliance, or constructing a new alliance. From the perspective of the signaling effect, the purpose of this study is to analyze the impacts of partner volatility (new member, old member, and new group) on firm value. Design/methodology - To analyze the impact of partner volatility on firm value, companies in strategic alliances are classified into the three groups of new partner, existing partner, and new alliance, and the effects on company value are verified through an event study and the signaling effect analysis. Findings - This study proved that new partners and newly formed strategic alliances have higher expectation effects than old partner company groups, and have a more positive effect on the relevant firms' stock prices. In addition, the result of the study showed the same valid results as the alliance levels, and showed that investors' expectations were higher with new partners and new alliances than with old partners. Research Implications - A new perspective on the signaling effects of strategic alliances among shipping lines was presented in this study by grouping alliance types including new member, old member, and new group. The results provide useful insights for selecting partners and firm values of alliance announcement times. Originality/value - This study analyzed partner volatility on relevant companies' stock prices from the perspective of investors from the global shipping conference reorganization in 2017. Strategic alliances were classified into the three categories of new partner, old partner, and new alliance, and the effects on firm value were verified.

• Journal of Navigation and Port Research
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• v.42 no.2
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• pp.107-116
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• 2018

Planning strategies to achieve higher competitiveness of ports are becoming increasingly important in business environment. Therefore, strategic competitive position and efficiency analysis needs to be performed to increase ports' effectiveness and competitiveness. This matches with one of targets of new concept e-Navigation to increase the agility and efficiency of ports. The purpose of this study was to apply Boston Consulting Group matrix to analyze competitive positioning of major ports in Korea and China in term of several main cargo types and then use a combination of Data Envelopment Analysis and Principal Component Analysis model to calculate efficiencies. Results show that, at the moment, Chinese ports are still on the top with high position and efficiency score for the representative-Shanghai port. However, result also points out that except container type, Korean ports have chance to compete in other cargo types. Moreover, Gwangyang port is regarded as efficient. It has better position time. It is believed that Gwangyang port together with Busan port can compete with Chinese port in the near future.

• Korean Journal of Child Studies
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• v.22 no.3
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• pp.31-48
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• 2001

This study was designed to examine various patterns of developmental change in children's recall, strategic behaviors, and meta-memory with a sort-recall task in relation to utilization deficiencies. Memory tasks consisting of 18 pictures were presented individually to 48 seven-year-old children in each of 7 sessions. Sessions 1 and 2 were baseline; Sessions 3 and 4 were for strategy training, including the organization group, the self-regulation group, the organization/self-regulation group and control group. Sessions 5, 6, and 7 were unprompted tests of strategy maintenance. Results showed significant differences between the 4 groups in their recall, strategy repertories and strategy evaluation. Findings were discussed in terms of the analysis of memory strategy and memory development.

• Management & Information Systems Review
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• v.36 no.3
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• pp.17-35
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• 2017

This study investigates the determinants of strategic positional change. Specifically, the study suggests performance feedback affects to a firm's strategic repositioning. Performance feedback is a concept that a firm decides whether success or not by comparing its performance relative to its aspiration level. Prior studies successively discover diverse behaviors. The study suggests three unexplored relationships between performance gaps and strategic positioning. First, when a firm's performance is below relative to its aspiration level, that firm's strategic position will be deviate from the industry norm. Second, as the degree of industrial density increases, the tendency that a firm's strategic position becomes deviate from the industry norm decreases. Third, when the degree of reference group's performance decreases, the tendency that a firm's strategic position becomes deviate from the industry norm decreases. For empirical analysis, this study examines data of 538 firms that in North America crude petroleum and natural gas industry. The result reveals that the direction of a firm's strategic change is shaped when firms' performance is below relative to aspiration level. Also, this relationship is moderated as industrial density changes or when reference groups' performance decreases. This study contributes to the current literature by explaining how a firms' strategic position is decided. Also, this study reveals that reference groups' performance could affect to organizational choice.