• The Transactions of The Korean Institute of Electrical Engineers
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• v.66 no.1
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• pp.16-22
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• 2017

In order to reduce costs of electricity energy at periods of peak demand, there has been an exponential interest in Demand Response (DR). This paper discusses the effect on the participants' behavior in response to DR. Under the assumption of perfect competition, the equilibrium point of the electricity market with DR is derived by modeling a DR curve, which is suitable for microeconomic analysis. Cournot model is used to analyze the electricity market of imperfect competition that includes strategic behavior of the generation companies. Strategic behavior with DR makes it harder to compute equilibrium point due to the non-differential function of payoff distribution. This paper presents a solution method for achieving the equilibrium point using the best response function of the strategic players. The effect of DR on the electricity market is illustrated using a test system.

• Journal of Fashion Business
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• v.4 no.3
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• pp.103-114
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• 2000

The purpose of this study was to test the discriminant analysis model of Quick Response system and to examine the detailed relationship between each discriminant factor and Quick Response adoption. In this discriminant analysis model of Quick Response system, firm size, strategic type, product category, fashion trend, selling time and the Quick Response benefits were included as discriminant factors. Onehundred and two subjects were randomly selected for the survey study and discriminant analysis, descriptive analysis, t-test, and x square test were used for the data analysis. The results of this study were: 1. Wilks Lambda and F value support the discriminant analysis model that, taken together firm size, strategic type, product category, fashion trend, selling time and the Quick Response benefits significantly help to explain Quick Response adoption. 2. The importance of discriminant ability was, in order, firm size, the Quick Response benefits, women's wear, fashion trend, analyzer, selling time, reactor, defender and men's wear. 3. The discriminant function had the high hit ratio, so this can be well used for the classification of Quick Response adoption/nonadoption.

• 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.

• Journal of Preventive Medicine and Public Health
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• v.20 no.1 s.21
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• pp.40-48
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• 1987

In this paper strategic planning is applied for effective management to improve hospital income. Though community hospital has been set up for improving the health status of community, it must be trying to increase income for continuing with referral hospital in the community. The most useful tool of management to do this purpose is thought of strategic planning. Therefore this paper developed strategic planning a typical community hospital, which for it presenting the strategic planning process and developing the simulation model for evaluation of strategic alternatives. In the result it is represented that admission rate is the most sensitive to hospital operating income among the important variables in the model. And simulation by changing the parameter could estimate the yearly hospital income in the response of alternatives. This strategic planning simulation model has had constraints as number of date but also significance such as evaluating the alternatives by quantitative model and at first applying the hospital in our country.

• Journal of Distribution Science
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• v.20 no.1
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• pp.1-11
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• 2022

Purpose: Increasing advancements in the technology industry are forcing people to become more accustomed to digital financial transaction activities. The need for fast and secure payment mechanisms has birthing new idea to digital financial transaction services. Along with increasing access to technology in digital payments, new service is developed in the form of digital wallets as the successor for electronic money. Research design, data and methodology: This research aims to find out whether using QR code as digital payment tool can build customer loyalty in consumers, especially to measure the factors of satisfaction, trust and commitment of customers to do payments with QR Codes. The QR code in this study is refer to the Quick Response Code Indonesian Standard (QRIS) which was officially implemented by Bank Indonesia starting on January 1, 2020 as a means of payment for digital transactions nationally. The research method uses a quantitative approach by way of surveying questionnaires using Likert scale of 100 samples. Results: The hypothesis analysis proved that the variables of satisfaction, trust and commitment together have positive and significant influences on customer loyalty. Conclusion: This research found that there are high interest in Millennials to do transaction using QRIS because it is deemed to be more easy, quick and safe. If a customer achieves a level of loyalty in the usage of digital transaction using QRIS then cashless society lifestyle can be considered successful and can be used in the future.

• Journal of Korean Society for Quality Management
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• v.42 no.2
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• pp.235-251
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• 2014

Purpose: To develop efficient PL response system, SMEs should decide which component of PL response system is important and implemented with priority under limited resources. To accomplish this goal, we propose strategic priority components of PL response system for SME manufacturer. Methods: We categorize the components of PL response system based on prior research results - System, Organization, Training, Technology, Cost, and Awareness. AHP (Analytic Hierarchy Process) is applied to extract important components of PL response system, which is used in assigning the priority of component. To analyze effects of each components, performance sensitivity analysis is applied. Results: The survey analysis results show Technology is the most important components. Organization and Cost component are follows. As the importance of Technology is changed, we can find Organization, Cost is second and third important components. Conclusion: Our research shows Technology which is related to make a safe product with systematic process, is a basic enabler of PL response system. Also, building a PL team and securing a budget for PL activity should be carry out with limited resources.

• Journal of the Korean Operations Research and Management Science Society
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• v.17 no.3
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• pp.101-135
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• 1992

An an exploratory attempt, this study examines the patterns of strategic changes of the firms and changes in strategic group structure in response to environmental changes of the industry. Empirical analyses of 39 firms in the Korean tile industry for the period of 1986-1990 reveals that :1) environmental changes had different impacts on attractiveness of different product/market segments :2) the relatively large firms in less attractive product/market segments were more likely to change their domains :3) according to their specific target product/market segments, the firms tended to strengthen different resource capabilities which were identified as key success factorss to compete in each target segment : and 4) these differences in strategic changes of the firms resulted in the changes in strategic group structure during the same period. Implications and the limitations of this study are finally discussed.

• Asia-Pacific Journal of Business
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• v.5 no.2
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• pp.51-64
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• 2014

Strategic bundling of Human Resource Management (HRM) practices among themselves works together as an entire HRM system rather than individual HRM practices to achieve organizational objectives. The bundles of HR practices support the effectiveness of one another assuming the effectiveness of any practice depends on other practices in place. It is said that the greater the total degree of bundling among the various components of HRM policies and practices, the more will be the organizational outcomes. Realizing these facts, this study aimed to explore the level of strategic bundling and examined the impact of such bundling on organizational performance to the publicly listed companies of Nepal. This empirical study is based on description and exploratory design for which data collected through the questionnaire based on 5-point liker scale. Total population of the study at the time of data collection are 234 organizations publicly listed in Stock Exchange of Nepal. Questionnaire is distributed to all organizations listed, response received from 105 organizations, as a unit of analysis, which is fairly good response. The study of strategic bundling of HRM practices perhaps the first study in Nepal, found that only 32 percent organizations have followed high bundling HR practices and these high bundling organizations are significantly different with low bundling organizations. Business organizations are trying to practice being close association of HRM policies and practices within them except labor relation with employee participation and business strategies. Supporting to the international literature, strategic bundling of HRM practices among themselves shows statistically significant effects on quality of product or services, labor productivity, financial performance, employee satisfaction, rate of innovation, employee commitment and market share.

• Proceedings of the Korea Technology Innovation Society Conference
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• 2005.05a
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• pp.306-320
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• 2005

Government-sponsored Research Institutes(GRIs) have made a great contribution to the development of Korea's Science and Technology(S&T). However, recently GRIs are facing the challenge of many problems. For instance, absence of reasonable strategies, insufficient resources and so on. Therefore, many GRIs are being asked for solving their problems with successful strategic management. This paper suggests a strategic management model to solve their problems and to cope with the changing S&T environment. In this paper, The strategic management model for GRIs which was thoroughly considered strategic management process suggested to response the need of their change and to perform their strategic management successfully. As a case of GRIs to apply this model, in this paper, Korea Basic Science Institute(KBSI) that is part of the Korea Research Council of Fundamental Science and Technology(KRCF) was analyzed. As a result of analysis with this model which applied to KBSI, various strategies and alternatives were suggested.

• The Transactions of The Korean Institute of Electrical Engineers
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• v.66 no.12
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• pp.1705-1711
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• 2017

This paper analyzes the impact of DRA (Demand Response Aggregator) on market power when competing with power generation companies (Gencos) in the electricity market. If congestion occurs in the transmission line, the strategic choice of the power generation company increases exercise of market power. DRA's strategic reduction of power load impacts the strategy of Gencos, which in turn affects the outcome of the load reduction. As the strategy of Gencos changes according to the location of the congested transmission line, the impact on the market depends on the relative location of the congested line and the DRA.