• Journal of Korean Society of Industrial and Systems Engineering
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• v.39 no.4
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• pp.26-39
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• 2016

Korea's main manufacturing industries, which have led its economy for the past three decades, are faced with a serious downturn and loss of competitive advantages due to the current economic depression, China's rise, and the drop of oil prices. Korean business firms must adopt the paradigm shift in their value strategies, along with a government-led industrial restructuring in order to gain sustainable competitive advantages. Business firms allocate their limited resources between value creation and value appropriation, however, what effect does strategic emphasis on value creation versus value appropriation have on a business firm's financial performance? This paper empirically addresses this issue by examining the effect of shifts in strategic emphasis on stock return. Furthermore, this study examines appropriate choices of strategic emphasis to gain differential financial performance. The data set used in this regression analysis comes from the KISLINE database of NICE Information Service. The variables that form the basis of this analysis are stock return, ROA, and Strategic Emphasis [(advertising expenditures-R&D expenditures)/assets]. The interactive effect with situational factors regarding the firm and the type of technological environment in which the firm is operating was also analyzed. Our results show that investors acknowledge a shift of strategic emphasis as a sign of stock valuation. In comparison to US, Korean business firms have weak value creation capabilities in high-technology industries, and weak value appropriation capabilities in low-technology industries. This proves Korean firms are fast followers in the global market. Our findings suggest that Korean firms have to adopt a balanced value strategy, nurturing value creation and developing value appropriation for overcoming the current economic downturn and becoming a first mover in the dawn of "Industry 4.0."

• Journal of the Ergonomics Society of Korea
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• v.26 no.1
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• pp.55-61
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• 2007

The purpose of this study is to assess the welfare level for shift workers by means of their satisfactions to the jobs in manufacturing environment. As a measurement tool of job satisfaction, we use the JDI(Job Descriptive Index) which can ensure reliability and are widely used. Measurement factors are investigated by means of the duty, payment, promotion, supervisor, co-workers, and general job satisfaction of shift workers. For the application of job satisfaction, 109 workers, 12-hour shift workers in domestic five companies related with manufacturing industry are considered. They treat general facilities in night shift work. The result of this study may be used as a strategic data of welfare policy for improving the welfare level of shift workers.

• Proceedings of the Korea Association of Information Systems Conference
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• 2005.05a
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• pp.409-424
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• 2005

Today, many universities are confronted with the changing education paradigm such as e-Learning, Distance Education, Virtual University. This IT-based learning paradigm shift is certainly a new opportunity or a threat to our universities. The Local University Community e-Learning Centers that support the demand of e-Learning for their community are recommended. Tn order to operate these centers efficiently, the strategic roles of the e-Learning center should first be defined. To define the strategic roles, We classified the strategic roles of the e-Learning center into four dimensions, (1) to improve management efficiency, (2) to enhance educational service, (3) to acquire competitive advantages, (4) to build new education infrastructure, and each dimension has S or 6 measurement items. As result, to enhance the educational service was considered as the most significant factor among the four dimensions of strategic roles, and the infrastructure building was the next. Through the strategic roles definition and analysis of expected role ratings, we could have recommended the direction and operation policies of the e-Learning centers.

• Journal of Information Technology Services
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• v.1 no.1
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• pp.1-5
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• 2002

• Asia Marketing Journal
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• v.14 no.4
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• pp.1-22
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• 2013

A growing gap between market needs and the capabilities of the enterprise prompts repositioning (Corstjens and Dolye 1989). This article examines the strategic repositioning of 'Korando Sports' undertaken by SYMC throughout the period from Jan. 2012 to Jun. 2012, to boost sales volume and market share by entering market of active-lifestyle consumers currently occupied by SUVs. SYMC's experience indicates that it is essential to close the gap between the market needs and the ability of the enterprise to make a shift to new consumer segment with a new positioning. The successful repositioning framework(Ryan et al. 2007) were employed in this paper. This framework is comprised of six elements: core strategic values, strategic flexibility/learning capabilities, customer awareness and sensitivity, external orientation, management commitment, and belief in the product and brand. The evaluation based on the successful framework also confirms that 'Korando Sports' case meets all the requirements of the successful strategic repositioning. This paper provides some of the managerial implications with aim of assisting executives in identifying strategic repositioning opportunities. Primarily, the 'Korando Sports' case affirms the repositioning as a viable strategy and indicates that repositioning is a feasible means for strategic change. Second, this case shows the influence of a target consumer and SYMC's repositioning to follow consumer preference for a particular attribute. Moreover, we can understand how a product formerly considered weak in attributes can enjoy benefits in other segments with the same attributes.

• The Journal of Information Systems
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• v.14 no.2
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• pp.75-99
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• 2005

Today, many universities are confronted with the changing education paradigm such as e-learning, Distance Education, Virtual University, This IT-based teaming paradigm shift is certainly a new opportunity or a threat to our universities. To overcome this problem the universities should think e-Learning as strategic weapon, such as many firms created competitive weapons from the information systems at the 1980s. So, e-Learning system can be a SIS(Strategic Information System) which supports university's future education strategies. To build a e-Learning system, not only many H/W and S/W resources but also expert personnels are required. An organization such as local university who is week at financial status can't himself plan the system. The Local University Community e-Learning Centers that support the demand of e-learning for their community are recommended. In order to operate these centers efficiently, the strategic roles of the e-Learning center should first be defined. To define the strategic roles, We classified the strategic roles of the e-Learning center into four dimensions, (1) to improve management efficiency, (2) to enhance educational service, (3) to acquire competitive advantages, (4) to build new education infrastructure, and each dimension has 5 or 6 measurement items. As result, to enhance the educational service was considered as the most significant factor among the four dimensions of strategic roles, and the infrastructure building was the next. We also tried to find the difference for each factor by the characteristics of responsor. The data showed that there was litter difference between the groups in evaluating the significance of strategic roles of e-learning centers. Through the strategic roles definition and analysis of expected role ratings, we could have recommended the direction and operation policies of the e-Loaming centers.

• 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.

• The Journal of Korean Institute of Electromagnetic Engineering and Science
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• v.23 no.8
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• pp.853-860
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• 2012

In this paper, We shed light on radio spectrum policy and strategic planning of the United States of America and draw some conclusions. First of all, as the radio technology evolves with time, paradigm shift from command & control to market-based approach and spectrum commons is reviewed. Strategic spectrum planning of USA is also analyzed and some suggestions are drawn. In particular, USA plan for developing dynamic spectrum access(DSA) technologies and implementation of the test-bed for the DSA spectrum sharing is discussed, which improves the spectral utilization. Finally We deal with spectrum re-farming issue for mobile broadband and implicative points based on the National Broadband Plan.

• The korean journal of orthodontics
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• v.52 no.2
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• pp.85-101
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• 2022

Objective: To classify facial asymmetry (FA) phenotypes in adult patients with skeletal Class III (C-III) malocclusion. Methods: A total of 120 C-III patients who underwent orthognathic surgery (OGS) and whose three-dimensional computed tomography images were taken one month prior to OGS were evaluated. Thirty hard tissue landmarks were identified. After measurement of 22 variables, including cant (°, mm), shift (mm), and yaw (°) of the maxilla, maxillary dentition (Max-dent), mandibular dentition, mandible, and mandibular border (Man-border) and differences in the frontal ramus angle (FRA, °) and ramus height (RH, mm), K-means cluster analysis was conducted using three variables (cant in the Max-dent [mm] and shift [mm] and yaw [°] in the Manborder). Statistical analyses were conducted to characterize the differences in the FA variables among the clusters. Results: The FA phenotypes were classified into five types: 1) non-asymmetry type (35.8%); 2) maxillary-cant type (14.2%; severe cant of the Max-dent, mild shift of the Man-border); 3) mandibular-shift and yaw type (16.7%; moderate shift and yaw of the Man-border, mild RH-difference); 4) complex type (9.2%; severe cant of the Max-dent, moderate cant, severe shift, and severe yaw of the Man-border, moderate differences in FRA and RH); and 5) maxillary reverse-cant type (24.2%; reverse-cant of the Max-dent). Strategic decompensation by pre-surgical orthodontic treatment and considerations for OGS planning were proposed according to the FA phenotypes. Conclusions: This FA phenotype classification may be an effective tool for differential diagnosis and surgical planning for Class III patients with FA.

• Proceedings of the KSR Conference
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• 2004.10a
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• pp.1731-1736
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• 2004

The purpose of this article is to introduce a useful methodology of effective goal-setting for the team-level units. As a way to overcome some common symptoms in terms of Strategic Performance Evaluation System such as lack of knowledge on goal-setting, disconnection of process, problem of judging the degree of difficulty about objectives, limits of staff departments evaluation, fairness and authority of evaluators, weakness in coaching technique, and quantity or figure-oriented evaluation, to name a few, and to seek a more plausible goal-setting methodology, the author suggests a persuasive goal-setting concept: VAR(Value-Added Results). VAR, as the end-results, is the team contributions that add value to the organization, and it results from the team's activities. In addition to these goal-setting technique based on the concept of value-added results, several aspects should be improved for Strategic Performance Evaluation System to be implemented more effectively. They are: 1) shift from MBO to MP & D(Managing Performance & Development), 2) impartial exercise of evaluation authority as a organizational public assets, 3) reinforcement of maternal leadership and servantship instead of paternal leadership, 4) utilization of IT-based evaluation system.