• Journal of Information Technology Applications and Management
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• v.23 no.4
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• pp.71-82
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• 2016

The purpose of this study is to prove empirically that technology investment propency factors (TIPFs) refect on the technological competitive advantage (TCA) and management performance. It includes the role of open technology innovation (OTI) approach is mediate to TCA from technology investment propensity. Especially the three TIPFs are market orientation, innovation orientation and strategy orientation. The analysis were performed based on the respondents' data from 181 firms focusing to technology innovation and information technology. The suggested research assumptions including structured equation model were proved. Therefore, this study emphasizes that CEO or CTO must concentrate on innovative, strategic and market oriented propensity when he makes a decision on technology investment. An open innovation approach is effective for getting high TCA and management performance in technology intensive firms such as technology innovation and information technology.

• Journal of the Korea Convergence Society
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• v.12 no.6
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• pp.151-160
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• 2021

This study decided that it was necessary to present a strategy for survival in the new normal era and securing competitive advantage, and tried to suggest a management strategic alternative. To this end, this study derives the new normal caused by Corona 19 and the business environment change trend and response strategy type caused by this through literature research and intensive interviews of 10 corporate CEOs. This study limited the scope of the study to the digital-based management and business-level strategic alternatives among strategic alternatives that can be deployed in various fields and areas. Business structure redesign strategy, resilience reinforcement strategy, ESG management strategy, and digital transformation strategy were suggested as alternatives to corporate-level digital-based strategies. As an alternative to business-level digital-based strategies, a digital strategy for industrial structure leading, a competitive strategy for digital innovation, an open innovation platform strategy, and a customer value-oriented strategy were suggested. It contributed in that it was an attempt to systematize a digital-based strategy more and it contributed in that it can support companies who have to deal with difficult situations wisely to implement strategic responses more systematically.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.27
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• pp.183-213
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• 2005

This study is achieving overseas investment to be kept and manages important position in business scope because Korean Company achieves business in major market in world and goes forward. under proposition that development(foreign direct investment) previous engagement can not but differ with advanced nation enterprise's model in over sea direct investment achievement. Grasp ramification(pattern change substance) of overseas direct investment since the 1990 to korean manufacture Firm(enterprise). Seek political consultation by analyzing change of factor and investment decision factor by year in dimension by industry investment winter season by year affecting in oversea direct investment and was attained in purpose to verify existent theory's explanation power connected with investment previous engagement. This is that can develop and procure competitive advantage of enterprise peculiarity by making overseas direct investment adversely with existent theory that can make foreign country direct investment though there is high position of enterprise characteristic's competitive advantage and move of knowledge and information is important in korean firm's overseas direct investment in globalization roadbed in at least own field through change and renovation establish experiment model under proposition that should grope more active previous engagement than advanced nation enterprise and arranged subject of study if it is korean's firm that wish to become universal guidance enterprise. and examine trend of direct investment and actual conditions invested first in the foreign countries as examples by investment department, by investment industry inside of investment scale etc..., establish korean firm's invest area selection and decision and investment very important person and effect analysis Circumstance-model that is based in strategic adaptedness by year. Circumstance-variable have influenced how in overseas direct investment and decision and what variable will be considered first in over sea direct investment did Empirical analysis in here after

• Asia pacific journal of information systems
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• v.15 no.1
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• pp.135-152
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• 2005

In order to explore a relationship among KM context, KM effects, and sustainability of competitive advantage of organizations, a contingency model of KM, which is based on resource-based as well as knowledge-based theory, is developed from the information systems and strategic management literature. To put it concretely, our motivation for this paper was to answer the following questions: (1) What factors affect the degree to which an organization achieves KM effects? (2) Is there a positive relationship between KM effects and organizational performance achieved by linking KM to competitive advantage? A detailed exploratory analysis of survey responses from 79 Korean companies provides the following significant findings: (1) This study found support for the proposed research model. (2) The organization's degree of process and organizational outcomes of KM effects is determined by technical and social resources and its capabilities. Furthermore, the influence of technical and social resources of KM context on process and organizational outcomes of KM effects is controlled by different types of organizational perspectives on KM. (3) There is a relationship between process and organizational outcomes of KM effects and organizational performance enhanced by linking KM to competitive advantage.

• Journal of Navigation and Port Research
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• v.40 no.5
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• pp.311-316
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• 2016

Vietnam is one of Asia's fastest developing economies. A long coastline of nearly 3,500 km provides a comparative advantage for Vietnam in developing a seaport system. Despite accounting for only about 30% of Vietnam's traffic volume, the Northern seaports have rapidly developed over the years. However, the location of the container terminals close to the common hinterland are a cause of fierce competition among container terminals. To outperform rivals and improve competitiveness, it is essential to identify the competitive positions of container terminals. This study analyzes the competitive positioning of container terminals in the northern region of Vietnam between 2005 and 2014 by applying the Boston Consulting Group (BCG) matrix in order to assist terminal operators and policy makers to generate strategic planning as well as to improve priorities for development. Otherwise, the period from 2005-2014 aims to clarify the static and dynamic positioning of container terminals. The results demonstrate that the Hai Phong terminal dominates the market, but the Nam Hai Dinh Vu and Dinh Vu terminals are considered as "star" performers. Quang Ninh, Doan Xa, and Transvina are losing their competitive positions in Northern Vietnam.

• Journal of Korean Ophthalmic Optics Society
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• v.4 no.2
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• pp.155-163
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• 1999

Strategic relationship is a new paradigm in which the efficiency and effectiveness of a store's operation can be achieved through developing relationship with other organizations. Even competitors can be relationship partner in this context. Conclusion can be made that one way to achieve competitive advantage is to engage in strategic relationship with other organizations who can provide additional resources in various stores.

• Management & Information Systems Review
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• v.18
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• pp.115-132
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• 2006

The main findings of this study are summarized as follows; 1) For medium-small size Family Restaurant(FR) in the FR market, nowadays, survival is the key issue. If the medium-small size FR is to survive and continue to grow under this competitive environment, it must pursued the efficiency of management with niche marketing strategy. 2) This study is to describe the niche marketing strategy for medium-small size FR. Strategic niche marketing must be based on the target market, market positioning and strategic marketing mix. 3) Medium-small size FR needs to develop the marketing mix factors for the niche marketing strategy. It needs to make customers understand what the FR differs from current and potential competitors. Essentially the medium-small size FR must take a competitive advantage. Hence it will appeal to a substantial number of the segments customers. 4) In using niche marketing strategy, a medium-small size FR must establish the objectives, select the tools, develop the decisions on product differentiation, market segmentation and positioning under various strategic niche marketing factors 5) By carrying out the niche marketing strategy on the target market, customer's desire can be further fulfilled. When management efficiency is improved, we can better cope with changing environment.

• Journal of Korea Port Economic Association
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• v.21 no.3
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• pp.115-148
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• 2005

In the liner market, a strategy is hard to sustain as competitors can easily imitate the strategy. For examples, when a number of shipping companies pursue this space exchange strategy in a liner market, their competitors are likely to build a cooperative alliance, following similar strategic pattern without any difficulty. Such strategic imitations are universal in international liner market. Therefore, the success of global alliance requires following critical considerations. First, the strategy of global alliance should be designed the way it gives the liner operators an economy of scale, which could be a key advantage in the competitive market. Second, thorough global alliance the lines should be able to improve their transport service through the reduction of operating costs and the business rationalization. The international alliance today is characterized by a strategic cooperation among a limited number of 'mega-carriers'. Such cooperation between the large-sized operators has come in many different forms. However, the trend has been towards the space exchange agreement, where a carrier on a route offers to another carrier a fixed number of spaces for a fixed period of time. the major carriers have been entered into groupings by integrating their services structures to increase market power. With reference to the above, this study has the following primary objectives: (1) to explore the present status of global alliance in liner shipping industry, (2) to prospect the future trend of the global alliance.

• The Journal of Information Systems
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• v.8 no.1
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• pp.5-26
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• 1999

In recent years there has been an increasing amount of attention paid to outosourcing of information systems (IS) functions in organizations. The changing and more strategic role of outsourcing in business firms has been given much coverage in academic and trade publications. Trying to remain competitive and up-to-date in the rapidly developing world of computer technology is becoming a financial burden to many organizations in fields such as banking and financial services, health care, and manufacturing. Hiring outsiders to handle part or even all of its information services helps an organization provide better services and maintain a competitive advantage. This paper attempts to provide a benchmark of current IS outsourcing utilization in Korea. A detailed descriptive analysis of survey responses from 78 Korean companies indicates the usage, length of experience, expenditure of outsourcing, and kinds of IS functions being outsourced. The study also analyzes the effects (strategic, economic, and technological) of IS outsourcing with respect to the length of experience, expenditure of outsourcing, and kinds of IS functions being outsourced As a result of the analysis there are significant differences in the strategic, economic and technological effects of IS outsourcing with respect to the expenditure of outsourcing, kinds of IS functions being outsourced and firm size.

• Asia pacific journal of information systems
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• v.10 no.4
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• pp.1-20
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• 2000

Electronic Data Interchange(EDI) has the potential to improve business operations by expediting the exchange of business documents. It will also provide substantive operational and strategic benefits to the trading firms. However, the successful implementation of EDI systems requires the mutual trust and cooperation between the trading firms. The extent of EDI diffusion and performance depends on inter-organizational, intra-organizational, as well as innovation factors. Researches based on the sociopolitical process framework in the use of IT, organizational theory, resource dependence theory, and innovation diffusion theory have identified 3 inter-organizational variables(transaction climate, dependence, external IS expert support) and 4 intra-organizational variables(strategic IS planning, infrastructure, top management support, education/training,), and 3 innovation variables(compatibility, relative advantage, cost) that affect EDI diffusion. In this study, a multi-dimensional measure on EDI diffusion has been developed to capture the external and internal integration. Then, the influence of these 10 variables on the extent to which the EDI adopting firms pursue diffusion has been examined. Whether more diffusion leads to superior performance has also been studied. International trade managers from 107 firms in the trade industry participated in a field survey. The results based on a structural equation model(SEM), developed using AMOS, provide quite a strong support for the hypothesized relations. Both education/training and IT infrastructure influenced external and internal diffusion of EDI systems. Internal diffusion of EDI enables the adopting firms to improve operational and strategic performance, whereas external diffusion contributes only to operational performance.