• Journal of Korea Port Economic Association
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• v.32 no.4
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• pp.183-192
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• 2016

The purpose of this study is to analyze the choice behavior of the mode of transportation for travel from Korea to China. Discrete choice analysis is utilized to establish the factors that affect travelers' choice and to quantify the importance of these factors in transportation mode choices. The proposed choice models were constructed by using stated-preference (SP) data obtained from Chungcheongnam-do. This study also examined different choice behavior in order to capture any previously unobserved differences in the residence area. Results showed that the access time and frequency attributes are the most significant factors, while the travel time attributes are the least significant factors for travelers' choice behaviour. The insights of the results described in this research provide some practical suggestions to transportation providers for planning and strategic management endeavors in the future.

• Korean Journal of Construction Engineering and Management
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• v.10 no.3
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• pp.122-129
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• 2009

Strategic planning is an essential function of senior management in any business firm. Planning involves the firm's behavior in an competitive market and adaptation of the company's resources towards the selected market strategy. This study presents a methodological procedure for strategic planning in global top-tier construction firms. This procedure consists of the following stages. First, analyzed growth of revenue in which weight of total construction firms' revenue shown in Global Top 225 Contractors(ENR). Second, analyzed specialty of construction products. The products are General Building, Power, Water Supply, Industrial/Petroleum Process, and Transportation. Third, analyzed business the portfolio plan. The business portfolio plan includes both local/overseas market and specification/diversification of construction products. It affects the subsequent choice of a benchmarking for development of each construction company. The choice of the benchmarking firm, among several available alternatives, should follow a careful analysis of the characteristics and benefits inherent in the implementation of each.

• Korea Journal of Hospital Management
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• v.17 no.3
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• pp.83-98
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• 2012

The purpose of this study is to investigate IPA(Importance Performance Analysis) of the hospital choice factor between internal and external customers at S general hospital. This study was used 5 types of choice factors such as physical, interpersonal, accessibility, connection, and image. This study was used Importance Performance Analysis which can be applied to identify the strengths and weaknesses attributes from hospital customers' viewpoint. The sample was selected 116 patients and 97 internal employees for S hospital in Seoul. Data were collected with self-reported questionnaires from April 1 to 29 in 2012 and analyzed by paired t-test, scatter plot graph. The result of the study was that the perceptional gaps between internal and external consumers were existed in physical, connection and image factors, except interpersonal, accessibility. The "Keep up the good work" quadrant was interpersonal factor, and the "Low Priority" quadrant was accessibility. The findings of this study will be applied to make hospital strategic decision making and to improve marketing service quality in administrative department of hospital.

• Management & Information Systems Review
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• v.2
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• pp.47-73
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• 1998

According to the structural contingency theories, organizational structures are determined by such a contingency variables as organizational environment, technology, size, power and strategy. Therefore, many scholor believed that organizational effectiveness will be maximized in the condition of the fit between organizational structure and its contingency variables. But contingency theories have limitations in explaining of the manager's discretion by way of environmental determinism. In 1972, Child introduced strategic choice theory, and this perspective spurred significant, systematic studies of the influence of the managerial voluntary will on the organizational performance. Especially, the question of whether tap managers have an impact on business performance has been addressed by the strategic leadership theory that demonstrates strong associations between the characteristics of top managers, strategic orientation. Therefore, this study has investigated a theoretical literature and an empirical survey that explains the impact of top manger characteristics and organizational characteristics about strategic orientation. In order tn do that, this study develops a research model on the subjects, designed manager's characteristics, strategic typology. Managerial characteristics could be operationalized in terms of demographic measures. In this study, strategic orientation was classified using the Miles & Snow typology. This research model provides hypotheses. Hypotheses H1: The demographic characteristics of the tap manager will differ according to the types of strategic types. H2: The organizational characteristics of the firm will differ according to the types of strategic types. To test these hypotheses, this study conducted questionaire surveys on 108 firms in the Korea national wide. This study has utilized ANOVA, Chi-square analysis, cluster analysis, discriminant analysis for testing the hypotheses. The major findings of this study are summarized as follows. First, this study builds on the central tenent of cotingency theory in provide a comprehensive explanation of the process by which top manager's influence. Second, Manager's characteristics(demographics) are different from each other according to 4 strategic types(Prospector, Defender, Analyzer, Reactor). Third, Organizational characteristics are different from each other according to 4 strategic types. In conclusion, the major contributions of this study are to examine the development of a more comprehensive theoretical framework in the strategic leadership theory and to analyze their contingent relationships among managerial characteristics, organizational characteristics and strategic types in the context of Korea's industry.

• The Journal of Society for e-Business Studies
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• v.19 no.1
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• pp.95-118
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• 2014

The information technologies industry is now experiencing a rebirth of strong stable growth. However, very few studies have examined performance implications of strategic alliance or merger and acquisition from a knowledge-based view. Furthermore, none of these studies have investigated resource complementarities and alliance or merger and acquisition motive as potential sources of firm performance. This paper extends upon current knowledge-based literature to discover and explore linkages between resource complementarities and firm performance of strategic alliances or merger acquisitions. This study finds that strategic alliance and merger and acquisition announcements have provided abnormal positive returns of production alliances and merger and acquisition. This study can be used as a stepping stone for selection of strategic alliance or merger and acquisition.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.3
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• pp.1806-1814
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• 2015

The strategy of distributors using a PB(Private Brand) inferior to existing PB to increase choice probability of PB arouses difficulty in terms of cost. Therefore, the aim of this study is to verify incentive and compromise effects of PB using two realistic experimental methods. Looking at the verification results, incentive and compromise effects occurred to show increase in choice probability of PB when a new GB(Generic Brand) was added to NB(National Brand) and PB of a manufacturer. In specific during experiment 1, choice probability of PB, the target, was changed when decoy brand was introduced even if there is a large difference in preference and choice probability of the competitor and target due to characteristics of NB and PB. In experiment 2, incentive effect appeared when PB of competitor was positioned as an inferior alternative to increase choice probability of the company's PB. Strategic implications on the study results, limits of this study, and future directivity were proposed.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.23 no.58
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• pp.119-128
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• 2000

The purpose of this study was to verify the determinants of person-organization(P-O) fit and its effects on job satisfaction and turnover intention. As a result of empirical survey, value congruence, job choice decision and similar occupation are confirmed as factors that affect on P-O Fit. And the effect of P-O fit on job satisfaction and turnover intention was significant. This findings indicated that P-O fit model can be used for organization to improve employee performance. Some limitations of this study and strategic application of P-O fit model for employee selection and retention were also discussed.

• 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.

• Journal of Environmental Policy
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• v.2 no.2
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• pp.17-40
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• 2003

The objective of this paper is to formulate strategies and action programs for developing sustainable agriculture in Korea. There is increasing evidence that agriculture has been preoccupied with increasing productivity much to the detriment of environmental degradation. The issue of increasing agricultural productivity so as not to undermine the environment is a difficult task. In reality, there are many definitions of sustainable agriculture and sustainable agricultural development. In this paper, sustainable agriculture is defined by its ability to ensure future supplies of agricultural products at acceptable economic and environmental costs to the society. Sustainable agriculture development refers to the optimal level of interaction among the three dimensions - the environmental, the economic and the social - through dynamic and adaptive processes of trade-off. In order to formulate the strategies for developing sustainable agriculture, three stage approaches such as strategic analysis, strategic choice, and strategic implementation are employed. The basic framework for strategies of sustainable agriculture development consists of five steps such as vision, targets, principles, action plan and policy instruments. The major action plans for activating formulated strategies are suggested as integrating agricultural and environmental policy measures, establishing the system of optimal agri-environmental resources management practices, establishing safe and high quality product system and its effective marketing system, increasing the R&D investment for developing sustainable agro-technology, developing indicators for measuring sustainable agricultural development, and taking a share in related roles for all parties including farmers, consumers, policy makers, researchers and NGOs.

• Management & Information Systems Review
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• v.5
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• pp.61-79
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• 2000

This research suggests the strategic adoption methodology of Customer Relationship Management. The backgrounds of CRM is the business environment changing that Market power is shifting to the customer who has unprecedented powers of choice today. The strategic adoption of Customer Relationship Management determines the value, needs and preferences of each customer or customer segment. Customer Relationship Strategy is an explicitly defined plan for how a company has decided to connect with, relate to, and focus on its chosen customers to create value. Deliberate decisions must be made, often involving trade-offs, so that investments are aligned with customer needs and value. Plan defined in terms of target customers value proposition, role in value delivery, and risk/reward sharing. All customers are not created equal; specific customers and/or customers segments are more desirable/valuable to pursue. Key premise of CRM is that value can be created by changing company's business model to better connect with customers. Area of service of Customer Relationship Management are as follows. Portfolio strategy, Market Opportunity Assessment, Brand Equity, Market Positioning, Pricing, Channel Strategy, Market Segmentation. Target Market Identification, Customer LifeTime Value Analysis, Customer Profitability, Customer Connections Economics Analysis. The objects of CRM are maximizing customer service effectiveness, improving customer loyalty, increasing customer service efficiency, optimizing intelligence about customer behaviors and preferences.