• International Area Studies Review
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• v.21 no.1
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• pp.3-24
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• 2017

The effects of strategic partnership can be positive or negative. This paper intends to explain why the partnership produces opposite results. This paper incorporates strategic behavioral direction and perceived values for relational performance. The conceptual model as well as empirical analysis was made and the results are as follows. First, this study uses bi-directional decomposition of two research constructs. The first construct of perceived values is classified into benefits and risks. Also, the behavioral directions are either active or passive behaviors. The critical path is found that the perceived benefits make significant effects on active behavioral direction which does on commitment. Another path is that the perceived risks make passive behavioral direction which results in opportunistic behaviors between strategically partnered firms.

• Journal of Korea Game Society
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• v.21 no.4
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• pp.3-12
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• 2021

In this study, models for predicting the final result of League of Legends game were constructed for each rank using data from the first 10 minutes of the game. Variable importance was extracted from the prediction models to derive strategic direction in early phase of the game. As a result, it was possible to predict final results with over 70% accuracy in all ranks. It was found that early game advantage tends to lead to the final win and this tendency appeared stronger as it goes to challenger ranks. Kill(death) was found to be the most influential factor for win, however, there were also variables whose importance rank changed according to rank. This indicates there is a difference in the strategic direction in the early stage of the game depending on the rank.

• Journal of the Korean Data and Information Science Society
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• v.17 no.2
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• pp.355-366
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• 2006

Customer Satisfaction (CS) in Auto insurance market is the important factor which makes customer loyalty and retention increase. Recently On-line companies are threatening the existing Off-line companies with taking advantage of the low price through cut-offing the price by internet marketing. Therefore, the CS is becoming an indispensable survival strategy to the Off-line companies. Under these circumstances, this study finds out what the CS factors are in the auto insurance market, and produces levels of CS, customer loyalty and satisfaction Index of each category. The purpose of this study is to suggest the strategic improvement factor for elevating CS level and strategic direction for CS management by CS portfolio analysis based on the survey result.

• Korean Management Science Review
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• v.14 no.1
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• pp.151-176
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• 1997

This study addresses strategic issues related to the question of" how can a supply chain become more competivity\ulcorner" We examine several cases of manufacturing supply chains. Results show that each constituent firm is required to maintain different manufacturing capabilities and to play different roles by its position (up/mid/down-stream) in a chain. Furthermore, there are patterns of required capabilities by the positions in a chain. These findings imply that the "position in a chain" should be treated as one of the strategic factors when discussing the buyer-seller relationship. It is also shown that different action programs are required for building different manufacturing capabilities of individual firms in a supply chain. Additionally, we argue that some programs need to be done simultaneously, by all the members of the chain, while some need to be carried out by only a small group or an individual firm. Finally, we propose a direction for a theoretical framework for analyzing supply chain structures and strategies.ures and strategies.

• Proceedings of the Korean Institute of Information and Commucation Sciences Conference
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• 2014.05a
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• pp.218-220
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• 2014

Data economy era is rapidly approaching where big data plays the pivotal role of creating new values and solving various problems. This paper aims at designing Korea's new strategic direction of informatization in the big data age. For this purpose, paradigm shift of our society and the new role of IT together with the discussion on open platform and big data focused on its potentials and new possibilities are analyzed, which leads to the conclusion that big data will be a main engine for creating new values. Based on the results of the analysis, three kinds of strategic direction is designed. The first direction is on national vision making and 'data analysis-based creative nation' is suggested. The second direction is on catalyst making and 'smart government utilizing the power of big data' is proposed in details. The third direction is on sustainable leading mechanism and 'collaborative governance between stakeholders' is suggested.

• Proceedings of the Safety Management and Science Conference
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• 2011.04a
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• pp.495-503
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• 2011

In this study, I discussed the overview of smart phone and the direction of the development, and analysed the case study of the smart phone application which is recently developed in domestic and international door-to-door service company. Through this analysis, I suggest the main topic of the vitalization of smart phone and the strategic direction of the practical use in logistic industry.

• Journal of Korea Technology Innovation Society
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• v.1 no.3
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• pp.285-298
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• 1998

Innovation with strategic interaction is to overcome the technological uncertainty and to create co-evolution through competition among individuals or organizations for the acceleration of innovation. The concept of innovation in the past was concentrated on cooperation rather than on competition for the efficient management of limited resources. However, in order to minimize the technological uncertainty, we need an innovation on the basis of competition between organizations. Competition stimulates technological adaptability. It is on the analogy of complex system. This is to satisfy consumers' needs, to transform the resources into a technology, and to apply for the development of new products and new technologies. If the emergence of a new technology threatens present technology and develops into a new level of technology through inter-relation, it becomes a mutually supporting technologies. When theses effects are simultaneously realized, it is possible for firm to have strategical innovation and to create a mutually evolutionary development. Furthermore, when the competition among more than two individuals or two organizations continues towards the same direction, the mutual competition and cooperation can be expected to create a synergy effect. The competitive environment should be composed of R&D, production, and consumers' choice. This will lead to interaction among organizations through strategic competition and cooperation. Intra-firm competition and Inter-firm competition are required to exist together.

• The Journal of Asian Finance, Economics and Business
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• v.5 no.2
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• pp.119-128
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• 2018

A primary goal of transnationals is to offer their vision for selling products or services so that they are relevant to local cultures. The purpose of this study is to provide a solution for how transnational companies face various environments and how they can utilize and overcome them and survive strategically. This study will present strategic recommendations for transnational organizations. First, transnational organizations should identify the core areas where organizational can invest or allocate its precious resources to get full advantage of the attractive opportunities form the market and focus on building strong networks with the key stakeholders. Second, they should manage the knowledge flows and provide strategic direction in cooperative venture for the long term successful future and ensure that every department has an effective coordination with other departments in order to bring about the organizational change. Lastly, they should overcome the challenges managers face in a transnational business environment when companies expand their operations into international markets. The managers need to assess the organization's strengths and weaknesses and evaluate different forces which are present in the external environment. And then, Managers have to ensure that the company has sufficient resources, core competencies and capabilities.

• Proceedings of the Korean Institute of Electrical and Electronic Material Engineers Conference
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• 2010.06a
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• pp.233-233
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• 2010

It is important to form the n+ emitter layer for generating electric potential collecting EHP(Electron-Hole Pair). In this paper the formation on the n+ emitter layer of silicon wafer has been made with respect to uniformity of shallow diffusion from a liquid source. The starting material was crystalline silicon wafers of resistivity $0.5{\sim}3\{Omega}{\cdot}cm$, p-type, thickness $200{\mu}m$, direction[100]. The formation of n+ emitter layer from the liquid $POCl_3$ source was carried out for $890^{\circ}C$ in an ambient of $N_2:O_2$::10:1 by volume. And than each conditions are pre-deposition and drive-in time. It has been made uniformity of at least. so, the average of sheet resistance was about 0.12%. In this study, sheet resistance was measured by 4-point prove.

• Journal of Digital Convergence
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• v.17 no.11
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• pp.171-181
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• 2019

In order to confirm whether innovation can be realized through the direction that companies pursue, this study empirically analyzed the relationship between strategic directionality and innovation capacity. Specifically, strategic directionality is divided into customer orientation and technology orientation, and innovation capacity is classified into strategic planning capacity, R&D capacity, and technology commercialization capacity based on previous studies. And the effect of customer and technology orientation on each innovation capacity was analyzed. Data collection was carried out by 368 questionnaires from the workers of manufacturing industry in Gyeongbuk area and the proposed hypotheses were tested by using structural equation. As a result, it was confirmed that technology orientation had significant effects on all three innovation capacities. However, the effect of customer orientation on strategic planning capacity and technical commercialization capacity was accepted, but the relationship with R&D capacity was rejected. These results can provide implications for how to draw innovation from the organizational strategic direction and culture perspectives by explaining the impact of organizational orientation on innovation capacity.