• International Journal of Quality Innovation
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• 제8권3호
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• pp.1-10
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• 2007

A sample of Italian manufacturing companies was selected in order to verify the abilities and effects (relationships) of the management factors human resources, leadership and strategic planning on company performance. The Partial Least Squares (PLS) estimation method was used for analyzing the data collected, where the relationships between the management factors and performance were formalized by a Structural Equation Model (SEM). The analysis of the survey data showed unexpected result regarding the non significant direct relationship between Leadership and Performance. The effect of Leadership is obtained by an indirect relationship through Human Resources. The combination of Leadership and Human Resources has hence been identified as the management factors which have the highest impact on the performance of Italian industrial companies. Another interesting and unexpected result was that there was no significant impact of Strategic Planning on Performance. It seems that the leaders of Italian industrial companies have not understood that good strategic planning is a necessary condition for achieving excellence. So another improvement area is in fact Strategic Planning. This area should have the highest priority of any top management team and the focus should include how to establish a strong relationship between strategic planning and performance. No correlation between strategic planning and performance is a strong indication that something is wrong. It is not enough that Leadership is doing Strategic Planning-Leadership is also about studying and follow up on results in order to assure impacts on performance. This link seems to be missing in Italian industrial companies.

• 복식문화연구
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• 제8권1호
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• pp.15-29
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• 2000

Nowadays every part no company continues to gain the upper hand of a competitive superiority. Strategic Alliances between companies have been rapidly increased to preoccupy a market. The purpose of this study is to find devices of strategic alliances for the competitive distribution environment of Korean fashion industries. This reseach has been done by the literature review of the related articles, books, and the case studies in domestic markets as well as foreign ones. Strategic alliances are business relationships established by tow or more companies which cooperate out of mutual need and share risk in achieving a common objective. Today the purpose of international strategic alliances is to be competitive in global markets by meeting of exceeding new standards for products and technology use. Various types of alliances are occurred and this situation will be more common and generalized since one parter's weakness is offset by the other's strength. Strategic alliances are characterized by being horizontal, collaborative, and mutually beneficial to all parties. When used in good faith, the strengths gained in a strategic alliance are great. Therefore retailer should find that to gain faithful partners is important and should effort positively to enrich alliances based on a mutual belief. Finally, to become a company for leading the global market, it is necessary that we operate strategic alliances mixed foreign investments and domestic technology with local distributions.

• 로봇학회논문지
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• 제4권2호
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• pp.97-104
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• 2009

Recently, simultaneous localization and mapping (SLAM) approaches employing Rao-Blackwellized particle filter (RBPF) have shown good results. However, due to the usage of the accurate sensors, distinct particles which compensate one another are attenuated as the RBPF-SLAM continues. To avoid this particle depletion, we propose the strategic games to assign the particle's payoff which replaces the importance weight in the current RBPF-SLAM framework. From simulation works, we show that RBPF-SLAM with the strategic games is inconsistent in the pessimistic way, which is different from the existing optimistic RBPF-SLAM. In addition, first, the estimation errors with applying the strategic games are much less than those of the standard RBPF-SLAM, and second, the particle depletion is alleviated.

• 품질경영학회지
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• 제26권4호
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• pp.1-28
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• 1998

TQM is a kind of generic strategy. Especially it is a competitive strategy which is concerned with the determination of competitive advantages. Strategic a, pp.oach is very important for the successful implementation of TQM. Unfitness between the company's strategy and the TQM program has been a major barrier preventing the effective implementation. In spite of its importance, little is known for TQM's strategic characteristics. TQM's strategic characteristics are different by its evolution stages. Therefore the generic strategic types that TQM seeks can be changed while TQM programs are progressing over its stages. This paper identifies the intended strategic type of TQM by its stages, which will greatly help to prepare the good implementation program of TQM.

• 한국경영과학회지
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• 제27권3호
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• pp.21-40
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• 2002

Recently, IT outsourcing has become a very important management strategy which implements information systems in organizations. This paper investigates the risks and strategic recognition as a key factors affecting on the degree of IT outsourcing. Specifically the risks of IT outsourcing and its four components-risk of control, risk of economical, risk of technical, risk of relational - are examined to be a negative effect on the degree of outsourcing. And strategic recognition about outsourcing is examined how to affect en the risks and the degree of IT outsourcing. To empirically test these relationships, data ere gathered from senior IT managers in 86 corporations. Results of this study show that the degree of outsourcing is strongly influenced by risk of control, risk of economical, risk of relational. But risk of technical does not influence on the degree of outsourcing. And strategic recognition about outsourcing is found that is negative effect on the risks of IT outsourcing and positive effect on the degree of IT outsourcing. The results provide a good framework to minimize the risks for IT outsourcing success.

• The Journal of Asian Finance, Economics and Business
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• 제7권8호
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• pp.309-321
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• 2020

This study aims to examine the effects of strategic management accounting on firm performance of finance businesses in Thailand. Strategic management accounting comprises of environmental scanning, competitor orientation and forward-looking information. In this study, 175 finance businesses in Thailand are the samples of the study. A mail survey procedure was used for data collection. The hierarchical multiple regression analysis is employed to test the research relationships. Firstly, environmental scanning positively affects operational excellence, organizational effectiveness and firm performance. Secondly, competitor orientation is positively related to managerial efficiency and organizational effectiveness. Thirdly, forward-looking information has a positive influence on operational excellence, managerial efficiency, organizational effectiveness, and firm performance. In addition, operational excellence, managerial efficiency and organizational effectiveness have positive impact on firm performance. Finally, to verify the mediating effects, operational excellence, managerial efficiency and organizational effectiveness are the mediators of the research relationships. This study confirms that all dimensions of strategic management accounting play a significant role in determining business outcome as being congruent with the theory of resource-based views of the firms. Executives of firms need to provide valuable resources and capabilities to support the strategic management accounting implementation in order to achieve good business outcome in highly competitive environments.

• Journal of Advanced Marine Engineering and Technology
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• 제40권10호
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• pp.922-928
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• 2016

Bearing in mind that global climate change is a rising issue, the coastal community of Prek Thnaot, Cambodia has been put on severe effects about natural disasters caused from poor infrastructure and agriculture dependence. This paper proposes to provide and guide a strategic action for the sustainable development path of coastal community in a more continuous manner including a robust resilience to impacts of climate change, natural disasters, and other risks. In doing so, this paper will help environmentally sound management and coastal resources sustainability being sound for socially and economically inclusive development. Proposed fourteen strategic actions for the research should be accompanying with the participation of and cooperation from the local coastal community. Based on the proposed strategic actions, it is critical that the local authorities and other key stakeholders need to accomplish. Providing a good insight for the central government, the strategic action is expected to integrate and prepare a management strategy plan for the local coastal community level. Therefore, this information can be applied to other coastal areas to promote and ensure sustainable protection and management of coastal resources.

• 한국정보시스템학회지:정보시스템연구
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• 제11권1호
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• pp.1-28
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• 2002

Today, IT outsourcing has become a very important management strategy of implementing information systems in organizations. This paper investigates the risks and strategic recognition as a key factors effecting on the degree of outsourcing, Specifically the risks of outsourcing and its four components-control risk, economical risk, technical risk, relational risk-are examined to be a negative effect on the degree of outsourcing. And strategic recognition about outsourcing is examined to be a mediator factor between the risks and the degree of outsourcing. To empirically test these relationships, data are gathered from senior IT managers in 62 corporations. Results of this study show that the degree of outsourcing is strongly influenced by control risk, economical risk, relational risk. But technical risk does not influence on the degree of outsourcing. And strategic recognition about outsourcing is found that is mediator concern with the risks and the degree of outsourcing. The results indicate to provide a good framework to minimize the risks for IT outsourcing success.

• 경영정보학연구
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• 제9권3호
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• pp.45-65
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• 2007

경영 환경이 급격하게 변화함에 따라서 전략적 의사결정의 중요성이 커지고 있고, 효과적인 전략적 의사결정 지원 시스템을 개발하기 위해서는 체계적인 전략적 의사결정 프로세스 개발, 효과적인 문제 해결 기법, 편리한 IT 도구가 필요하다. 본 연구에서는 전략적 의사결정 프로세스를 개발하고, 문제해결 기법을 분류하고, 이를 기반으로 기법 추천 시스템을 개발하였다. 이를 기반으로 한 SDSS 프레임웍은 기업의 전략적 의사결정을 지원하기 위한 SDSS 개발에 많은 도움을 줄 것으로 기대된다.

• International Journal of Advanced Culture Technology
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• 제11권4호
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• pp.317-321
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• 2023

After 'emphasizing the development of the precision reconnaissance drone' in 2021, North Korea unveiled two strategic drones in July 2023, just two years later. Despite the majority of experts offering negative assessments and stating that "the performance may not be good," North Korea can be seen as having not only enhanced its routine surveillance capabilities through strategic drones but also possessing limited long-range strike capabilities. In other words, although the performance of North Korea's strategic unmanned aerial vehicles (UAVs), namely the 'Satbyol-4' and '9' models, may not match that of U.S. drones, they appear to play a significant role in offsetting North Korea's considerable aerial and surveillance inferiority compared to the joint forces of South Korea and the United States. Based on these trends, North Korea seems to be concentrating on drone development to counterbalance its considerable aerial power and surveillance capabilities deficit compared to the joint forces of South Korea and the United States, especially as the global use of drones continues to increase.