• Journal of the Korea Convergence Society
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• v.9 no.8
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• pp.355-363
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• 2018

This study is to provide insights for developing strategies and policy of MICE industry in Korea. Identifying current global statuses, trends, characteristics and analysing the strategic opinions of MICE experts', some strategies and policies were driven, which to activate MICE industry. Compared to Korea, America has comparative advantages in the size and configurations of MICE infrastructure. In order to get competitive edge, Korea needs to utilize various fused contents and stories of K-Series in MICE industry. Unique Venue and MICE destination development, which provide special experiences during the MICE participation, family friendly and children education oriented MICE environment policies are needed. Also, providing fun and Entertainment for MICE participants, demand for 'Green MICE' and medical tourism for the participants should be counted in developing strategic MICE policies.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.14 no.8
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• pp.3691-3695
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• 2013

This study focuses on the internalization process of service sector, especially on the foreign market entry modes of Korean healthcare industry. The paper examined the effects of country and firm specific factors, and strategic elements of the industry on the selection of foreign market entry modes by using multiple regression analysis. The findings indicate that firms' global experience and documented strategic assets have significant effects on the high control organizational types in the selection of entry mode while the other determinants including size of the firm were found to be less significance. This study provides the academic implications to the subject of the internationalization of Asian service industry and the practical reference to this highly specialized soft service sector.

• Journal of Korea Society of Industrial Information Systems
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• v.14 no.3
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• pp.76-97
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• 2009

The strategic management process includes the establishment of competitive strategy, its implementation and the measurement of its performance. The sucess of strategic management largely depends on the integration of strategic management process into a managerial tool. This study is on the integration of strategic management process into a managerial tool based on the power process, so that it contributes to strategic success or sustainable competitive advantage of a ￡inn In order to do this, I discussed the principles of the power process, its characteristics, and then suggest their applications to the integration of the strategic management process. According to the results, the power process offers a theoretical and managerial tool which integrates the establishment of competitive strategy with managerial concepts, so that it increases the likelihood of strategic success. Furthermore I discussed the position of the power process approach to competitive advantage in a manner that displays similarities and differences with existing approaches such as industry organizational, resource-based and game theory approach.

• Journal of Korea Society of Industrial Information Systems
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• v.13 no.5
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• pp.55-65
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• 2008

The strategic decision makers of the firm have faced with uncertainty and complexity. Although they must make decision under these environments, they can't have enough time, man power, budget and knowledge that they need to decide. They can't, therefore, help getting supports by experts who have implicit knowledge about the domain. But it is difficult for them to find any other procedures and methods to create, transform, combine, and apply new knowledges, whenever decision makers face the problem This paper provides a new method to support a strategic decision making by using the knowledge transformation process suggested by Nonaka. We illustrate an application case of the strategic decision making in consulting industry. This paper uses cognitive map as a decision support technology based on the suggested method.

• Food Industry And Nutrition
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• v.20 no.2
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• pp.26-29
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• 2015

• 한국항공운항학회:학술대회논문집
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• 2007.12a
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• pp.5-8
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• 2007

• The Korea Beekeeping Bulletin
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• s.346
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• pp.45-50
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• 2009

• Food Industry And Nutrition
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• v.4 no.2
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• pp.35-39
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• 1999

• Journal of the Korean Professional Engineers Association
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• v.35 no.1
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• pp.60-62
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• 2002

• The Journal of the Korea Contents Association
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• v.16 no.6
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• pp.82-93
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• 2016

The latest development of the Korean drama production industry has been accompanied by the steep rise in the number of players and the contraction of the advertizing market, which have combined to intensify the competition severely. Then, China happened. Entertainment agencies' logical strategic choice to maximize production revenue potential was to secure A-list actors who can sell, pushing up their prices, that process has continued to even compromise the health of the production industry as well as the agencies' financial integrity. The drama production industry, including entertainment agencies, should shift the strategic focus from simple production revenue generation to profit maximization through diversifying revenue sources like securing IP rights.