• Journal of Science and Technology Studies
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• v.4 no.2 s.8
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• pp.103-127
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• 2004

This paper analyzes the strategic planning process of NASA (National Aeronautics and Space Administration) including its center, GSFC (Goddard Space Flight Center) in the framework of strategic planning in publicly funded R&D organizations. To construct this framework, theories have been considered mainly focused on strategic management and planning, its application on public sector, and characteristics of R&D activities. As a result, the framework could be set up in accordance with the process of strategic planning. Also, as a case study, we explored the practice of strategic planning process and organizational implementation of NASA and GSFC. During the analysis on the strategic process of NASA and GSFC, we could draw some lessons out as follows: First, we should consider the differences between private and public sectors when we establish strategic planning in public sector. Second, the stakeholder analysis should be involved in setting the mission, goals, and strategies of an organization. Third, it is necessary to identify and assess the socio-economic effects or public benefits by R&D programs of the organization and use the feedback on its goal. Fourth, to implement strategic planning effectively, planning process should be closely integrated with the management process such as setting goals, securing budgets, and evaluating the organization. Conclusively, the analysis on NASA and GSFC contribute to implementing strategic planning in publicly funded R&D organizations by providing the appropriately modified framework. As an extension of this study, more deliberate analysis on various practices of strategic planning and performance indicators should be followed.

• Proceedings of the Technology Innovation Conference
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• 1998.06a
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• pp.57-90
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• 1998

This study attempts to explore the evolution paths of Korean SMEs'strategies and their technological teaming processes. Several different evolution paths are identified based on a dynamic strategic group analysis of 115 SMEs'strategy in the Korean electronic component industry for the period of 1990-1995. Further, inadept case analyses on technological learning processes in 5 firms are undertaken. Major findings of this study can be summarized as follows : 1) There are three dominant evolution paths in SMEs'strategy. First path indicates the evolution from a subcontractor or petty imitator group(a strategic group with the narrow product/market domain and the low level of accumulated resource/capabilities) into an innovator group(a strategic group with the narrow domain but high level of technological capability) by accumulating technological capabilities. Second, some firms move from a subcontractor group into a generalizer group(a strategic group with broad product/market domain but relatively low level of technological capability) by simply adding product lines. Third path involves firms which evolve from a subcontractor group into a production focus group(a strategic group with high level of production capability) by investing in production capabilities. 2) An in-depth case analysis shows those who succeeded in technological learning are managed by CEOs, who have technological expertise and strategic vision, and have made an effort to establish management practices to support innovation, such employee educational program, performance-based reward system, etc. The successful firms also aggressively pursue diverse external linkages with outside technology sources to learn product and process technologies. Fiendly, this study discusses several implications of the findings for the theoretical development and strategic management of small firms in Korea.

• The Journal of Information Systems
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• v.17 no.3
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• pp.255-287
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• 2008

This study examined the relationship among constructs that impact on strategic use of IS(Information Systems). Independent variables were OIQ(Organizational Intelligence Quotient) and role of CIO(Chief of Information Officer) as a top manager, and dependent variable are strategic use of IS. The dependent variable has three-sub constructs: 1) IT infrastructure flexibility; 2) operation-orientation; and 3) market-orientation. Seven research hypotheses derived from the research model, and were empirically tested using the PLS (Partial Least Squares) method. The research results confirmed that both OIQ and CIO's roles have strong impact on organizations' strategic use of IS. Communication and business network among the sub-constructs of OIQ have effect on strategic use of IS. CIO's role as a top manager was found to be significant. CIO's role as a resource allocator and innovator among the CIO's roles showed significant influence on strategic use of IS. OIQ was also significantly related to CIO's role as a top manager. This study suggests practical implications and insights to the enterprises which aim to apply IT strategically.

• International conference on construction engineering and project management
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• 2013.01a
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• pp.576-582
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• 2013

Typical highway infrastructure systems include roadway pavement, drainage systems, tunneling, and other hardware components such as guardrails, traffic signs, and lighting. Tunnels in a highway system have provided significant advantages to overcoming various natural challenges including crossing underneath bodies of water or through mountainous areas. While only a few tunnel failure cases have been reported, the failure rate is likely to increase as these assets age and because agencies have not emphasized tunneling asset management. A tunnel system undergoes a deterioration life cycle pattern that is similar to other infrastructure systems. There are very few agencies in the United States implementing comprehensive tunnel asset management programs. While current tunnel asset management programs focus on inspection, maintenance, and operation safety, there is an increasing need for the development of a comprehensive life cycle tunnel asset management program. This paper describes a conceptual framework for a comprehensive tunnel asset management program. The framework consists of three basic phases including a strategic plan, a tactical plan, and an operational plan to provide better information to the decision makers. The strategic plan is a basic long term approach of tunnel asset management. The tactical plan determines specific objectives and the operational plan actually applies asset management objectives in practice. The information includes operational condition, structural condition, efficiency of the system, emergency response, and life cycle cost analysis for tunnel capital improvement project planning.

• Industrial Engineering and Management Systems
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• v.7 no.1
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• pp.34-43
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• 2008

In recent years, many electronics producing firms have looked upon total quality management (TQM) strategy as a means by which they could maintain competitive advantage. This empirical research evaluates TQM strategic factors in order to determine the critical success factors in environmental uncertainty. Fuzzy analytic hierarchy process (FAHP) is the proposed research methodology to discuss and tackle the different decision criteria like effective leadership, people management, customer focus, strategic plan and process management, being involved in identifying the TQM strategic critical success factors with uncertainty. The result shows that effective leadership is the most critical success factor in TQM strategy.

• Journal of Navigation and Port Research
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• v.37 no.6
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• pp.709-718
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• 2013

In this study, AHP analysis was conducted through a survey that was organized by 9 job categories. The results show that sustainable operation risks have the highest priority level among all criteria with management interest having the highest priority level within sustainable operation risks related attributes. The most important risk attributes among stakeholder risks appeared to be asset security and cargo and conveyance security, with education and training being the most important among regulatory risks. Effective management and response to the risks from export controls on strategic trade require an understanding of supply chain security and compliance programs, effective training programs, investments for development of security systems that meet international standards. In addition, the government needs to focus on developing professionals and providing support for companies with compliance programs, working closely with businesses.

• Journal of Digital Convergence
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• v.14 no.1
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• pp.99-119
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• 2016

Medium and Small Firms have faced complex and dynamic environments that have been attributed to increases in the globalization and competitiveness of the global economy. To success in this environments, Medium and Small Firms should set up management strategy and introduce strategic performance management system. And, the strategic performance management system are modified to fit in management strategy. The purpose of this study is to find out firstly, whether management strategy types affect the organizational performance and the intensity of the types makes a difference on the performance and secondly, whether the evaluation system or the degree of utilizing the system affects the organizational performance and finally, whether the interaction between management strategy types and strategic performance management system makes a significant influence on the organizational performance. In this paper, we categorize the type of strategy for Medium and Small Firms in Gyeongsangbuk-do and Daegu areas, and study whether Firm's performance can be improved by designing appropriate strategic performance management system.

• Proceedings of the Korean Society for Quality Management Conference
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• 2004.04a
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• pp.217-228
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• 2004

In this thesis, we suggest questionnaire which is designed to understand of what employees include executive think about 6 sigma management movement and to find important factor for strategic of success 6 sigma management movement of K. Corporation. This thesis is composed of 2 parts, one is questionnaire design and the other is questionnaire analysis. We find important factor for strategic of success 6 sigma management movement of K. Corporation by using correlation and regression analysis, which results very useful and great help for K's Co. In questionnaire analysis, we use by minitab package version 13.2.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.2
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• pp.115-123
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• 2018

This study is empirically intended to put forward the modeling and process improvement measures for the SCM capability in small venture firms. The findings are summarized as follows. There were strategic alliance, technological development and centralization in the modeling of strategic planning for supply chain, not the least of which is strategic alliance, followed by centralization and technological development. There were routing scheduling, network integration and third party logistics outsourcing in decision making, not the least of which was network integration. There were customer service management, productivity management and quality management in management control, not the least of which was quality management. And there were order management choice, pricing demand, shipment delivery and customer management in transaction support system, not the least of which was order management choice. As for the above-mentioned findings, to maximize the SCM capability and operate the optimized process in small venture firms, the existing strategic alliances can optimize the quality management and stabilize the transaction support system through the network sharing and integration from the perspective of relevant organizational members' capability and process improvement. And the strategic linkage between firms can maximize the integrated capability of information system beyond the simple exchange relation between electronic data, achieving a differentiated competitive advantage. Consequently, the systematization and centralization for the maximization of SCM capability, including the infrastructure construction based on the system compatibility and reliability for information integration, should be preceded before the modeling of the integrated capability for optimum supply chain and the best process management in the smart era.

• Korea Journal of Hospital Management
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• v.14 no.4
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• pp.1-24
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• 2009

The purpose of this study was to find out the differences and relationships among balanced strategy, coordinating and learning mechanism, and perceived performance of hospitals in Korea, and provide some directions to establish effective strategic management of hospital. Measure items on balanced strategy, coordinating and learning mechanism, and perceived performance were developed from previous studies. Questionnaire was sent and received through Internet site and e-mail during May, 2008. Data were collected from key informant in each institutions, and analyzed using frequency analysis, T-test, ANOVA, correlation and regression analysis. The major findings of this study were as follows: 1. The level of strategic selection and external learning mechanism of private hospital was lower than that of medical corporation, and others corporation hospital. 2. There was little difference between hospitals in metropolitan and those in small cities. 3. Hospitals that have under 100 beds were statistically lower level in strategic selection and external learning mechanism than hospitals has over 100 beds. 4. Formal coordinating and external learning mechanism, and foundation form(medical corporation) were significantly influenced on profitability from specialized field. 5. Strategic selection and adaptation mechanism were significantly affected on total profitability. 6. Strategic selection and external learning mechanism were significantly influenced on competitive power around its local market. Hospitals that are to be competitive by specialization should have to establish mechanism for management such as balanced strategy, coordinating and learning mechanism.