• 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.

• Transactions of the Korean hydrogen and new energy society
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• v.22 no.2
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• pp.274-282
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• 2011

This paper overviews the concept of the strategic niche management, which emphasises the social aspects of new technologies and calls for relevant government policies for socio-technical transition. Hydrogen energy technologies remain in the niche level, thus the SNM perspective is appropriate to be applied. The reason why, and the way how to see hydrogen as a socio-technical niche are discussed, followed by an analytic argument on hydrogen policies and their SNM characteristics. Final part of the paper deals the design of the socio-technical experiment. It is expected that this paper would contribute to not only policy development but also improving understandings on the socio-technical nature of hydrogen energy of hydrogen community.

• The Journal of Information Technology
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• v.5 no.3
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• pp.35-50
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• 2002

The Understanding of the Electronic Commerce and Strategic Management of Logistics in EC are receiving increased attention as means of becoming competitive in globally challenging environment This paper presents a in-depth analysis for Strategic Management of Logistics and its implications for Korea Electronic Commerce Companies.

• Journal of Dairy Science and Biotechnology
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• v.33 no.2
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• pp.139-151
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• 2015

Biofilms are aggregates of microorganisms present in a self-produced matrix of extracellular polymeric substance (EPS) adhered to a surface. Formation of a biofilm in the environment on farms and in dairy plants comprises several stages: attachment, growth (development), and detachment. Generally, biofilms are harmful to humans and need to be controlled. Stainless steel (SS) surfaces that are untreated or are scratched comprise substrata that are especially vulnerable to biofilm formation; therefore, SS surfaces should be polished and sanitized. Various approaches are available for the destruction of biofilms; cleaning-in-place (CIP) is the method mainly used in dairy plants. Further study on optimum detergents, cleaning conditions, and methods for this purpose is needed.

• Journal of Navigation and Port Research
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• v.30 no.7
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• pp.579-583
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• 2006

The purpose of this paper is to study a relationship between alliance success factors and performances of strategic alliance. In order to achieve the purpose of this research, factor analysis, reliability and validity and regression method are used. In conclusion, alliance success factors can be divided as mutual complementarity and information sharing factor, sharing and mutual agreement of vision and goal factor, performance management factor and culture and organization factor. According to regression results, all of four factors affects significantly dependent variables. Among them, mutual complementarity and information sharing mostly affects each dependent variable.

• Journal of the Korea Safety Management & Science
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• v.8 no.3
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• pp.171-187
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• 2006

Modern management considers customer satisfaction as a baseline standard of performance and a possible standard of excellence for any business organization including the college. Quality function deployment(QFD) is a structured approach to seek out voice of customers, understanding their needs, and ensure that their needs are met. The strategy value proposed by Chien et al. combines importance, satisfaction, performance, and ability to enhance decision making effectiveness. But in their model, the correlation among the strategic alternatives isn't considered the decision chain and is therefore eliminated. This paper proposes how to calculate the new weight of columns to consider various strength levels of correlations matrix, representing the correlation among the strategic alternatives, using normalization procedure. The aim of this paper is to present and original customer satisfaction survey conducted in the college. Thus, this paper presents an original customer satisfaction survey in the college and provides to demonstrate the practical usage of the design model to compare this model with Chien's model.

• Journal of Information Technology Services
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• v.5 no.1
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• pp.35-46
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• 2006

In recent years, academic scholars and practitioners have given increasing attention to the importance of strategic performance measurement systems including both financial and non-financial performance metrics. The Balanced Scorecard (BSC) is known as integrated performance management framework that helps an enterprise to translate strategic objectives into relevant performance within an organization. While the current literatures and management articles offer BSC design and implementation. there are few reports of detailed validation of using the rationalized sets of CSF (Critical Success Factors) and KPI (Key Performance Indicators) for the Korean construction industry. This paper first propose the perceived sets of CSF/KPI using current literatures and validate with a major construction company's executives and senior managers in Korea. The paper then examines whether the perceived sets of CSF/KPI have co-relationships with the firm performances. The results of the research contribute in heightening of competitiveness of the Korean construction companies in strategic and performance management.

• The Journal of Economics, Marketing and Management
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• v.8 no.1
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• pp.12-19
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• 2020

Purpose - Strategic causes for the failure include unrealistic growth, overexpansion, unfamiliar new markets, volume obsession, unrealistic promises and poor project selection. Organizational causes are insufficient capital and profits, lack of business knowledge, poor financial management, poor sales skills, inadequate marketing, poor leadership, poor leadership transfer, project losses, poor field performance and owner bankruptcy. Uncontrollable causes include industry and economic weakness and banking and surety changes. While helpful, the list provides insufficient clarity regarding the causal roots of failure. Research design, data and methodology - The research framework to organize the information involved with many of the recent and large failures in the industry. Results - This research then identified five dominant root causes - excessive egoism, poor strategic leadership, too much change, loss of discipline and inadequate capitalization. Conclusion - Finally, additional input from external forces may accelerate the firm's pace to failure. It is important on the development of diagnostic tools that are based on this model and that will provide new ways to assess a conglomerate's level of risk for incurring a financial crisis.

• Management & Information Systems Review
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• v.36 no.3
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• pp.17-35
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• 2017

This study investigates the determinants of strategic positional change. Specifically, the study suggests performance feedback affects to a firm's strategic repositioning. Performance feedback is a concept that a firm decides whether success or not by comparing its performance relative to its aspiration level. Prior studies successively discover diverse behaviors. The study suggests three unexplored relationships between performance gaps and strategic positioning. First, when a firm's performance is below relative to its aspiration level, that firm's strategic position will be deviate from the industry norm. Second, as the degree of industrial density increases, the tendency that a firm's strategic position becomes deviate from the industry norm decreases. Third, when the degree of reference group's performance decreases, the tendency that a firm's strategic position becomes deviate from the industry norm decreases. For empirical analysis, this study examines data of 538 firms that in North America crude petroleum and natural gas industry. The result reveals that the direction of a firm's strategic change is shaped when firms' performance is below relative to aspiration level. Also, this relationship is moderated as industrial density changes or when reference groups' performance decreases. This study contributes to the current literature by explaining how a firms' strategic position is decided. Also, this study reveals that reference groups' performance could affect to organizational choice.

• Journal of Korean Society for Quality Management
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• v.28 no.4
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• pp.204-222
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• 2000

Supply Chain Management is a process-oriented concept, integrated approach to procuring, producing, and delivering products and services to customers. Supply Chain Management covers the management of material, information, and funds flows. A strategic supply chain management produces for value maker and the ultimate customer. One aim of this paper is to determine the effect of contract parameters on the quality of the end product of the supplier-producer chain. The supply chain management is viewed as a single entity rather fragmented. This research constructed model the relationship of supply chain management to quality management. The questionnaire were tested with survey of supplier's employee and the result were analyzed using SEM(Structural Equation Model). As a result, Quality performance positively depends on the communication, coordination, and process management between the supplier and the producer.