• Proceedings of the Korean Society for Quality Management Conference
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• 2006.11a
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• pp.38-45
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• 2006

To be competitive, long-range planning and customer satisfaction must be integrated into the company's strategic management objectives. In order to deal with this challenge, an organization must develop an effective marketing policy. It should take into consideration the needs and demands of customers and business strategy. Many companies want to develop a strategic planning framework for policy marketing. And they think that an effective marketing policy must be based on the principles of quality attributes and customer orientation. This paper proposes an integrated approach Kano Analysis, quality function deployment, Potential Customer Satisfaction Index to choose strategic marketing.

• Journal of the Korean Operations Research and Management Science Society
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• v.27 no.3
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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.

• Journal of Families and Better Life
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• v.31 no.4
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• pp.33-45
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• 2013

This paper proposes strategy development to improve the management of Multicultural Family Support Centers by analyzing four Multicultural Family Support Centers (MFSCs) in Chungcheongnam-do. The research was conducted from September 2012 to January 2013. Future directions for the four MFSCs are established based on a SWOT analysis on both the internal and external environments of the centers. Various strategic directions for the four MFSCs were identified based on these analyses. For center A (urban type, college contract type), the strategic directions included the specialization strategy, systemization strategy, empowerment strategy, standardization strategy, and achievement maximization strategy. The strategic directions for center B (urban-rural combined type, social welfare center contract type) included the improvement of multiculture awareness, specialization strategy, human resource development strategy, and networking strategy. For center C (farming and fishing community type, direct management type by local authority), the strategic directions included the specialization strategy, activation strategy, qualification strategy, and networking strategy. For center D (farming and fishing community type, social welfare center contract type), the strategic directions included the specialization strategy, business standardization strategy, human resource development strategy, and network expansion strategy. The suggested management strategy development for the four MFSCs can provide implications for the management of MFSCs in other areas in Korea.

• Industry Promotion Research
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• v.5 no.1
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• pp.21-33
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• 2020

The purpose of this study is to investigate the impact of strategic human resource management perceived by members of SMEs on organizational performance and innovation behavior. In addition, the mediator effect of innovation behavior of organizational members on the relationship between strategic human resource management and organizational performance was verified using the statistical program SPSS 21.0 program. First, the hypothesis 1, strategic human resource management (adoption and compensation, job design, training and career management, participation in decision-making) was adopted by showing positive impact on the positive impact on organizational performance. Second, hypothesis 2, strategic human resource management (recruitment and compensation, job design, training and career management, participation in decision-making) was adopted after demonstrating statistically significant influence on innovation behavior. Third, the innovation behavior perceived by Hypothesis 3 organizational members showed a positive influence on organizational performance. Hypothesis 3 was therefore adopted. Fourth, as a result of verifying the mediating effect of innovation behavior in the relationship between hypothesis 4, strategic human resource management and organizational performance, innovation behavior was analyzed to be partially mediated. In other words, strategic human resource management of organizational members has a direct impact on organizational performance, but it can show a higher positive impact on organizational performance through innovation actions in its performance.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.14 no.24
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• pp.179-185
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• 1991

This study aims to consider the necessity and meaning of the Company-Wide Creativity Development(CWCD) for the unfolding of the strategic management in the creation age. The brief summary of the meaning of the CWCD for the unfolding of the strategic management is as follows. (1) The activation of the information interchange through the consonance among the all department. (2) The Information interchange and cooperation between the worker and the manage. (3) The creativity development of worker.

• Information Systems Review
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• v.9 no.1
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• pp.215-231
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• 2007

The Balanced Scorecard is known as an integrated performance management framework that helps enterprise to translate strategic objectives into relevant performance measurement within an organization. In recent years, the importance of framework development, implementation and deployment of Balanced Scorecard and Strategic Enterprise Management system have realized its value in public sectors performance management systems. However, the public domains can be characterized as non-profit organizations involving diverse stakeholders which may provoke obstacles to proper implementation. This paper offers an insight into strategic performance management systems design and implementation in Ministry of Information and Communication in Korea. The paper evaluated a number of key guidelines to understand the complexity of strategic performance management design and implementation to be successful in delivering strategic goals in public sector.

• Journal of Information Technology Applications and Management
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• v.22 no.1
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• pp.131-152
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• 2015

Environmental differences across countries such as socio-cultural, political, economic, and technological differences require business strategies of multinational corporations to vary business practices across regions. Despite the keen awareness of the necessity for strategic adaptation to local context, IS management and strategy tend to remain similar across countries. One of the reasons is to maintain the stability and compatibility of information technology infrastructure. After a careful observation of retail business practice, this study finds IS strategy should also be highly responsive to the local context. This study shows how information resources including systems architecture, processes, human resources, and national context are interlinked together. Despite global excellence in general systems management, failure in such alignment can be a serious problem in extending competitive advantages across regions. This study aims to reveal issues to be taken care of in order to accomplish global technological alignment. Results of this study provide senior management with guidelines and a framework for aligning IT with regional strategic thrust that can improve local responsiveness of multinational companies.

• Journal of the Korean Home Economics Association
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• v.38 no.8
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• pp.1-11
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• 2000

The purpose of the study was to investigate the relationship among management strategic type, QR system adoption and the usage level of technologies. Also the current situation about the management strategies for the Korean apparel manufacturers was examined in this study. A random sample of 102 apparel manufacturers was selected for the data collection. A survey method was used with the structured questionnaire, and for the data analysis, chi-square test, ANOVA and Duncan's multiple range tests were used. The resets were as following: 1. The most identified strategic type among Korean apparel manufacturers was analyzer and the defender. 2. The most frequently used technologies were small lot orders and the reduction in the inventory level, and the least used technologies were the electronic order system and UPS. 3. The management strategic type was significantly related to the adoption and the usage level of technologies.

• Korean Business Review
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• v.6
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• pp.153-179
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• 1993

The main purpose of this study is to suggest the new strategic management model for the future successful company. The new model consists of the following structure. First, to identify the object dimension. The upper object is to satisfy the customers needs. And the lower object is to satisfy the workers needs. Second, to identify the external enviromental problems dimensions. There are five dimensions. They are ethical responsinilities, government-business alliances, collaboration amongst competitors, innovative invester-company relations, and globalization of enterprise. Third, to identify the internal enviromental problems dimensions. There are two dimensions. They are new organizational forms and integrated subcultures. Fourth, to find the solution for the above dimensions. The solution is as follow. All the managers and workers must have business reengineering minds and apply the complexity management. And the company should construct the strategic information systems.

• Journal of the Korean Operations Research and Management Science Society
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• v.19 no.2
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• pp.85-105
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• 1994

As an exploratory attempt, this study examined the correlates of different strategic groups in the Korean health food industry. Many prior studies believe that different entry mode such as entry timing and patterns, and different cognitive structure of top managers lead to the formation of different strategic groups in the same industry. Different strategic groups with different sources or mobility barriers are also expected to produce different level of economic performance. Multivariate statistical analyses of data from 32 firms in the Korean health food industry revealed the following results. i) There are four different strategic groups with different levels of mobility barriers in terms of firm size, scope of product/market domain, degree of forward and backward integration. ii) Differences in both entry timing and environmental perception of top managers are associated with different stratetic groups. However, the patterns of entry are not significantly different among four strategic groups. iii) Four strategic groups exhibit different level of economic performance in terms of sales growth rate and return on investment. Finally, this study tried to identify commonalities and differences among various strategic groups found in several industries in Korea. The results offered some implications to search for developing a useful theory of strategic groups in Korea.