• Transactions of the Korean hydrogen and new energy society
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• v.35 no.2
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• pp.129-139
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• 2024

The significance of hydrogen economy and production technology is steadily increasing. This research reviewed strategies for utilizing hydrogen production technology by combining a multi-layer model, strategic niche management, and the need factor for Hoship. The model was validated as a strategy considering hydrogen production technology and the transformation of the energy system. Using this, a new business model for hydrogen production technology was created, finding a strategic niche and sophisticating the technology. It also proposed ways to unlock the potential of hydrogen production technology and improve its efficiency. This work contributes to the commercialization of hydrogen production technology and its role in sustainable energy conversion. It proposes a new and effective approach for utilizing hydrogen production technology, going beyond its limitations to suggest a more efficient method. It is hoped that these results will be helpful to researchers in hydrogen energy, and serve as a reference for establishing ways to utilize hydrogen production technology.

• The Journal of Information Systems
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• v.23 no.2
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• pp.67-90
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• 2014

Today, the company is trying to improve for business performance through the optimization of corporate resources. Most companies set up new strategy for obtaining competitive advantage for survival in rapid changes of the global business environment. IT has an important role to reduce cost and to increases business performance such as increasing sales, improving business skills and corporate image, etc. in the corporate environment. The development and use of IT resource is recognized as essential in connection with the business strategy. Most companies tried to establish the strategic use of information systems to gain competitive advantage. IT resource management is not clear in a tangible result of the business. The purpose of this study is to find out the relationship between IT competency and organizational performance through the mediating effect of strategic use of IS. IT competency consists of IT human resource, IT infrastructure, and IT vendor management. In direct relationship between three IT competence factors and organizational performance, the results of multiple regression analysis showed that IT human resource and IT vendor management are important determinants to influence organizational performance. The additional analysis for mediating effect of strategic use of IS showed that it has mediated the relationship between IT competency factors and organizational performance. This results give us an implication, not only the importance of IT competency development, but also the importance of strategic alignment of strategic use of IS with business strategy.

• Journal of Digital Convergence
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• v.11 no.8
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• pp.175-182
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• 2013

These days, Supply chain integration is considered an important process of companies. It is an particular issue in traditional environment changes in the supply chain competition. The results of this study showed that Organization capability, strategic capability in innovation capabilities had a positive impact on information integration and strategic integration in supply chain external integration which influenced management performance in a positive direction.

• Korean Management Science Review
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• v.28 no.1
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• pp.129-140
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• 2011

There is no doubt Six Sigma is an excellent concept to improve quality of product or service. However, limitations to Six Sigma's implementation process have been discovered that are related to Six Sigma's foundation in statistical methods. The limitations of Six Sigma are overcome by the advantages of a strategic CoP (Community of Practice). Therefore, this research tries to build a strategic CoP for implementing Six Sigma. The method for building a strategic CoP is suggested, and then a case study of a real company is presented.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2006.11a
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• pp.535-538
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• 2006

We consider a two-period airline revenue management problem where customers may act strategically. Specifically, we study a two-fare-class airline seat inventory allocation problem which allow for the possibility that a customer may decide to defer to purchase in the hope that a cheaper ticket than those currently on offer (expensive tickets) become available. We also allow for the possibility that some customer will buy a more expensive ticket if the cheaper tickets are not available. We show how to find the optimal booking limits in the presence of such strategic customer behavior and investigate the impact of such strategic customer behavior on the expected revenue. The results are compared with those by the expected marginal seat revenue (EMSR) heuristic approach (Belobaba, 1987, 1989) with strategic customer behavior.

• Journal of the Korean Society of Safety
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• v.31 no.6
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• pp.99-104
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• 2016

Road Sink Phenomenon (RSP) is one of the major issues in South Korea. National and local governments are trying to develop effective preventive measures against the RSP. Developing the policy-oriented RSP management is most important to minimize possible losses induced by RSP. In this study, we employed the Futures Wheel (FW) method to derive influence factors for RSP management. FW method is widely used for predicting future social-environmental condition. In addition, RAND Corporation's method is used to derive potential strategic agenda based on derived influence factors by FW method. These derived strategic agenda can contribute to develop the policies related with RSP management.

• Korea Journal of Hospital Management
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• v.4 no.1
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• pp.129-146
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• 1999

The overall objective of this article is to identify the strategic type of Korean hospitals in terms of Porter's framework and to examine differences in performance of the hospitals across strategic types. A survey was conducted through structured questionnaire for 739 hospitals in Korea and the data from 120 hospitals were utilized in the final analysis. Study results indicate that the most frequently used strategy was 'stuck-in-the-middle strategy'(26.7%), followed by 'focused cost leadership strategy'(24.0%), 'focused differentiation strategy'(20.8%), 'cost leadership strategy'(15.8%), and 'differentiation strategy'(13.7%). Overall, 'focused differentiation strategy' showed superior performance in terms of profitability of services, ability to retain patients and growth in revenue, while 'differentiation strategy' produced relatively low performance in general. Implications of these findings are also discussed.

• International conference on construction engineering and project management
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• 2007.03a
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• pp.787-799
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• 2007

The Singapore construction market has just recovered from the decline of the last seven years. Past annual construction volume remains around S$10 to 12 billion and the market is saturated with local and international contractors. This study examined the competitiveness of the construction market from the perspective of a Chinese contractor. The case company in this study is China Construction (SP) Development Co Pte Ltd. The purpose of this study is to use strategic research and management methods to analyze the case company's internal and external environment and development strategies, so as to bring about the approaches and measures to achieve its strategic targets.

• Korea Journal of Hospital Management
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• v.12 no.2
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• pp.93-111
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• 2007

The thrust in this paper is to discuss the dimensions of executive scanning process (ESP) that support continuous scanning activities by executives. Executive scanning is especially important for the healthcare organizations in these days since the environment they are faced with is extremely complex and dynamic. While much has been written about ESP, two important aspects have been underemphasized in the past. The first is a link to the strategic management process (SMP) or the issue of strategy-scanning alignment. The second is a feedback loop to verify the quality of information generated through scanning process. This paper discusses the improved ESP by adding these two features.

• Journal of Distribution Science
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• v.11 no.10
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• pp.37-45
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• 2013

Purpose - Appropriate response to the fast changing economic environment determines SMEs' competiveness in the era of globalization and open market and, therefore, government policies to strengthen SME's competitiveness will be very important in the future. It is time to investigate the element of strategic orientation that is necessary for strengthening the competitiveness of SMEs, and its effect on the success of a business start-up. This study analyzes the network orientation in addition to existing strategic orientation, and focuses on price and quality management capability as mediators for strategic orientation and outcomes of business start-ups. Research design/data/methodology - The orientations of technology-based business founders were classified into market, technology, network, and entrepreneurial orientation. We then investigated the effect of these orientations on product price and quality management capability, as well as the influence of price and quality management capability on the outcome of a business start-up. This study is based on the nation-wide survey of the founders and members of technology-based business establishments. The survey was administered to 300 selected companies via email for a period of one month, at the end of which 175 companies replied with valid answers. Further, for effective and objective research, we used SPSS 14.0 and Amos 7.0 for structural equation modeling assumptions and hypothesis verification. Results - Except for entrepreneurial orientation, the other three orientations, namely, technology, market, and network orientations, affect the price management capability according to our results. The price management capability relates significantly with the sales and customer satisfaction. Especially, technology orientation is the core competency of start-ups that affects price and quality management capabilities. However, technology and entrepreneurial orientation do not influence the outcome of business start-ups, but affect their quality management capabilities. Conclusions - This study confirms that the strategic orientation affects product price as well as quality management capabilities, to introduce new products and achieve successful outcomes. In conclusion, new business founders face the dilemma of trade-off between price and quality in the planning stage of new product development. In particular, price management capability directly affects the outcome. Therefore, price management is more important for a successful start-up than quality management. Especially, during the initial stages of starting up a new business, price management capability entails following the market-leading company, or price penetration strategy. In this stage, price management is dependent on the information from outside rather than on the founder's decision, and it directly affects sales performance and customer satisfaction. In contrast, quality management capability is directly related to the technology capability and market experience of founders. In this case, subjective and proactive decision making is required for differentiation and development of demand in the niche market, which does not directly influence the sales performance and customer satisfaction.