• International conference on construction engineering and project management
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• 2011.02a
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• pp.542-549
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• 2011

This research will attempt to reveal that private developers in the Malaysian construction industry have been practicing strategic partnering in their organizations. While the investigation was conducted using quantitative and qualitative approaches, this paper will only reveal results obtained from the questionnaire survey. Results from the questionnaire survey indicate that private developers in the Malaysian construction industry had implemented strategic partnering in their organizations. The elements of the partnering process, which are partnering formation, partnering application and partnering completion or reactivation were tested. The results show that all the elements of the partnering process have been exercised in their projects. Thus it can be surmised that strategic partnering has been practiced by private developers in the Malaysian construction industry.

• International Journal of Internet, Broadcasting and Communication
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• v.14 no.3
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• pp.40-50
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• 2022

The purpose of this study is to prove the global OTT, Netflix's organizational resilience (OR). For this, we review previous literatures regarding Netflix's OR and the theoretical logic of the OR. Then, we investigate Netflix's organizational culture (OC), corporate structure and business strategies based on the five levers of the OR. As a result, the first lever, the coordination makes Netflix to get rid of the inner wall by creating Netflix terms like 'sunshining,' and 'postmortem,' which makes their employees extraordinarily candid with each other. The second lever, the cooperation provides employees with understanding customers by sharing company and service information openly and broadly through transparent board system, billboard advertising, etc. The third lever, the clout allows Netflix to encourage independent decision-making by their employees. Netflix customers are under scrutiny and served 24/7 via live chat or phone by supporting a high-performance workplace. The fourth lever, the capabilities are related to Netflix's keeping highly effective people and it establishes a culture of highly motivated employees. The "dream team" policy is run by what is known as the "keeper test." The last lever, the connections make Netflix to forge external strategic partnership to stay agile. There is no rule for partnering with key content producers by allowing creative freedom to them.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.4
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• pp.161-176
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• 2013

This study discusses some features observed in Korean credit card industry, which is classified as a two-sided market. First, I summarize six characteristics or conditions that two-sided markets possess by reviewing related literatures, and consider if we can find out those peculiarities in Korean card industry. Second, this study casts light upon the unique issues which have not been handled in previous studies, that is another two-sidedness in mature two-sided markets. In the context of credit card industry, this additional two-sidedness is created by specific consumers group existing in entire consumer group in a card firm as a form of subset and specific partnering merchants group offering special benefits to their subset consumer group, or alliance card holders. This concept gives new idea that there could be multiple two-sidedness especially in mature two-sided markets, which will be significant to platforms' pricing strategies and expand the scope of related studies.

• Journal of the Korea Institute of Building Construction
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• v.14 no.6
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• pp.551-559
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• 2014

Fast-tracking was developed as an optimizing method to shorten the duration of construction project in 1960's, and it introduced to Korea in 1999. Since then, many Korean companies have been used fast-tracking for getting economical benefit from shorten duration. However, there were some problems(dispute, delay and cost overrun) because of using inappropriate subcontractor management system. For this reason, previous studies suggested some management models to solve these problems. Unfortunately, however, the models have been had some doubts about reliability, objectivity and possibility of using them on real construction site. Therefore, this study suggests 3 steps of strategic subcontracting method and apply it on real fast-tracking practice(L company) to secure reliability and objectivity. Through this, the method is expected to make up the doubts of previous studies.

• The Journal of Small Business Innovation
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• v.19 no.4
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• pp.19-39
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• 2016

With increasing adoption of smart products and complexity, companies have shifted their strategies from stand alone and competitive strategies to business ecosystem oriented and cooperative strategies. The win-win growth of business refers to corporate efforts undertaken by companies to pursue the healthiness of business between conglomerates and partnering companies such as suppliers for mutual prosperity and a long-term corporate soundness based on their business ecosystem and cooperative strategies. This study is designed to validate a theoretical proposition that the win-win growth strategy of Samsung Electronics and cooperative efforts among companies can create a healthy business ecosystem, based on results of case studies and surveys. In this study, a level of global market access of small and mid-sized companies is adopted as the key achievement index. The foreign market entry is considered as one of vulnerabilities in the ecosystem of small and mid-sized enterprises (SMEs). For SMEs, the global market access based on the research and development (R&D) has become the critical component in the process of transforming them into global small giants. The results of case studies and surveys are analyzed mainly based on a model of a virtuous cycle of Creativity, Opportunity, Productivity, and Proactivity (the COPP model) that features the characteristics of the healthiness of a business ecosystem. In the COPP model, a virtuous circle of profits made by the first three factors and Proactivity, which is the manifestation of entrepreneurship that proactively invests and reacts to the changing business environment of the future, enhances the healthiness of a given business ecosystem. With the application of the COPP model, this study finds major achievements of the win-win growth of Samsung Electronics as follows. First, Opportunity plays a role as a parameter in the relations of Creativity, Productivity, and creating profits. Namely, as companies export more (with more Opportunity), they are more likely to link their R&D efforts to Productivity and profitability. However, companies that do not export tend to fail to link their R&D investment to profitability. Second, this study finds that companies with huge investment on R&D for the future, which is the result of Proactivity, tend to hold a large number of patents (Creativity). And companies with significant numbers of patents tend to be large exporters as well (Opportunity), and companies with a large amount of exports tend to record high profitability (Productivity and profitability), and thus forms the virtuous cycle of the COPP model. In addition, to access global markets for sustainable growth, SMEs need to build and strengthen their competitiveness. This study concludes that companies with a high level of proactivity to invest for the future can create a virtuous circle of Creativity, Opportunity, Productivity, and Proactivity, thereby providing a strategic implication that SMEs should invest time and resources in forming such a virtuous cycle which is a sure way for the SMEs to grow into global small giants.