• STI Policy Review
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• v.9 no.1
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• pp.99-132
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• 2018

Developing countries face numerous challenges in the process of building science, technology, and research capacity; in particular, the formation and accumulation of skilled S&T workforce. The lack of organized and sustainable higher education options (Master and Doctoral programs), nonexistent or low-quality academic programs, and the absence of research-oriented study options are some of the strong contributors for talented students to emigrate to developed countries. At the same time, the consolidation of a global knowledge economy, the internationalization of higher education, and the competition to attract foreign talent in industrialized countries present challenges for underdeveloped nations to retain their already scarce skilled human resources. In this context, student mobility has been used as a policy mechanism to cope with S&T workforce shortages in S&T laggard nations. It has also enabled opportunities for international cooperation to play a key role. While significant literature has been devoted to studying the gains of developed nations with the arrival and potential migration of the mobilized students, few scholarly inquiries have addressed the benefits and losses experienced by their countries of origin. More importantly, limited research can be found on policy options and policy implications for developing countries to deal with the dilemmas presented by the brain-drain/brain-circulation debate. The goal of this article is to study empirical evidence of an international cooperation initiative for student mobility between the Republic of Korea and Guatemala (implemented during 2009-2015). The paper analyzes this particular international cooperation experience from the perspective of the different actors involved and attempts to draw policy implications and policy options for developing countries to deal with potential risks and gains derived from international mobility for their S&T capacity building.

• Convergence Security Journal
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• v.16 no.3_1
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• pp.37-45
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• 2016

Targeting 80 medical Non-Commissioned officer working in the army and 80 students studying in the quickly respond to a national emergency rescue Medical Non-Commissioned officer, this study found out the abilities and knowledge that are required to Duringa national emergency to respond quickly Medical Non-Commissioned officer, set the types of training talented individuals to equip them with necessary qualifications, established educational goal and selected core tasks, and developed field-centered education process through the process for deducing subjects.

• Journal of Construction Engineering and Project Management
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• v.8 no.2
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• pp.1-16
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• 2018

The Architectural, Engineering and Construction (AEC) industry has a culture of long working hours that sometimes extend to weekends. As a result, construction employees find it challenging to achieve a balance between their work and personal lives. It is believed that there is rarely a clear separation between employees' work and personal life in the AEC industry. This paper suggests that in order to attract and retain a talented workforce, AEC organizations have to cater for the diverse needs of employees with regard to work-life balance. This paper presents the results of a survey of both professional and managerial employees' perspective on work-life conflict issues in private and public AEC organizations. Perspectives were found to differ, although not significantly, by employees' experience, leadership experience, age and gender. Furthermore, most survey respondents noted that their employers did not have a policy or program in place supporting work-life balance initiatives. Finally, although the AEC industry is making strides to improve work-life balance, the effort is lagging behind other industry sectors in providing policies and programs to promote work-life balance through flexible work hours and various other means.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.403-412
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• 2021

The COVID-19 pandemic has a great impact in various ways. It changes the normal routine of lives and businesses. Many businesses encounter tremendous financial pressure, some of them lay off workers or choose to close down. According to the statistics, e-commerce experiences a four-fold growth in sales during the pandemic period. There is an urgency for firms to digitalize their businesses to respond to the change in the landscape of purchasing patterns of consumers. The purpose of this study is to understand the success of a few popular apparel brands in digital businesses. This is a qualitative research, and secondary data is collected for the analysis. The findings reveal that all of them engage in omni-channel methods in digitizing their businesses while utilizing other forms of technologies in their product and operational management. All selected firms agree with the importance of digital business, and omni-channel retailing is their choice. In these unprecedented times, the sustainable success of the apparel firms in digital businesses requires a flexible and innovative approach and a commitment to achieving operational excellence. Continuous renewal and digital transformation are needed so that these companies have the capabilities to adapt to changes and reap the benefits of a satisfactory organizational performance.

• Asia Marketing Journal
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• v.14 no.3
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• pp.137-151
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• 2012

Established in May 2005, INNOCEAN Worldwide started as an affiliate marketing and communications company of the Hyundai Motor Group and grew into a top agency ranked no. 2 in the South Korean market within seven years. Currently, INNOCEAN Worldwide has become a global company, operating in sixteen countries through four regional headquarters, fifteen overseas subsidiaries, and seven branch offices with more than 1,100 employees. The company holds top clients from finance, electronics, telecommunications, food, retail, education and other various industries. The accomplishment of INNOCEAN Worldwide can be summarized by the following five key factors. The first factor is INNOCEAN Worldwide's strong and enduring passion and commitment to enter the global market and to build and strengthen its global network. The second factor is achieving successful localization through recruiting talented employees for its overseas branches directly from the local workforce, which enables the company to overcome language barriers, cultural differences, and creative gaps among different regional markets. Third is the company's effective implementation of the 'Global Resource Remix' strategy, which incorporates the distinctive competencies of each overseas operation as a global company standard. Fourth is the creation of the 'Discover System,' a global knowledge management system enabling overseas offices worldwide to share each other's accumulated knowledge and experiences. The fifth factor is the successful establishment of INNOCEAN Worldwide's unique Total Marketing Solution Service. Through this service, the company has offered integrated consulting services for strategic brand management to solve various marketing problems. In summary, the passion and commitment of INNOCEAN Worldwide's top management for the company's globalization and the supporting system that enables such commitment have made it possible for the company to take a global leap and become not merely a company with global operations but a truly global company.