• Journal of Information Technology Services
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• v.19 no.1
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• pp.17-35
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• 2020

The Korea government has been pursuing various policies to find a new industrial growth engine based on ICT (Industry and Communication Technology). However, ICT industry recently faces a serious crisis due to a lack of fundamental competitiveness and capital and technological gap with other countries. Accordingly, it is necessary for ICT industry to recognize the rapidly changing competitive business environment and to establish appropriate value-based strategies. This paper analyses factors affecting value-based strategy in the Korean ICT industry using 10 years data set. The result shows that the value-based strategy in the Korean ICT companies has a significant influence on their financial performance. In addition, it is confirmed that the competition level in the industry has a significant moderating effect on this relationship. In addition, when the companies are categorized based on performance, it is confirmed that there is a significant difference in competition level and value-based strategy in each categories. The results of this paper are expected to suggest implications for the effective use of balanced value-based strategies in the ICT industry.

• Journal of the Korean Operations Research and Management Science Society
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• v.36 no.4
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• pp.109-123
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• 2011

This study proposes a value based service design (VBSD) approach using Kano's model and QFD. Key quality factors and key cost factors are identified, evaluated and then incorporated to produce customer value index (CVI) and provider value index (PVI) which are together used to determine the four value strategy zones. Each value strategy zone suggests its own appropriate service development strategy based on its corresponding CVI and PVI characteristics such as maintaining current service, reducing costs, raising quality or eliminating/creating services. A camping car service design case is applied to this study, which shows the practical contribution of this VBSD approach.

• Korean Management Science Review
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• v.26 no.1
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• pp.7-20
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• 2009

The framework of "blue ocean strategy (Kim and Mauborgne, 2005)" applies to not only business firm level but also region or regional industry level. The paper suggests an approach of survey-based blue ocean strategy formulation. The result from survey on customer group and non-customer group gives information on positions of value curves for regions on strategy canvas and hints on how to reposition the focal region's value curve for both increases in value for customers and decreases in cost for local government, i.e., value innovation. In the context of rafting industry in Korea, this study shows the process how blue ocean strategy can be formulated with results from the survey on customers and business people in rafting industry. Relative positions of value curves on strategy canvas and importance scores for strategy elements provides the local government in region A with implications on which elements to raise or to reduce to create "blue ocean" in rafting industry under fierce inter-region competition.

• International Journal of Quality Innovation
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• v.7 no.3
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• pp.82-91
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• 2006

In order to achieve sustainable growth in the era of global competitiveness, a speedy and flexible strategy is needed in the fast changing management environment. For this purpose, strengthening the core confidence in the organization along with acquiring competitive advantages that cannot be easily copied by competitors should be done based on dealing with needs from customers and markets positively. In this study, the creative value innovation strategy and creative value design methodology will be presented to improve company competitiveness.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.40 no.4
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• pp.1-9
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• 2017

Companies must capture value for sustainable growth. Capturing value is a critical task for companies, particularly when operating own businesses and organizations or starting new business. The business strategy of many companies focuses on capturing the maximum value from customers and other stakeholders. Even though a wide range of studies on value creation and appropriation has been conducted in the strategic management field, most of studies are still conceptual and theoretical. Thus more empirical studies are required to suggest future-oriented value strategy. This study reveals the value creation and appropriation elements in the aviation industry of Korea. The purpose of this study is to understand the trend of value creation and appropriation in the industry. In addition, the relationship between the elements and firm's performance are tested. The firm's performance is defined by that past and future point of views. The sample were collected from Korean Air and Asiana Air. The empirical test shows that the elements of value creation-appropriation have significant impact on firm's performance. Further, the element of value appropriation to customer has a positive impact both on firm's past and future performance. Our results show that investors acknowledge a value-based strategy as a sign of stock valuation. The results of this test correspond with the earlier one, showing that maximizing customers value rather than shareholder value does deliver impressive returns. The finding suggest that companies need to change their strategy to efficiently manage performance. With the test results, we propose a value-based strategy to maximize firm's future financial and stock performance.

• Journal of Fisheries and Marine Sciences Education
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• v.24 no.2
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• pp.180-202
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• 2012

The purpose of this study was to extract an u-PBL support system core value and design strategy based upon field experience learning. To accomplish this the study, first of all, analyzed the core values, design strategy which was selected after needs analysis and literature review of theories and cases regarding the PBL, e-PBL, blended-PBL, Field experience learning based on ubiquitous environment, and learning model based on ubiquitous technology. This study identified the three core values as; systemic support for instructional activity, just in time support for instructional activity and support for interaction facilitation. As further research areas, it might be useful to develop u-PBL instructional support system based upon the model designed from this study. Also, research concerning the verification of the model based upon implementation of the program case might be necessary.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.45 no.2
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• pp.56-64
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• 2022

Many studies have suggested that e-commerce value creation potential depends on four interdependent factors Lock-In, Complementarity, Efficiency, and Novelty. In order to survive in the recent fierce competition, companies have also secured e-Trust that strengthens long-term business relationships by reducing consumer uncertainty. This study, while analyzing the value creation factors (Lock-in, Complementarity, Efficiency, Novelty, e-Trust) of recent e-commerce (online shopping mall) companies from the point of view of purchase intention, customer value (Functional value, Emotional value, Social value) We present an academic proposition that can also examine the mediating effect of value). First, through previous studies on value-based strategy and value creation in e-commerce, various discussions on the theoretical background necessary for effective value-based strategy establishment and strategy execution of e-commerce (online shopping mall) companies were reviewed. Second, it provides academic discussion and practical implications by presenting academic propositions on the value creation factors of e-commerce (online shopping mall) companies, purchase intentions, and customer value, and confirming the basis through empirical analysis.

• Journal of Korea Trade
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• v.23 no.6
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• pp.1-13
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• 2019

Purpose - This study deals with a strategic plan for meeting the value added criteria effectively, which is one of the methods of determining origin used in preferential trade such as FTA. Automobile products, one of the major Korean export items, were selected to give a practical use against the FTA requirements. Design/methodology - This study is based on the value-added criteria of the Korea-US and Korea-EU FTAs that apply various value-added criteria. The Korea-US FTA adopts the RVC method based on the integration, deduction and net cost methods, while the MC method is employed in the Korea-EU FTA. The methodology used in this work is an extended literature review, analysis of the value-added criteria applied to automobile products under Korea-US and Korea-EU FTA with some secondary statistics. Findings - Based on in - depth analysis of the value - added criteria requirements for automobile products stipulated in the Korea - US FTA and the Korea - EU FTA, two strategic considerations are suggested. First is 'appropriate value-added strategy' and the second is 'strategy of changing production and trade structure'. The second strategy is a bit used in Korea but this is not considered best if the first strategy is ignored or forgotten. The second one is meaningful when this becomes inevitable. Research limitations/implications - This study is primarily designed to assist Korean auto mobile industry players exporting to EU and USA but this may help to auto part or material producers in FTA counter party territories being EU or USA as the preferential tariffs are applied on a inter region basis. A further research other than auto mobiles using other major FTAs might be followed later. Originality/value - There has been so far little research on strategic factors to meet the value-added origin requirements. This study, therefore, is expected to contribute facilitating the decision of FTA origin and to improve the utilization of FTA by allowing exporting companies using value added criterion to more smoothly meet origin requirements. This will also enable the tax authorities to utilize the value-added criterion to validate effectively the origin of imports where preferential tariffs are applied.

• Journal of Technology Innovation
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• v.15 no.1
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• pp.27-63
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• 2007

Recently, Kim and Mauborgne (2005a) has introduced the concept of blue ocean strategy that provides quantum leap in value innovation, thus creating new market space. This study, based on the blue ocean strategy concept, suggests blue ocean new product development strategy, and attempts to examine how much impact this blue ocean new product development strategy has on new product performance, compared to existing new product development strategy perspectives based on competitive strategy-based new product development strategy and resource-based new product development strategy, in an empirical way. The research results show that the blue ocean new product development strategy has a statistically significant impact on new product performance. In addition, it was revealed that such contingency variables as firm size and environmental dynamism have moderating effect on the relationship between the blue ocean new product development strategy and new product performance. The blue ocean new product development strategy is more effective in the small-sized firms than the large-sized ones, and its effect on new product performance is different according to environmental dynamism.

• Asia pacific journal of information systems
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• v.14 no.3
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• pp.57-75
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• 2004

The knowledge management is increasingly an important strategic weapon for sustaining competitive advantage of firms. Firms are undertaking knowledge management initiatives and making significant investments. However, there is relatively little empirical support for the impact of knowledge management on performance of firms. Understanding of the impact of knowledge management, this paper explores how knowledge management strategy influences firms' market value. We examine this issue using event study methodology and evaluate the cumulative abnormal returns for knowledge management strategy announced by firms from 1998 to 2002. The results show that firms' announcements of knowledge management strategy are positively related with firms' market value. Specially, dynamic style-which emphasizes both (i) knowledge reusability through information technologies and (ii) knowledge sharing through informal discussions among employees-has higher performance. This outcome presents empirical support to argument that the emphasis on both tacit and explicit knowledge results in better market value.