• Journal of Families and Better Life
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• v.25 no.3 s.87
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• pp.25-44
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• 2007

The purpose of this study was to classify the financial strategies and investigate major determinants of the financial performance in elderly households. This study used the data of 4,577households with all ages and 1,255 elderly households were from the Korean Labor and Income Panel Study(2000, 2003). The data were analyzed by various statistical methods such as frequency, mean-test, Duncan's multiple range test, k-mean cluster analysis and regression. The major findings were as follows: First, the classified household financial strategy types were Residual(44.3%), Financial Assets(24.0%), Informal Institutional(19.7%), Diversified Portfolio(7.6%), Real Estate(4.5%). Second, the criteria of classification of the financial strategies were relative, not absolute. Third, elderly households that employed a financial assets had the greatest financial performance (62,320,000 won net gain). Households with all ages that employed a diversified portfolio strategy had the greatest financial performance (98,360,000 won net gain). Forth, the determinants of the financial performance were significantly different according to the types of financial strategy.

• Journal of Families and Better Life
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• v.22 no.6 s.72
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• pp.165-175
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• 2004

The purpose of this study was to classify the household financial strategies and investigate major determinants of the household financial strategies and financial performance. The data of 3,994 households is from the Korean Labor and Income Panel Stud?. The major findings were as follows. (1) The classified household financial strategies types were Residual ($44.6\%$), Informal Institutional ($13.3\%$), Financial Assets ($16.7\%$), Real Estate ($13.4\%$), and Diversified Portfolio ($12.0\%$). (2) The criteria of classification of the household financial strategies were relative, not absolute. (3) The household financial strategy types changed largely during a short period(1999-2000). (4) In all households, the variables that affected changes in household financial strategies were education, occupation, number of children, residential location and home ownership. (5) Households that employed a diversified portfolio strategy had the greatest financial performance (2,316,000 won net gain). (6) In all households, the variables that had the greatest influence on financial performance were the number of children, assets and debts. 1'he financial performance was significantly different according to changes in the household financial strategy.

• Journal of Families and Better Life
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• v.14 no.4
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• pp.175-190
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• 1996

The purpose of this study was to investigate the relationships of resource financial events coping strategies and family financial satisfaction. The data were collected from 499 housewives in Seoul. The major findings: 1. The financial events were categorized into 6 factors. The factors were named as related to 'Family' 'Health' 'Money' 'Car & durables' 'Job', 'Housing'. Among these events respondents who had exprienced housing-related event reported the highest level of financial stress. 2. The coping strategies were categorized into 4 factors: 'Delaying payment' 'Borrowing' 'Economical purchasing' 'Using Worth' The most frequently used 'Economic purchasing' strategy. 3. Various coping strategies were differently used depending on financial events. For example the housewives used 'Economical purchasing' strategy to cope with family-related events and used 'Borrowing' strategy to housing-related events. Housewives who had less income and less net-worth used ' Economic purchasi g' strategy. 4. Job-related events were negatively effect to family financial satisfaction but car & durables-related event were positively effect to family financial satisfaction. Housewive who the more income and the less age had the high satisfaction. 'Delaying payment' and 'Economical purchasing' strategies were negatively related to family financial satisfaction.

• International Journal of Advanced Culture Technology
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• v.8 no.1
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• pp.26-37
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• 2020

The purpose of this study is to verify the relationship between the entrepreneurship and management strategy perceived by the members of SMEs and their organizational performance. First, as a result of the hypothesis that the entrepreneurship of one hypothesis had a significant influence on organizational performance, risk sensibility, progressiveness, and innovation, which are entrepreneurship, had a positive influence on both financial and non-financial performance. Second, as a result of verifying the influence relationship of the hypothesis two entrepreneurship on the management strategy, risk sensibility, progressiveness, and innovation, which are entrepreneurship, were statistically significant for the management strategy, cost advantage strategy, differentiation strategy, and centralization strategy. Therefore, in order to practice management strategy based on entrepreneurship, it was analyzed to influence mutual cohesion. Third, the management strategy showed a positive influence on organizational performance. In particular, only the centralization strategy, a type of SMEs' management strategy, confirmed the positive impact on the financial and non-financial performance. Therefore, the importance of entrepreneurship and management strategy has been emphasized in order for SMEs to create organizational performance through the advancement of sustainability management system.

• International journal of advanced smart convergence
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• v.9 no.1
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• pp.121-131
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• 2020

We study empirically analyzes the relationship between the leadership styles and management strategies of executives perceived by members of small and medium venture companies through organizational performance through SPSS 24.0. The empirical results are as follows. First, the hypothesis that the strategic leadership of the one-level management team had a significant influence on the management strategy showed that strategic leadership (strategic direction, strategic control, maintaining effective organizational culture, ethical management, human resource development, competency development) The relationship between positive cost, strategy of differentiation, and strategy of concentration was positive. Second, the hypothesis 2 management strategy (cost advantage strategy, differentiation strategy, centralization strategy) was statistically significant for both organizational performance (financial performance and non-financial performance). Therefore, management strategy implemented by management acts as a factor to improve organizational performance. Therefore, the execution ability of management strategy should be strengthened. Third, hypothesis 3 (Strategic Direction, Strategic Control, Maintaining Effective Organizational Culture, Ethical Management, Human Resource Development, Competency Development) could be identified as an important role factor for financial and non-financial performance. The organizational performance of SMEs has been a key factor in the strategic leadership and management strategy implemented by management. Therefore, the establishment and implementation of various practical measures to upgrade this were continuously required.

• The Journal of Asian Finance, Economics and Business
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• v.6 no.2
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• pp.173-181
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• 2019

The paper aims to evaluate the combination of strategies that influence the success of New Technology Based Firms (NTBFs) located in isolated areas with resource constraints. We utilize the Kauffman Firm Survey to construct a subset of 224 firms operating in primary metal manufacturing industries and who are located in non-thriving areas. We focus on the impact of technological strategy, in the form of Inward Technology Licensing (ITL), combined with financial strategy, in the form of increased financial slack. Using a negative binomial-specification technique to model these relations, we find that ITL positively impacts internal innovation in the firm and this relation is strengthened by the presence of greater financial slack. This positive impact of financial slack supports the behavioral theory of the firm rather than agency theory in that financial slack enables further innovation rather than stifling it. This research confirms the importance of resource acquisition, suggesting that entrepreneurs may utilize external sources of knowledge in an effort to build a favorable situation when facing the challenges of location. Finally, by presenting evidence showing the compatibility of a financial strategy with a knowledge strategy (ITL), this study emphasizes the importance to entrepreneurs of choosing the proper combination of varying strategies.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.4
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• pp.325-332
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• 2022

This research aims to examine and assess how management methods, financial conditions, and corporate governance strategies affect stock returns. This study employs a quantitative approach with a population of 1968 firms with stock returns (return) and a sample of 225 companies with corporate governance practices in the manufacturing industry in Indonesia from 2013 to 2018. The findings of this study show that strategic management has a significant impact on stock return, financial condition, and corporate governance strategy. The findings of this study on debt strategy as a proxy for management strategy, debt default as a proxy for economic conditions, corporate governance strategy as a proxy for centralized ownership, and independent commissioners function as a mechanism of internal and external control in increasing stock return for investors all support increasing stock return for investors. The cost reduction strategy includes reducing operating costs unless the audit committee has not yet functioned as an internal control or requirement for a company to be listed with the Financial Services Authority on the Indonesia Stock Exchange.

• The Journal of the Korea Contents Association
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• v.14 no.10
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• pp.218-226
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• 2014

In order to improve manufacturing performance by flexibilities, type of strategies, types of information with manufacturing companies in Korea. This study is based on the situation theory. The variables of flexibility were applied with 'product flexibility' and 'mix flexibility'. 'low-cost strategy' and 'differentiation strategy' were applied at strategy types. Financial information and non-financial information, information attributes are applied at. At this study, product flexibility is significantly influenced the differentiation strategy. Mix flexibility is significantly influenced the low cost strategy. Only the low-cost strategy significantly affected on financial information and non-financial information. financial information and non-financial information were significantly influenced on Productive performance. To achieve the purpose of this study, Structural Equation Model (SEM) has been applied.

• Journal of Korea Society of Digital Industry and Information Management
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• v.8 no.4
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• pp.245-261
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• 2012

This study thus set out to empirically analyze connections between the success factors of marketing and management performance in the silver industry. For that purpose, the investigator analyzed relations between independent variables, which include such success factors of marketing as market segmentation, product mix, customer relational management, brand asset, price strategy, and marketing information system, and dependent ones, which include financial and non-financial management performance. Those results partially support the hypothesis that the six success factors of marketing set in the study have effects on financial and non-financial management performance in the silver industry. Customer relational management had the biggest influence, being followed by brand asset and price strategy in the order. Those results indicate that companies need to consider customer relational management, brand asset, and price strategy before other success factors of marketing to achieve financial and non-financial management performance in the silver industry.

• International Journal of Railway
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• v.6 no.4
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• pp.131-138
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• 2013

We have studied the financial performance of Pakistan Railways and found that the financial indicator (net earnings ratio) of Pakistan Railways is consistently decreasing over the years, causing severe financial and operational crises. The implication of our study indicates that the '3Rs' Strategy (retrenchment, repositioning and reorganizing) should be put into practice and furthermore, favorable changes in environmental factors can also contribute towards organizational turnaround. This study would help the Government of Pakistan to think and plan more clearly about turnaround strategies that could improve the performance and growth of Pakistan Railways.