• Management & Information Systems Review
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• v.7
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• pp.265-292
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• 2001

This paper examines what determines the use of contingent workers in Korean Department Stores. Drawing on internal labor market, transaction cost & agency, and bureaucracy theories, I hypothesize that four factors affect the use of contingent workers: job characteristics, HRM, occupation, and organizational characteristics. Data from a sample of employers surveyed by the author in 1997 were used to test the hypotheses, and analyses showed the following results. First, consistent with job-based perspective, we find that such job characteristics as firm-specific skill and the level of skill significantly affect the use of contingent workers. But job standardization and outcome measurability have no effects of its use. Second, also we find significant effects on the use of contingent workers of such HRM as scrutiny on employee selection and promotion system. The promotion system has expected effect on its use, but scrutiny on employee selection has opposite effect. Third, we find that occupation significantly affects the use of contingent workers, especially the extent of use of contingent workers of sales service is as five hundred times as that of managerial occupation. Fourth, also consistent with organizational-based perspective, we find that the firm's size significantly has positive effects, and affiliate company and labor union have negative effects. That is, the larger firm's size is, the more possibility of use of contingent workers exists, and the possibilities of its use reduce in case of affiliate company and in front of labor union. Finally, we discuss the implications and limits of theses findings.

• Journal of Applied Tourism Food and Beverage Management and Research
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• v.8
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• pp.197-216
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• 1997

In tandem with Korea's globalization efforts, local restaurant business in growing leaps and bounds. By the year 2000, the industry is expected to soar to one of the major industries with hosting many large-scale international events. Rising to the occasion, the Korea Restaurant Industry needs change itscurrent modus operandi focusing on management skill improvement and globalizatin of its network. In Particular, they need to have their competity edge against multinational Restaurant brands both in local and overseas markets. To further develop the local industry, we need to work on the following areas. 1. Top management is required to show firm commitment to development of local brand that can be a real player in the global market. 2. To make any impact in the global market, a specific marketing strategy needs to be developed fit for each market. 3. To save initial investment expenditure, a close cooperation among local industries is prerequisite. 4. To make the industry easier to go global, local government needs to provide them with financial and taxational benefits.

• International Area Studies Review
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• v.13 no.3
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• pp.667-692
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• 2009

The deregulation on non-standard workers is inclined to make companies increase the employment of the non-standard workers because of cost-saving effect. As non-standard work rises, so involuntary choice of it does. This trend has resulted in the decline of the non-standard workers' job satisfaction. The internalization of firm-specific skills is strong in Japanese companies. Therefore, even though cost-saving effect is high, the companies cannot assign all the jobs to non-standard workers. Hence, the companies are likely to divide the jobs into standard worker's and non-standard workers' ones. The standard workers' jobs, which focus on high firm-specific skills, has reduced, while the non-standard workers' jobs, which can be outsourced from outside the companies, has increased. As a result, the productivity of standard workers has improved, and their wage levels have increased. Since the deregulation on non-standard workers, their job satisfaction has deteriorated. On the contrary, the job satisfaction of standard workers has increased.

• Journal of Labour Economics
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• v.29 no.1
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• pp.75-98
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• 2006

This study shows a theoretical model, based on transaction cost theory, for the choice of alternative work arrangement, Suppose that standard labor contract (permanent and full-time) is a typical labor contract of within-organization transaction and alternative labor contracts of variety are in the spectrum between market and within-organization transaction, the type and size of the market transaction cost for a specific labor would determine the appropriate labor contract. Firm-specificity and level of skill, scope and uncertainty of tasks, and duration of contract are the major determinants of transaction cost which, in turn, determines the type of labor contract. This theoretical model implies that there will be occupational segregation between standard and alternative work arrangements and that the legal regulations for protecting employment and wage of non-standard workers might not be so effective as expected.

• The Journal of the Korea Contents Association
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• v.9 no.11
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• pp.192-200
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• 2009

Market in the 21st century innovative products is not the same as marketing traditional products and services. Whether for survival or to sustain market leadership, Design Marketing Strategy is the key in the new era of world competition. Design Strategies are also more critical issues in the future, because most business and firms depend on successful design project. In order to effectively bring creative professional output to market, design leaders who can use design intelligence to shape the future of their organizations and business must evidence marketing strategy technology, creative and managerial skill. Design Management links design and related business activities into a creative and coordinated strategy for creating value and sustainable advantage for the firm. Design education has focused primarily in the training of professional designers within their specific disciplines. But it dose not provide training in the management skills necessary to effectively lead a design project team. Most design colleges do not provide any integrated education in leadership and team building, strategy, finance, marketing or project management. This is the time that Design Management Program should be prepared to provide design students who want to manage design project in creative industry. The program has to be prepared to provide all the business skills and information that design students need to know in an upper-level undergraduate school. The Program's goal is to graduate design leaders able to strategically manage a design project for the challenge of managing in the 21st century.

• Journal of Labour Economics
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• v.24 no.2
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• pp.125-162
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• 2001

According to the survey results on non-standard employment, most of the non-standard workers are women and work at service jobs and some jobs that do not require firm-specific skill. Also wages of non-standard workers appear to be lower than those of standard workers by 10~19%. Non-standard workers are very much likely to be excluded from beneficiaries of economic growth because job contents and ability are not important relatively as criteria in determining their basic wage and their benefits are also much lower in severance pay and bonuses, vacations, 4 social insurances, education and training opportunities. Because of very low rate of union membership, the working conditions of non-standard workers are not expected to be improvable easily by unions. It seems that the reason of the demand increase for non-standard workers is mainly because not only an individual establishment demands quantitative flexibility in employment, but also there are tendencies of being smaller in establishment size and of growing service industries macro-economically. The number of non-standard workers are expected to increase continuously in the future, too.