• 한국철도학회:학술대회논문집
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• 한국철도학회 2005년도 추계학술대회 논문집
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• pp.546-551
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• 2005

With the opening of the KTX in April 2004 and launching the KORAIL(Korea Railroad Corporation) in January 2005, KORAIL company brand and service product brand were unrecognized. Each brand is very important invisible assets in KORAIL and KORAIL affiliate companies because of their powerful perception of the customers. This study suggests that how to improve and manage KORAIL brand reputation and how can KORAIL employees differentiate other transportation system in the near future. To obtain more benefits using the brand strengthen strategy in KORAIL.

• 한국철도학회:학술대회논문집
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• 한국철도학회 2005년도 추계학술대회 논문집
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• pp.552-557
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• 2005

With the opening of the KTX and establishing the KORAIL(Korea Railroad Corporation) in January 2005, KORAIL would like to go aboard to oversea railway market. The purpose of this study suggests how to facilitate and manage international marketing method such as 3C's analysis on KORAIL oversea railway development business. This study findings suggest both KORAIL change integrated international organization and KORAIL should have strategic alliance with other special railway-fields korean companies to deal with oversea E&M turn-key projects.

• 대한전기학회:학술대회논문집
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• 대한전기학회 2009년도 제40회 하계학술대회
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• pp.1205_1206
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• 2009

고속철도 전차선로에 설치된 드롭퍼의 와이어가 파단되어 원인을 분석하기 위해 드롭퍼의 구간별/설치위치별/지역별 단선현황 분석, 파단면 SEM(Scanning Electron Microscope) 분석, 미세조직 분석 및 드롭퍼에 작용하는 정적하중을 계산하였다. 또한 고속철도 전차선로에서 드롭퍼의 정적 및 동적하중 측정과 분석을 통하여 드롭퍼의 피로하중 특성을 확인하였고, 지지점의 압상량을 측정 및 분석하였다.

• 한국철도학회:학술대회논문집
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• 한국철도학회 2005년도 춘계학술대회 논문집
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• pp.936-941
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• 2005

KORAIL Human Resources Development Center' educational system is changed according to new start KORAIL. So, New master plan for will perform new vision POWER KORAIL 2010 is presented. 'C' Learning, 'W' Learning and 'E' Learning form the basis of these new methods and their principles have been applied ever since. These three independent yet interconnected learning axis were formed in order to achieve balance and harmony, realized in an integrated educational community. This model of education has become the foundation of our educational ideal at KORAIL's HRD Center. Innovative thinking and diligent scrutiny of educational applications and methods at the KORAIL HRD Center will bring about winning 'the war for talent'.

• 한국철도학회논문집
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• 제16권5호
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• pp.410-417
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• 2013

본 연구는 코레일 앱 이용자 200명을 대상으로 코레일 앱 서비스편의성이 코레일 앱 고객만족과 재이용 의도에 미치는 영향을 조사 분석하였다. 분석결과, 코레일 앱 서비스편의성과 코레일 앱 고객 만족간에 정(+)의 상관관계를 나타내어 코레일 앱 서비스편의성에 대하여 코레일 앱 고객들이 만족하는 것으로 나타났다. 또한 코레일 앱 고객 만족과 코레일 앱 재이용 의도와의 상관관계를 분석한 결과 정(+)의 관계를 나타내었다. 그러나 코레일 앱 서비스편의성이 코레일 앱 재이용의도와의 상관관계 분석 시 유의적인 상관관계를 나타내지 않았다. 결론적으로 코레일 앱 서비스 자체는 재이용 의도에 영향을 주지 못하고 고객만족을 통해 영향을 미친다. 이상의 결과들로 미루어 볼 때 코레일은 코레일 앱 지속성을 위해 코레일 앱 고객만족도에 중점을 두고 개선 발전시켜 운영하면 코레일 앱의 재이용 의도를 높여 코레일 앱을 최적화 할 수 있다는 사실을 연구를 통해 알 수 있었다.

• 한국경영과학회지
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• 제36권4호
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• pp.17-27
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• 2011

The coupon issued by Korail (Korail's coupon) is characterized by the properties such as a discount rate, an issuing region, a selling region, and a practically discounted rate. The purpose of this study is to investigate their impacts on the redemption time using Log-Normal distribution, and to derive managerial implications for improving Korail's discount program. The result showed that the redemption time was shorter or longer depending a discount rate, an issuing region, a selling region, and a practically discounted rate.

• 한국철도학회:학술대회논문집
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• 한국철도학회 2009년도 춘계학술대회 논문집
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• pp.1914-1923
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• 2009

KORAIL continuously drives practical reforms of change and originality both internally and externally for the purpose of adapting to rapidly changing circumstance and promote productivity of the organization. Various management strategies are needed to increase its productivity, yet the fist thing to be considered is to select talented human resources. A selection of the human resource should be conducted based on 3R(Right People, Right Place, Right Time). This study empirically analyzes through actual study how the method of new employment introduced on January 1, 2005 positively affects capability and productivity of each member of KORAIL. The area of this study is defined centering on the standard of new employment, capability of personnel, and productivity of the organization. Also, the improvement of new employment standard of KORAIL is suggested as significance of the standard was verified through survey of the standard, the capability and the productivity conducted to KORAIL working personnel.

• 한국철도학회:학술대회논문집
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• 한국철도학회 2009년도 춘계학술대회 논문집
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• pp.1878-1885
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• 2009

The railway advance policy from Korea government, KORAIL have to reduce a half of his railway business loss until 2010 and turnout railway business black ink until 2012. To overcome this difficult management situation, KORAIL has been set up new marketing organization in Seoul station which is necessary and venerable. According to the leadership of Seoul station master, Seoul station's marketing team was launched at April 2008. The marketing team will introduce total marketing for KORAIL corporation in their marketing activity such as advertisement, B to B railway tickets, railway travel package sales and customer satisfaction event with other corporations, and so on. After automated ticket system(SMS and Home-printed ticket) will lead to existing ticket sales persons to become activating marketing team members. In the organization case study in Seoul station, this study how to manage new marketing team have a great performance last 8 months and analysed what was a successful factors and principals, and also their team limits within KORAIL's organization structure. In the long run, we suggest that how can be this team to be support within KORAIL system such as incentive system, payment system, and marketing budgets etc.

• Journal of East Asia Management
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• 제3권2호
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• pp.21-41
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• 2022

This study aims to analyze the characteristics of the management situation of the Korea Railroad Corporation(KORAIL) through the management innovation process of the KORAIL and to suggest its implications for military application. Despite stable demand, the railway passenger industry had the limitation of not being able to abolish deficit routes due to public service obligations. In addition, the launch of the Suseo High-Speed Line has introduced a competitive system, posing a threat to corporate management. KORAIL wanted to overcome this crisis by innovating its management through the utilization of big data, improvement of the freight business, decentralization of demand, the introduction of tourism railroads, and development of station influence areas. By utilizing big data, KORAIL was able to optimize the railway fare system while reducing fixed costs spent on railway maintenance. It also drastically reduced the station of cargo and created a base station to pursue economies of scale. On the other hand, the existing exclusive station system was abolished to solve the chronic saturation of the downtown area, and the railway demand was moved to Gwangmyeong Station and Suwon Station to optimize the passenger supply. In particular, it developed a new business model called the tourism railway by developing the mountain Byeokjin Line, which was a chronic deficit line, and sought to improve liquidity through the development of the station influence area. Such a process of innovation at KORAIL suggests an appropriate direction in seeking ways to innovate the military medical institutions. First of all, the necessity of improving organizational immersion through the development of a personnel structure suitable for the compulsory organization, while expanding the facilities of the division and corps, and reducing the time required for medical treatment and waiting through the establishment of a data-based medical system was suggested. Next, it was also discussed to integrate the National Health Medical College, which received accreditation as a medical facility through the designation of advanced general hospitals and is ultimately under discussion with the Medical Institution. Through this, we hope that the military medical institutions, which are facing various challenges, will overcome existing limitations and be re-lighted as innovative institution that provides comprehensive public health services.

• 한국철도학회:학술대회논문집
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• 한국철도학회 2009년도 춘계학술대회 논문집
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• pp.1871-1877
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• 2009

KORAIL has been established by 1st January 2005. From organization change to KORAIL(Korea railroad Corporation), labour union and company management team has been argument for their train crews and drivers operation system. For example, train crew and driver working conditions; working hours per week, off day and duty day time, over night time working payment, current position payment, preparation time, company own lodge operation and so on. I assure that this comparison study for train crew and driver operation between KORAIL and EWS will helps to improve other korean railway companies management efficiency. In conclusion, EWS has 4$\sim$6 times more efficient employee for active operation than KORAIL per 1 freight brock-train operation. EWS has very resonable train crews and driver operation system, and self-control regulation for employee and management team with trusty. This thesis propose that korean railway companies and their own labour unions need joint research and benchmarking other oversea railway companies as like EWS.