• Journal of the Korean Society of Food Culture
• /
• v.24 no.4
• /
• pp.401-412
• /
• 2009

The aims of study were to provide basic data for the internationalization of Contract Foodservice Management Companies (CFMC) and to gain a better understanding of internal push-and-pull factors through in-depth interviews. The interviewees were managers of four large CFMCs and one small-to-medium CFMC. The non-structured interview format employed an interview guide of open-ended questions. All interviews were digitally recorded and notes were taken simultaneously by an interview assistant. The narrative data analysis involved transcription, coding, classification by categories, and content analysis. Eighty-eight codes were generated from the interview analyses, and the subordinate variables uncovered included seven push factors, eight pull factors, one interactive factor, and 10 internal dynamics. These factors will be useful in further studies of the internal operations of specific CFMCs, and more generally, the practical condition of the industry.

• Journal of Nutrition and Health
• /
• v.42 no.4
• /
• pp.386-396
• /
• 2009

The purpose of this study was to analyze the effect of push, pull and push-pull interactive factors for CFMC (Contract Foodservice Management Company)'s internationalization. The study was a quantitative study part in mixed methods (QUAL ${\rightarrow}$ quan) which was mainly qualitative study and quantitative study. Mail survey was carried out for quantitative study. For study subjects, 1,281 persons who completed 'Food Service Management Professional Program' of 'Y' University were selected as a population because the program was mainly for CFMC's workers. The analysis methods used in this study were frequency analysis, factor analysis, correlation analysis and multiple regression analysis with SPSS 17.0. Push factors had the saturation in domestic market and the manager's purpose (fac.1) and the investment for internationalization (fac.2). Pull factors had the company's external environment for internationalization (fac.3) and the global network and spread of culture (fac.4). Push-pull interactive factors had the information about foreign market (fac.5), the procedure and budget of overseas expansion (fac.6) and the national network and size of domestic market (fac.7). Internal dynamics factors had the deterrents for internationalization (fac.8) and the enablers for internationalization (fac.9). The result showed that the company's external environment in pull factors had positive effects on the deterrents for internationalization. The global network and the spread of culture had positive effects on the enablers for internationalization. The information about foreign market in push-pull interactive factors had positive effects on the deterrents and enablers for internationalization. The national network and the size of domestic market had positive effects on the enablers for internationalization. The deterrents and enablers for internationalization had positive effects on the level of internationalization, and the deterrents had more effects on the level of internationalization than the enablers did (${\beta}$= .492 > .177).

• Journal of Korea Technology Innovation Society
• /
• v.21 no.2
• /
• pp.491-521
• /
• 2018

This paper aims to uncover success factors in technology transfer of Korean government sponsored research institutes. It presents an analytical framework of technology transfer integrating factors concerning actors, object and process. Qualitative analysis mainly based on In-depth interviews is designed and conducted to examine characteristics, similarities and differences of three types technology transfer including a supply-push model, a demand-pull model, and an interactive model. Empirical results show that capabilities and experiences of researchers, capabilities and willingness of the company and active communications in the technology transfer appear to be important factors. In particular, it was found that technology transfer was led by TLO in the demand-pull model. In addition, the demand-pull and interactive approaches tends to be more effective in the technology development and transfer process compared to the supply-push model. In other words, market-oriented R&D is needed instead of technology-driven R&D. This paper also pointed out that one of the major factors in successful technology transfer is the enhancement of TLO capacity, and the improvement of recognition about TLO.