• 유통과학연구
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• 제15권1호
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• pp.7-14
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• 2017

Purpose - The purpose of the paper is to examine development strategy that Shanghai port has practiced, and to take out some productive implications to be applied to other port. Research design, data and methodology - The research methods to be applied is first to look into some development progress in terms of trade volumes, and then to review development strategy that is classified with two different aspects, and finally to identify implications. Results - Following the change of economic environment that China has joined to WTO, the way of doing business in Chinese economy has transferred to market economy more closely. Trade volume is higher than before and it attracts to build national infrastructure including port. Development strategy has to be needed to take care of newly faced economic situations, within two aspects, hardware and software approach. Both construction and management are answer to competitive port of Shanghai. Conclusions - From the development strategy of Shanghai port, hardware and software aspects should be emphasized, and it is evident that both trade volume of shipping market and the willingness of port authority have to be getting along with each other in development strategy.

• 한국시뮬레이션학회:학술대회논문집
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• 한국시뮬레이션학회 2001년도 The Seoul International Simulation Conference
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• pp.37-43
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• 2001

New product development has been a key element fur organizational evolution. The bulk of research about new product strategy has focused solely on new product development function itself. This paper investigates cross-functional elements in new product development. More specifically, we suggest that there must exist a fit between new product strategy and value chain strategy. It means that, in order to support new product development activity, there must exist a relevant value chain strategy. We consider three types of integration - internal integration, customer integration, and supplier integration - as strategic elements of value chain strategy. For the case of new product strategy, we consider market newness and product technology unfamiliarity as strategic elements. We also consider two types of learning characteristic, i.e., \\\"fast-adaptive learning\\\" and \\\"slow-adaptive leaning\\\" as control factor. Learning characteristic represents firms organizational capability related with organizational learning. For example, fur fast-adaptive learning case, the effect of integration appears early in time. System dynamics simulation is employed to verify our research framework. The results exhibit that there must exist cross-functional relationships between value chain strategy and new product strategy in order to shorten total development time.al development time.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회 1989년도 추계학술발표회 발표논문초록집; 이화여자대학교, 서울; 23 Sep. 1989
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• pp.108-125
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• 1989

A new product development is critical to the growth and success of most business firms. Increasingly, the new product development is recognized as an essential component of the corporate plan. But, relatively few research investigations have focused on the elements of a new product development strategy and its performance results. This study aims to identify the patterns of new product development strategy which business firms adopt, and its performance results. To identify these patterns and results, 268 firms in four industries known to be active in new product development were selected as a matter of convenience, and surveyed by the questionnaire and interviews. The questionnaire is composed of 67 strategy variables, 8 performance variables, and other variables. To analyze the data from samples, various statistical methods such as factor analysis, Pearson correlation analysis, sluster analysis, and one-way ANOVA were employed. This analysis brought forth the following major findings: First, three new product development strategy patterns were identified. Each strategy pattern was proved to be different from the others in terms of group of strategy elements that were adopted. Second, the new product development strategy was closely linked to its performance. Third, the difference of performance results among strategy groups in each industries was rather significant, however, the performance difference among industries in each strategy group was less significant.

• 유통과학연구
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• 제12권4호
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• pp.47-54
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• 2014

Purpose - The postponement strategy, which delays the form, place, and production of products as late as possible, has been widely considered as a competitive supply chain management scheme in an era of mass customization and modular manufacturing. An interesting business phenomenon is that not all manufacturing/logistics firms choose the postponement strategy. Given that postponement is a counter-measure to speculation, which has some advantages under certain environments, the current imprudent inclination toward the postponement strategy may cause firms to lose the potential of the speculation strategy, an alternative strategy in supply chain management. Building on the logistics and manufacturing literature, this study examines characteristics of two contrasting strategies, postponement and speculation, and major factors favoring each strategy. Research design, data, and methodology - We apply the profiling approach to two business cases, HP printer and LG mobile phone. The profiling approach is a method of choosing a particular strategy aligned with environmental factors. While various approaches have been used to check the fit between a business strategy and environmental factors, the literature on manufacturing strategy and logistics has commonly adopted the profiling approach. Major factors used in profiling variables are derived from the literature. Two samples, HP printer and LG mobile phone, are selected, because they represent major characteristics appropriate for each strategy. The profiling is based on data from semi-organized interviews with managers. Results - The profiling approach shows that the postponement strategy is a suitable one for HP printers. Most factors, such as product life cycle, large production volume, low-price, product value, and monetary density, support delaying end products until as late as possible. Despite some exceptions, such as delivery time and economy of scale, our analysis states that the overall profile of HP printer is favorable for the postponement strategy. On the other hand, LG mobile phone may adapt the speculation strategy. Although it has large production volume and low delivery frequency, most characteristics support the speculation strategy for this product. An interesting finding is that, despite common perception that advanced technology products such as mobile telephones favor the postponement strategy, profiling proposes the speculation strategy for this product. Conclusions - Our analysis shows that speculation is not the universal option for supply chain management, and that, when choosing a specific strategy, one should consider many factors simultaneously. A major implication of our work is to emphasize the role of environmental factors such as supply chain variables in choosing an inventory strategy, and the importance of fit rather than solely strategic orientation. A theoretical contribution is to demonstrate the benefit of the simultaneous consideration of business variables in choosing specific strategies. For practitioners, our work leads us to consider the existence and the potential of speculation as a counter-measure to postponement. In addition, the comprehensive framework in this research may be instantly used in examining a practical strategy.

• 수산해양교육연구
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• 제21권1호
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• pp.16-27
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• 2009

The purpose of this study was to develop of learning strategy scale for college students. This study further classified several sub-areas and defined each concepts of learning strategy. Based upon the classification of each sub-areas, tentative test items were developed through the verification of validity by three professionals. A pilot study of the developed scale was administered to 239 college students. And the research collected major data from 1,012 college students. Data were analyzed to obtain item quality, reliability, and validity analysis. The results of this study were as follows. The scale for learning strategy was defined by eight factors and they were 'self-management strategy', 'examination-readiness strategy', 'cognitive strategy', 'memorizing strategy', 'reporting strategy', 'resource-utilization strategy', 'self-regulated strategy', 'cooperative learning strategy'. The results of the confirmatory factor analysis proved the eight factors in the learning strategy. And criterion validity evidence was also obtained from a correlation analysis of the level of academic achievement.

• Journal of Information Technology Applications and Management
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• 제15권1호
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• pp.43-65
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• 2008

This study investigates the effects of business environment on the e-business strategy and performance of venture firms. The development of the research model is based on the empirical studies on the strategy literature. The data from the survey was analyzed using Partial Least Squares(PLS). For Daedeok Valley Venture Firms, product innovation differentiation strategy is affected by environmental uncertainty. And, cost leadership strategy tend to be influence by environmental uncertainty. Finally, venture firm's performance is effected by cost leadership strategy and marketing differentiation strategy. However, for in Hsinchu Science Park Venture Firms, product innovation differentiation strategy is affected by environmental uncertainty and heterogeneity. And, marketing differentiation strategy is enhanced by environment uncertainty and industry growth. In addition, cost leadership strategy tend to be influence by environmental uncertainty and heterogeneity. Finally, venture firm's performance is effected by cost leadership strategy and product innovation differentiation strategy.

• 경영과정보연구
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• 제5권
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• pp.185-209
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• 2000

A review of shows that past research has focused predominately on foreign market entry strategy issues in relatively well-established firms. These studies have either ignored venture firms or have failed to treat these firms separately. Only recently, researchers have broadened their search to include aspects of the foreign market investment of the venture. The purposes of this study are to identify and explain the impact factors such as ownership specific advantage, transaction cost, and location specific advantage on the choice of foreign market entry strategy for venture firms. To find the perceived the foreign market entry strategy and determinant factors, 130 venture CEOs from the computer and communications equipment industries were asked to describe their venture's foreign market entry strategy through 17 questionnaire items on competitive method. Using factor analysis, the six determinant factors were categorized. To test the relationships between the foreign market entry strategy and factors such as ownership specific advantage, transaction cost, and location specific advantage, the data collected by questionnaire from 92 ventures. The main results of this research are as follows. First, the factors of ownership specific advantage have partially significant impact on the foreign market entry strategy of venture firms, Second, the factors of transaction cost have significant impact on their foreign market entry strategy. Third, the factors of location specific advantage have significant impact on their foreign market entry strategy. This study has produced evidence to demonstrate that the foreign market entry strategy profile of venture firms can be distinguished from those of relatively well-established firms. An expanded study would allow for stronger conclusions regarding the relative explanatory power of individual variables in the method. Additional research is also needed to examine other determinant variables connecting foreign market entry strategy.

• 경영과정보연구
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• 제1권
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• pp.363-399
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• 1997

Research in operations strategy has evolved considerably since Wickham Skinner's early conceptual work. Traditionally research in operations strategy has not explicitly recognized the distinction between process and content research. However, separate conceptual models for process and content are extracted from the literature Recent research in operations strategy has focused on showing the extent to which manufacturing's competence in developing and executing one or more competitive capabilites affects the organization's overall business performance. This paper takes a approach to examining the relationships among competitive capabilities, and the relationships among between those capabilities and business performance.

• 기술혁신연구
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• 제15권1호
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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.

• Journal of Astronomy and Space Sciences
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• 제31권3호
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• pp.247-264
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• 2014

In this paper, a brief but essential development strategy for the lunar orbit determination system is discussed to prepare for the future Korea's lunar missions. Prior to the discussion of this preliminary development strategy, technical models of foreign agencies for the lunar orbit determination system, tracking networks to measure the orbit, and collaborative efforts to verify system performance are reviewed in detail with a short summary of their lunar mission history. Covered foreign agencies are European Space Agency, Japan Aerospace Exploration Agency, Indian Space Research Organization and China National Space Administration. Based on the lessons from their experiences, the preliminary development strategy for Korea's future lunar orbit determination system is discussed with regard to the core technical issues of dynamic modeling, numerical integration, measurement modeling, estimation method, measurement system as well as appropriate data formatting for the interoperability among foreign agencies. Although only the preliminary development strategy has been discussed through this work, the proposed strategy will aid the Korean astronautical society while on the development phase of the future Korea's own lunar orbit determination system. Also, it is expected that further detailed system requirements or technical development strategies could be designed or established based on the current discussions.