• Asia-Pacific Journal of Business
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• v.9 no.1
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• pp.77-89
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• 2018

Today, the sports teams are in a highly competitive environment where they don't know what may happen in the near future. While the front-runner teams suffer a serious slump, the teams in lower ladder stacks victories. This recent phenomenon proves that no team can secure the sustainable competitive edge over others. This is the time when a complete change of the mindset about the short-term competitive edge is needed. Therefore, we conducted the case study to the short-term competitive edges by selecting OK Savings Bank Rush & Cash volleyball team(hereafter referred to as OK Savings Bank). Thus, we presented the Transient Advantage Wave which describes the five stages of Initiating-Promotion-Utilization-Reconstruction-Withdrawal as a framework for the case study. Finally, we organized the results of the analysis and based on this result, we discussed the significance and the limitation of the short-term competitive edge that the sports team should pursue. This study contributed to the changes in strategies & tactics of various sports teams by suggesting the new strategy called short-term competitive edges that teams should utilize in order to get the best results in the sports league that has the strong quality of Time-based system.

• Journal of Distribution Science
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• v.12 no.12
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• pp.83-92
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• 2014

Purpose - A business ecosystem refers to mutually dependent systems interconnected by a loose foundation of various ecosystem members such as customers, suppliers, partners, and other stakeholders. The ecosystem-based strategy attempts to achieve competitive advantage for firms by enriching a business ecosystem or building a sustainable business ecosystem through the collaboration and co-evolution of its members. A sustainable business ecosystem is a source of competitiveness for firms anda manageable resource for gaining a competitive advantage. Customers represent the core membership of the business ecosystem and play a pivotal role in building a sustainable business ecosystem. This study examines the effects of customer participation on economic and social value in the business ecosystem and suggests a course of action for building a sustainable business ecosystem. Research design, data, and methodology - Two business cases of South Korea are selected from two different business types: business-to-business (B2B) and business-to-customer (B2C) firms. Business ecosystems for B2B and B2C firms reflect contrasting characteristics. Data was collected from in-depth interviews with four representatives of four firms. Results - The study suggested seven propositions for the relationships between customer participation and a sustainable business ecosystem through multiple case studies based on in-depth interviews. The results reveal the following four strategic actions for building sustainable business ecosystems based on the suggested propositions: alignment, systemization, socialization, and co-evolution. Alignment refers to achieving a harmonic balance or virtuous circle among the firm's mission, investment, and value creation. Systemization refers to building and implementing management and infrastructure systems rooted in the corporate culture. Socialization of customers in the business ecosystem reinforces the harmony or virtuous cycle. Finally, co-evolution is associated with the relationship between firms and customers as buyer firms in a restricted business ecosystem. Conclusions - This study considers multiple cases for the execution of a sustainable business ecosystem in collaboration with customers and suggests seven propositions and four strategic actions. The results are based on qualitative data from interviews with business associates from two firms in an open business ecosystem and two firms in a restricted business ecosystem, both in South Korea. Our research results regarding two contrasting business ecosystems shed light on business issues and policy making in Asian business environments, which are in the transition stages from a traditional conglomerate-driven to an inclusive growth-driven economy. The business ecosystem itself should be considered a manageable resource for firms' competitive positions in the market. A customer is a member of the business ecosystem and should thus be viewed not only as a purchasing entity and an object of relationship management but also as a co-creator of value. Therefore, firms should collaborate with customers to build sustainable business ecosystems. For this, firms must create social value, which cannot be created by customers alone, within the business ecosystem. Then, customers participate in a business ecosystem and build it to be favorable to them. Implications for academics and practitioners were suggested.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.12
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• pp.8262-8273
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• 2015

Sources of innovation and a sustainable competitive advantage for market leading firms in a dynamic environment are major concerns for both firm managers and academic researchers. For this reason, the dynamic capability view (DCV), evolved from the resource-based view (RBV) is gaining popularity as a cornerstone for success of firms in a dynamic market. DCV proposes a number of new concepts and elements, but these are still under development. This study suggests a comprehensive constitution of dynamic capabilities by performing a systematic literature review of 59 conceptual research papers from 238 bodies of literature. For the integrative conceptual framework, the elements of the dynamic capabilities are segmented into organizational learning and strategic choices with sensing, seizing, and reconfiguring stages. In addition, our conceptual framework lays a foundation for further empirical studies, with investigating sources of competitive advantage of market leading firms.

• Journal of Korea Society of Digital Industry and Information Management
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• v.4 no.4
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• pp.127-138
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• 2008

To study about core capability which becomes the kernel of sustainable competitive advantage (SCA) in cyber university which confronts competition-deepening circumstance, the value and importance of brand and educational services of cyber universities which stand on the basis of offline university were examined. Moreover, core capability based on the importance of cyber university service was searched, and its strategic course were suggested. Within research processes, competition environment of cyber university was forecasted, and importance to build up its core capability was examined. Moreover, conjoint analysis was carried out for three offline cyber universities. As a result of survey analysis, effectiveness of cyber university brand showed greater influence than other characteristics in terms of the influence which affects consumer preference for cyber university. Therefore, to overcome weaknesses of brand asset in low brand power cyber university, establishment of strong core capability which reflects consumer preference is needed to carry out differentiation strategy or concentration strategy, and it is necessary to consider the introduction of new competitiveness structure.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.1
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• pp.195-203
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• 2020

Substantial growth in the economy and extensive use of natural resources has become a major issue in the modern world. Organizations have started to worry about the environment and are beginning to invest in and practice green strategies. Companies should be responsible for the environment and use sustainable methods to run their businesses. The main purpose of this study is to explore the conceptual approach to Green Human Resource Management (GHRM) practices and Corporate Environmental Responsibility (CER) in the hospitality industry. The theoretical framework of GHRM practices such as green recruitment, green selection, green training and development, green performance appraisal, green reward and compensation, and corporate environmental responsibility have been comprehensively studied for this purpose. Green Human Resource Management in the hospitality sector is a less studied and rarely implemented phenomenon. The integration of GHRM and CER along with green competitive advantage and green supply chain management in hospitality is new concept in hospitality industry. Study suggests that Corporate environmental responsibility (CER) and Green Human Resource Management (GHRM) have a significant role in the hospitality industry. However, for sustainable development of tourism and hospitality, this concept should be capitalized with necessary research and development.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.401-411
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• 2020

Recognizing the vital role of employees in achieving optimal performance and sustainable competitive advantage as expected, organizations need to facilitate high support for employees, implement appropriate leadership styles, and increase affective commitment within the organization. Therefore, the objective of this study is to analyze and explore: (1) the effect of perceived organizational support (POS) on employee performance and affective commitment; (2) the effect of transformational leadership on employee performance and affective commitment; and (3) the effect of affective commitment on employee performance. The covered population in this study were all employees (including managers, supervisors, and functional staff) who worked in the stone milling companies in Central Java, Indonesia. Data obtained in this study were processed statistically employing structural equation modeling (SEM) with the SmartPLS 3 software package. Based on the data analysis results on 103 respondents, this study concluded that POS had a significant effect on affective commitment and employee performance as well as transformational leadership on affective commitment and employee performance. Furthermore, affective commitment also had a significant effect on employee performance. Thus, the results of this study, theoretically and practically, can be used by all parties concerned to improve employee performance and maintain a sustainable competitive advantage.

• Industrial Engineering and Management Systems
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• v.13 no.3
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• pp.342-355
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• 2014

Organizational dedication to corporate social responsibility (CSR) is set off by a number of driving forces, such as enhancing corporate financial performance, concern for the environment, regulatory compliance, and social equity. This article aims to ascertain the uptake of CSR among firms in the Philippines and Thailand leading to the attainment of sustainable development. The results revealed that CSR is carried out by the companies primarily to enhance their competitive advantage and legal compliance, which are deemed essential to the firms' existence. This study seeks to contribute to understanding how companies undertake their operations based on socially responsible practices so that the theoretical conceptualizations of sustainability can be developed. By determining what prods companies to pursue CSR, it will shed light on the mechanism that promotes the existence of sustainable organizations, linking it with CSR and the companies' objectives and strategies.

• Asia-Pacific Journal of Business
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• v.6 no.1
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• pp.17-25
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• 2015

In this study, we identified the various mechanisms through which entrepreneurial orientation impacts firm performance. We proposed that entrepreneurial orientation assists organizations in building cultural, structural, human and technical knowledge capabilities, which in turn lead to sustainable competitive advantage. We tested our proposed hypothesis using data collected from 76 managers of small entrepreneurial firms. We found that cultural knowledge capabilities are the strongest mediators of entrepreneurial orientation and firm performance relationship. By bringing in knowledge capabilities in the literature of entrepreneurial orientation, we open new directions for research. Our findings have implications for theory as well as practice.

• The Journal of Economics, Marketing and Management
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• v.11 no.5
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• pp.15-27
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• 2023

Purpose: Taking Tesla Motors as a case study object, this research aims to summarize the management strategy of Tesla Motors through an evaluation of its business models in Korea and China then helps other new energy automobile enterprises in formulating strategic directions in a targeted manner. Research design, data and methodology: Using the case study method, this study conducts in-depth research on the business model of Tesla, a representative enterprise of the new energy automobile industry. This study mainly uses secondary data obtained from the official websites to support our research. Results: With its top-level innovative technology, distinctive marketing model, and extensive strategic model, Tesla holds the largest share of the new energy vehicle market. Local market brands such as BYD and Hyundai-Kia still have a considerable competitive advantage, and there is a need to learn from each other for further development. Conclusions: To adapt to the needs of economic transformation and environmental development, implementing business strategies related to new energy automobile enterprises is a topic worthy of study. Enterprises such as BYD and Hyundai-Kia have unique advantages in their home markets. However, as sustainable development progresses, these advantages will gradually weaken, and further measures are necessary to maintain their competitive advantage.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.2
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• pp.15-27
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• 2022

The paper addresses the importance of redesigning strategies for resilient and sustainable regional economic development - by applying strategic approaches to free economic zones for the digital economy. The purpose of the paper is to provide a broad comparative perspective on developed versus developing country efforts to use free economic zone programs to enhance various economic and social objectives. First, the paper introduces the chronicle experiences of free economic zone programs in South Korea and mainland China - developed versus developing economies. The main results of the analysis indicate that (1) achieving the goals and objectives of free economic zones is challenging over time; (2) trying to upgrade the technical component, develop knowledge-based and eco-friendly new industries, or value-added to the economy through free economic zone policies is even challenging; and (3) incentives and other program-specific variables are highly context-specific and not structurally correlated with free economic zone performance. In addition, the paper shows that the initial conception of the role of free economic zones has undergone significant change as individual countries have tried to enhance the contributions and avoid damages from incorporating free economic zones into their development strategy respectively, over time.