• International Journal of Automotive Technology
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• v.8 no.6
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• pp.791-798
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• 2007

The hydraulic hybrid vehicle(HHV) is an application of hydrostatic transmission technology to improve vehicle fuel economy and emissions. A relatively lower energy density of hydraulic accumulator and complicated coordinating operations between two power sources require a special energy management strategy to maximize the fuel saving potential. This paper presents a new type of configuration for parallel HHV to minimize the disadvantages of the hydraulic accumulator, as well as a methodology for developing an energy management strategy tailored specially for PHHV. Based on an analysis of the optimal energy distribution between two power sources over a representative urban driving cycle with a Dynamic Programming(DP) algorithm, a fuzzy-based optimal torque management strategy is designed and developed to control the torque distribution. Simulation results demonstrates that the optimal torque management strategy maximizes the advantages of this hybrid type of configuration, and the high power density characteristics of hydraulic technology effectively improve the robustness of the energy management strategy and fuel economy of the PHHV.

• International Journal of Advanced Culture Technology
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• v.8 no.1
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• pp.26-37
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• 2020

The purpose of this study is to verify the relationship between the entrepreneurship and management strategy perceived by the members of SMEs and their organizational performance. First, as a result of the hypothesis that the entrepreneurship of one hypothesis had a significant influence on organizational performance, risk sensibility, progressiveness, and innovation, which are entrepreneurship, had a positive influence on both financial and non-financial performance. Second, as a result of verifying the influence relationship of the hypothesis two entrepreneurship on the management strategy, risk sensibility, progressiveness, and innovation, which are entrepreneurship, were statistically significant for the management strategy, cost advantage strategy, differentiation strategy, and centralization strategy. Therefore, in order to practice management strategy based on entrepreneurship, it was analyzed to influence mutual cohesion. Third, the management strategy showed a positive influence on organizational performance. In particular, only the centralization strategy, a type of SMEs' management strategy, confirmed the positive impact on the financial and non-financial performance. Therefore, the importance of entrepreneurship and management strategy has been emphasized in order for SMEs to create organizational performance through the advancement of sustainability management system.

• Knowledge Management Research
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• v.6 no.2
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• pp.47-68
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• 2005

The Purpose of this study is to identify relationships between knowledge management performances and such Influence factors of knowledge Management as information technology, knowledge management process, culture & people, strategy & Leadership in Small and Medium-sized Enterprises. In order to test hypotheses, we collected data from 498 SME's employees, then analysed them by SPSSWIN. This results showed as follows; 1. All Influence factors of knowledge Management( information technology, knowledge management process, culture & people, strategy & Leadership) are to advance individual task effectiveness and organization effectiveness significantly. 2. Such Influence factors of knowledge Management as information technology, knowledge management process, culture & people are to improve business efficiency between the company. But strategy & leadership factor is not significant. 3. Influence factors of knowledge Management are different between knowledge performace factors such ac individual task effectiveness, organization effectiveness, and business efficiency between company.

• Fashion & Textile Research Journal
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• v.12 no.2
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• pp.172-178
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• 2010

The purpose of this study was to explore relationships among technology development strategy, marketing competence, knowledge management competence, and company performance of textile and clothing companies. Survey data collected from 187 employees in the textile and clothing companies were analyzed by descriptive statistics, factor analysis, reliability analysis, correlation analysis, and multiple regression analysis. In results, certain levels of correlations were found among technological development strategy, marketing competence, knowledge management competence, and company performance. Specifically, technological gap which was one of the technology development strategy factors was a variable significantly affecting innovation performance and financial performance of textile and clothing companies. Knowledge management competence affected innovation performance whereas marketing competence affected financial competence of textile and clothing companies.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2000.10a
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• pp.255-258
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• 2000

Technology development strategy factors which are summarized as technology's integration, technology's rotation, and technology's receptiveness are generated by technology development variables through survey of new technology-based firm of IT industry. They have the significant influence on management performance such as Net Sales Growth Rate, ROA and ROI.

• International Journal of Quality Innovation
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• v.7 no.2
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• pp.157-172
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• 2006

Due to the advancement of technology and rapidly changing environment of the market, the life cycle of high-tech products is becoming shorter. The enterprise must constantly innovate and select correct development strategy of new product in order to respond to customers' demands for upgrading operational performance of industry. Development of new product is the critical activity for enterprise's survival and growth. This research focuses on the effects of Taiwan high-tech companies' introduction of innovative activity and development strategy of new product on development performance of new product for analysis and exploration. The result findings reveal that: (1) High execution degree of innovative activity has positive effect on the implementation of development strategy of new product; (2) The companies with better implementation of development strategy of new product reveal better development performance; (3) The companies with higher degree of execution of innovative activity and better execution of development strategy of new product reveal better development performance of new product.

• Journal of Digital Convergence
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• v.12 no.1
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• pp.177-192
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• 2014

In this study, To identify the member of an organization can be affected use of information technology and support of information technology how business strategy affected business performance. Also, This study is considered to be the epitome of corporate strategy in the Miles & Snow of the 'adaptation strategy' and Michael E. Porter of the 'fundamental competitive strategy' at the same time, by applying the existing business management strategy that can be applied to target compared to the type of management performance measures are presented for the purpose. the results of the study can be summarized as follows. First, Business strategies affect the financial performance for the hypothesis that Miles & Snow of the 'adaptation strategy' honor type of defensive strategy and financial performance and strategy management and positive impact on non-financial performance was found. Second, Management strategies affect the financial performance for the hypothesis that Michael E. Porter of the 'fundamental competitive strategies' overall cost leadership strategy and differentiation strategy of management and financial performance and non-financial performance was found to positively impact. Also, Business performance management strategy significantly positive affect, Business strategies with the characteristics of the relationship between management and Information technology utilization showed that the moderating effects.

• Korea Journal of Hospital Management
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• v.6 no.2
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• pp.173-201
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• 2001

This study purports to examine the current management and information technology related strategy of Korean hospitals and suggest the effective management strategy in the 21st century when is digital era. Specifically the study tries to analyze the changing trends of strategic orientation and investigate the general management and information technology strategy of Korean hospitals. Self-administered Questionnaires were distributed to 721 hospitals nationwide and finally 98 Questionnaires were analyzed for the study. The results of the study are as follows : 1) Half of the respondent hospitals reported that they have an analyzer orientation in 2000, whereas 19.4% were prospectors, reactors 16.4%, and defenders 14.3%. However, the respondent hospitals intended to have a prospector orientation in the future (2002), while 29.6% planned on being analyzers, 17.3% reactors, and 3.1% defenders. 2) Hospital services for improving patient satisfaction were the most common. strategy for the respondent hospitals, followed by cost containment, organizational restructuring, employee education, purchasing system change, specialization of clinical services, quality improvement of medical care, strengthening the networking with the stakeholders, public relations and marketing strategy, diversification, and installing the information system. However, the strategies of annual salary system, retrenchment of unprofitable services, merit payment based on performance were still not popular for the respondent hospitals. 3) As for the strategies related with information technology, most hospitals have not implemented actively, except for the establishment of home-pages, order communication systems, and insurance claims through electronic data interchange system. 4) There were significant differences in the level of strategy implementation in terms of the ownership, bed size, financial performance, and the top managers I knowledge of information technology. The larger bed size, the higher financial performance, the better knowledge of information technology the top managers have, the more strategies the respondent hospitals implemented. The managerial and political implications for Korean hospitals in digital era were also discussed.

• Journal of Digital Convergence
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• v.12 no.5
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• pp.101-113
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• 2014

The purpose of this study is to whether management strategy types are archived improving the business performance and strategic performance management system makes a significant influence on the business performance. Another objective is to identify whether the interaction between management strategy types and strategic performance management system makes a significant influence on the business performance. The results of this study indicate that diversity performance measures(strategy types) are effect partially presented on the firm's performances. And, firms which have the higher using diversity performance measures(strategy types) are achieve the higher firm's performances than lower using firm's(strategy types). And, the interaction of Management strategy types and diversity performance measures are effect partially presented on the firm's performances.

• Korean Management Science Review
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• v.23 no.2
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• pp.109-135
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• 2006

Despite much attention of strategy implementation, there is rarely a study focusing on the ways to evaluate the strategy implementation competence. Therefore, based on broad literature review, we suggested a simple model and procedure to evaluate the technology strategy implementation competence based on importance-Performance Analysis (IPA). The proposed model applied to the case of 'Company A' in order to examine the feasibility. We grasped the importance of strategic direction by surveying the employees in 'Company A', and also measured relative importance and performance of critical technology strategy implementation factor. By analyzing the results of the survey, we can identify the barriers to implementing the technology strategy in 'Company A'.