• Proceedings of the Korea Society for Simulation Conference
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• 2001.10a
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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.

• IE interfaces
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• v.23 no.4
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• pp.300-310
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• 2010

This paper is about an optimal investment portfolio strategy. Financial data of stocks, bonds, and savings from January 2. 2001 through October 30. 2009 were utilized in order to suggest the optimal portfolio strategies. Fundamental analysis and technical analysis were used in stocks-related strategy, whereas passive investment strategy and active investment strategy were used in bond-related strategy. The score is assigned to each stock index according to the suggested strategies and set trading rules are based on the scores. The simulation has been executed about each 29,400-portfolios and we figured out with the simulation result that 26.75% of 7,864 portfolios are more profitable than average stock market profit (22.6%, Annualized). The outcome of this research is summarized in two parts. First, it's the rebalancing strategy of portfolio. The result shows that value-oriented investment(long-term investment) strategy yields much higher than short-term investment strategies of stocks or active investment of bonds. Second, it's about the rebalancing cycle forming the portfolios. The result shows that the rate of return for the portfolio is the best when rebalancing cycle is 12 or 18 months.

• The Transactions of the Korea Information Processing Society
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• v.7 no.4
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• pp.1279-1289
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• 2000

Recently, research activities for combining portable computer technology and wireless communication technology are in progress to realize mobile computing environment that designed to support mobile hosts in the existing network environments. For PCN environments, the location management strategies are particularly emphasized among various strategies necessary for the mobile computing environment. Location management strategy for PCN environment, which is mostly based on the IS-41 standards brings an issue that additional network traffics are generated to deliver updata messages to home location server whenever a mobile host changes its location server. In this paper, we propose an innovative updata strategy and a search strategy that resolves the problem shown in the IS-41 scheme for HLR/VLR structure of CDMA environments. Also, this paper presents the performance comparison of proposed scheme and scheme used in IS-41 obtained from a simulation. The simulation was conducted based on the number of messages, the rate of database accesses, and the number of hops visited when the location management scheme is executed.

• Proceedings of the Korea Society of Information Technology Applications Conference
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• 2007.11a
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• pp.99-99
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• 2007

• Journal of Intelligence and Information Systems
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• v.21 no.2
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• pp.151-171
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• 2015

This study examined the concepts of the Internet of Things(IoT), the major issue and IoT trend in the domestic and international market. also reviewed the advent of IoT era which caused a 'Paradigm Shift'. This study proposed a solution for the appropriate corresponding strategy in terms of Enterprise. Global competition began in the IoT market. So, Businesses to be competitive and responsive, the government's efforts, as well as the efforts of companies themselves is needed. In particular, in order to cope with the dynamic environment appropriately, faster and more efficient strategy is required. In other words, proposed a management strategy that can respond the IoT competitive era on tipping point through the vision of paradigm shift. We forecasted and proposed the emergence of paradigm shift through a comparative analysis of past management paradigm and IoT management paradigm as follow; I) Knowledge & learning oriented management, II) Technology & innovation oriented management, III) Demand driven management, IV) Global collaboration management. The Knowledge & learning oriented management paradigm is expected to be a new management paradigm due to the development of IT technology development and information processing technology. In addition to the rapid development such as IT infrastructure and processing of data, storage, knowledge sharing and learning has become more important. Currently Hardware-oriented management paradigm will be changed to the software-oriented paradigm. In particular, the software and platform market is a key component of the IoT ecosystem, has been estimated to be led by Technology & innovation oriented management. In 2011, Gartner announced the concept of "Demand-Driven Value Networks(DDVN)", DDVN emphasizes value of the whole of the network. Therefore, Demand driven management paradigm is creating demand for advanced process, not the process corresponding to the demand simply. Global collaboration management paradigm create the value creation through the fusion between technology, between countries, between industries. In particular, cooperation between enterprises that has financial resources and brand power and venture companies with creative ideas and technical will generate positive synergies. Through this, The large enterprises and small companies that can be win-win environment would be built. Cope with the a paradigm shift and to establish a management strategy of Enterprise process, this study utilized the 'RTE cyclone model' which proposed by Gartner. RTE concept consists of three stages, Lead, Operate, Manage. The Lead stage is utilizing capital to strengthen the business competitiveness. This stages has the goal of linking to external stimuli strategy development, also Execute the business strategy of the company for capital and investment activities and environmental changes. Manege stage is to respond appropriately to threats and internalize the goals of the enterprise. Operate stage proceeds to action for increasing the efficiency of the services across the enterprise, also achieve the integration and simplification of the process, with real-time data capture. RTE(Real Time Enterprise) concept has the value for practical use with the management strategy. Appropriately applied in this study, we propose a 'IoT-RTE Cyclone model' which emphasizes the agility of the enterprise. In addition, based on the real-time monitoring, analysis, act through IT and IoT technology. 'IoT-RTE Cyclone model' that could integrate the business processes of the enterprise each sector and support the overall service. therefore the model be used as an effective response strategy for Enterprise. In particular, IoT-RTE Cyclone Model is to respond to external events, waste elements are removed according to the process is repeated. Therefore, it is possible to model the operation of the process more efficient and agile. This IoT-RTE Cyclone Model can be used as an effective response strategy of the enterprise in terms of IoT era of rapidly changing because it supports the overall service of the enterprise. When this model leverages a collaborative system among enterprises it expects breakthrough cost savings through competitiveness, global lead time, minimizing duplication.

• Management & Information Systems Review
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• v.18
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• pp.69-90
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• 2006

In this empirical study, we try to find major factors influencing the selection of technology acquisition strategy, and to examine the relation between technology acquisition strategies and corporate performances. The results of this study are as follows. Firstly, it is required to make intrinsic efforts for the harmony of technology acquisition strategies, which guarantees the effective acquirement of new technology. Secondly, we should pay particular attention to the harmony of external and internal resources for the corporate growth, Finally, the development of new technology is to be made on the basis of technology acquisition strategy established in terms of resources.

• Korean Management Science Review
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• v.12 no.2
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• pp.1-14
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• 1995

Recently Korean textile industry has been in the phase that requires its strategy change from the less-develped country style of the labor-intensive products to the developed country style of the technology-intensive products. It needs to make more efforts to develop the value-added products to meet the customer's various needs. In addition, development of technology, equipment, and design is required to implement its corporate strategy successfully. Although Korean textile companies have currently kept skillful labor and advanced equipments, they are losing their share in the international textile markets. This is mainly because corporate management has not been involved with efficient strategy. Strategy is an adoption of a company to environment by its corporate members, thus leading to the requirement of coordination of the main functions such as manufacturing and marketing. In fact, the coordination of the two departments toward reaching the corporate goal is not easy since the two are interested in different areas, respectively. Manufacturing people show their interests in production capacity, equipment layout, process technology, quality, purchasing, and labor while marketing people, target customer, product mix, advertisement, product specification, and customer service. For this reason, conflicts sometimes happen between the two departments. There are, however, many area that need a horizontal cooperation, for instance, in layout, process technology, product mix, and potential demand. Therefore, reciprocal coordination is necessary for achieving the firm's common objectives. This study was concerned with determining the factors that enhance the competitiveness of textile firms so that they could reach the common goal of the two departments with a horizontal collaboration.

• Journal of Korean Society for Quality Management
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• v.49 no.4
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• pp.623-640
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• 2021

Purpose: As an excellent example of ethical management of public enterprises, it provides implications for excellent management strategies through continuous ethical management promotion to domestic public enterprises and general enterprises through case analysis of the Korea Gas Technology Corporation's ethical management system and implementation. Methods: A case analysis was conducted on the ethical management system and implementation of the Korea Gas Technology Corporation, focusing on ethical management, human rights management, and social contribution activities. Results: The Korea Gas Technology Corporation's ethical management case is significant as an example showing the long-term progress and development process of establishing and implementing the ethical management system. Starting with the establishment of a basic plan for ethical management in 2004, the Korea Gas Technology Corporation has continuously advanced its ethical management system and practical capabilities. Through this, it is possible to provide implications to other companies through benchmarking on major implementations at each stage, such as the introduction, institutionalization, settlement, and maturity of the ethical management system. Conclusion: It proposes ethical management execution performance management centered on the performance of each stakeholder, linkage between the ethical management strategy system and the organization's strategy system, classification of related subjects and roles in the ethical management promotion system, and active external communication.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.05a
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• pp.576-580
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• 2004

As technology innovation has become a competitive weapon in the globalized era, firms are engaged in the development of new products to gain competitiveness in the marketplace. One of the main phenomena in a firm's effort to enhance technology development activities is the formation of technology strategy, i.e. the formalization of technology development activities within the firm. This paper explores the practice and management of technology innovation in the Korean manufacturing sector. Based on a survey of over 100 manufacturing firms in Korea, it identifies the contemporary practice of technology planning, and also characterizes the types of relationships that exist among participating interest groups for technology strategy formulation within a firm.

• Journal of the Korean Institute of Intelligent Systems
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• v.26 no.2
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• pp.141-146
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• 2016

By occasion of propagation of 3D TV, technology of glassless 3D display is increasingly important. Currently, there was no lead technology In this technology. Thus it is important to develop differentiated technology for secure competitiveness. In this paper, We analyze patents for R&D strategy about glassless 3D display. Through Company-Technology matrix analysis and Patent trend analysis, We extract promising technology field and core technology. Lastly We suggest R&D strategy by using patent road map.