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- P-ISSN1738-3110
- E-ISSN2093-7717
- SCOPUS
ISSN : 1738-3110
Vol.10 No.6
Abstract
The paper deals with the impact of information and communications technology on carbon emissions and economic growth in South Korea. The quarterly time series data from the first quarter of 1970 to the third quarter of 2010 (163 observations) are collected and retrieved from the Bank of Korea database. The paper examines long-run equilibrium relationships using cointegration techniques and Granger causality with vector error correction models. In directional causality tests, information and communications technology shows highly significant positive effects on economic growth and marginal effect on carbon emissions. Carbon emissions and economic growth exhibit an inverse relationship with each other; that is, carbon emissions have an inverse relation to economic growth and economic growth does not significantly affect carbon emissions in South Korea. We also note possible implications regarding growth policies and the information communications technology and "green" technology sectors for economies in the range represented by Korea's 1970 - 2010 data.
Abstract
Suncheon is a city comprising a rural and urban area, where there are four types of large stores. Studies have shown that there are too many large stores serving the local population of just 300,000. However, geographically, Suncheon is located at a transportation hub that borders the cities of Gwangyang and Yeosu as well as the local counties of Boseong and Gurae. Residents of these areas can reach these shopping stores within an hour's drive. Thus, the managers of these four stores regard residents in these areas as their valued customers and endeavor to create a differentiated image among them. In this study, 13 different images were used to determine the public's opinions and feelings towards these stores and the differences were analyzed. The store images measured overall store impression, diversity of the product, the quality of products displayed at the store, accessibility, the atmosphere, service to the customers, and so on. These images are evaluated subjectively by each customer and are major factors in them deciding to revisit the stores. The 13 images are classified into five main categories and further classified into 13 sub-categories. Three kinds of factor images were extracted from the store images in the five main categories by factor analysis using SPSS Ver. 19. The first factor image was extracted from the images of convenience, atmosphere, and service in the main categories and is called a sub-service factor for the store in this study. Accessibility to the store was classified as a convenience image in the main category and was extracted as a common factor along with diversity and the price of goods. These differences are expected according to the store location, that is, the difference between stores located in a large city and those in a small local city, and depending on the nature of survey respondents. The result shows that there is a significant difference between the stores' images with regard to accessibility, the price of products, brand image, and lighting/sound image. This study has the following limitations. First, the survey sample was restricted to residents of a small local city that includes rural and urban populations. The differences between the store images regarding traffic and accessibility are factored by store location, whether they are located within a large or a small city as well as the economic situation of these cities. Second, only the customers of large-scale stores were included in the survey as respondents. Relatively large traditional markets are held every five days in local cities and there is competition between large-scale stores and traditional markets with regard to diversity and the price of goods. It could be expected that customers in large-scale stores and customers in traditional markets would hold different store images. In future studies, images of stores in large cities should be compared with the images of stores located in small local cities. In addition, customer behavior when buying goods in large-scale stores should be compared with their behavior when buying goods in traditional markets.
Abstract
Many studies have focused on the importance of organizational integration when companies try to achieve growth through mergers and acquisitions (M&A). However, there has been little research that focuses on the new branding or customer base integration of the M&A process, despite the fact that this integration is very important for achieving M&A goals and business performance in industries such as retail. The purpose of this study is to provide an M&A case study of the retail industry, focused especially on the new branding and customer integration of two department stores. This study examined key integration processes in terms of brand name and membership systems of both companies by examining how the merged company achieved its new branding and the integration of its membership systems. The methodology of this research is the case study, which is used in both normative and empirical studies for distribution research in Korea. This research analyzes the case of both new branding and customer membership systems of the two companies. The new branding initiatives of this case centered on decision making including brand extension and brand naming. The customer membership integration of the two companies is analyzed on the basis of the customer reward programs that include both financial and service rewards. This study shows the success factors of new branding and customer integration in the M&A process in terms of achieving marketing goals and business performance as follows: First, companies should identify the integration areas by analyzing the brand and membership of both companies and make a balanced decision for both the customer and company. Second, the goals of new branding and membership integration in the M&A process should not emphasize business efficiency from a short-term perspective but rather should consider brand power and business synergy from a long-term perspective. Third, the post-merger integration process of the brand or customer areas requires not only the organized execution of integration tasks but also follow-up programs for changes in business strategy and marketing-related programs to realize the synergy effects of integrated organization. Although this study provides a detailed review and analysis of the new branding and customer integration processes in post-merger integration and in identifying the primary decision-making areas of these processes, there are some limitations requiring further research that may overcome or compensate for these limitations. The suggested future research areas are as follows: First, since this research is a case study of only one M&A, it makes few theoretical contributions such as new propositions or theories or possibilities for generalization. This limitation can be overcome through further research using multiple cases, which may lead to new propositions. Second, the methodology of this study lacks sufficient rigor in terms of its analytic approach because this case study was developed and analyzed descriptively. Further research is needed to compensate for these limitations, such as using a theory-based approach or comparative analysis approach that makes case analysis more systematic.
Abstract
It is widely known that knowledge management plays a facilitating role that contributes to upgrading organizational performance. Knowledge management systems (KMS), especially, support the knowledge management process including the sharing, creating, and using of knowledge within a company, and maximize the value of knowledge resources within an organization. Despite this widely held belief, there are few studies that describe how companies actually develop, share, and practice their knowledge. Companies in the domestic small franchise sector, which are in the early stages in terms of knowledge management, need to improve their KMS to manage their franchisees effectively. From this perspective, this study uses a qualitative approach to explore the actual process of knowledge management implementation. This article presents a case study of PB (Paris Baguette) company, which is the first to build a KMS in the franchise industry. The study was able to confirm the following facts through the analysis of target companies. First, the chief executive's support is a critical success factor and this support can increase the participation of organization members. Second, it is important to build a process and culture that actively creates and leverages information in knowledge management activities. The organizational learning culture should be one where the creation, learning, and sharing of new knowledge is developed continuously. Third, a horizontal network organization is needed in order to make relationships within the organization more close-knit. Fourth, in order to connect the diverse processes such as knowledge acquisition, storage, and utilization of knowledge management activities, information technology (IT) capabilities are essential. Indeed, IT can be a powerful tool for improving the quality of work and maximizing the spread and use of knowledge. However, during the construction of an intranet based KMS, research is required to ensure that the most efficient system is implemented. Finally, proper evaluation and compensation are important success factors. In order to develop knowledge workers, an appropriate program of promotion and compensation should be established. Also, building members' confidence in the benefits of knowledge management should be an ongoing activity. The company developed its original KMS to achieve a flexible and proactive organization, and a new KMS to improve organizational and personal capabilities. The PB case shows that there are differences between participants perceptions and actual performance in managing knowledge; that knowledge management is not a matter of formality but a paradigm that assures the sharing of knowledge; and that IT boosts communication skills, thus creating a mutual relationship to enhance the flow of knowledge and information between people. Knowledge management for building organizational capabilities can be successful when considering its focus and ways to increase its acceptance. This study suggests guidelines for major factors that corporate executives of domestic franchises should consider to improve knowledge management and the higher operating activities that can be used.