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한국 제조기업의 경쟁전략과 혁신노력의 특성 및 과제 : Their Characteristics and Challenges
유영목 단국대학교 경영경제연구소 2000 經營, 經濟硏究 Vol.2 No.-
This study aims to find out practical implications for enhancing the competitiveness of Korean manufacturers through the comparisons of their competitive strategy and improvement practices with those of the U.S. and Japanese manufacturers. The Korean manufacturers seem to fall behind in strategically emphasizing and accomplishing basic manufacturing competences such as quality and cost leaderships, and to be less strategically focussed on developing geographical markets or customer segments where they can have comparative advantages over their counterparts. In terms of their improvement practices and endeavors, they also need to put more emphasis on enhancing capabilities of design engineering and information technologies to come up with those so called world-class manufacturers.
유영목(Yu, Yung Mok),강정욱(Khang, Jeong Wook),원석희(Won, Suk Hee) 한국서비스경영학회 2013 서비스경영학회지 Vol.14 No.1
The service sector has expanded at a rapid pace in recent years. But the lagging productivity trend in the service sector has not been up to industrial expectations and disappointed the consumers. The reason can be that service has several characteristics quite distinct from manufacturing. For one thing, intangibility presents enormous challenges to scholars and practitioners alike. Still, service industry suffers from low productivity and shoddy quality in comparison to manufacturing. Process-oriented operations perspective is imperative because operations is in charge of the very value-adding process in any organization. This paper offers a new perspective for service tangibilization from operations and derives some implications from theoretical as well as practical purposes. Based upon the data collected from natural gas industry. service tangibility fit is found to have meaningful impact on the firm performance.
한국, 미국 및 유럽제조기업의 생산성향상을 위한 생산관행요인 비교연구
유영목,노부호 단국대학교 경영경제연구소 1997 經營, 經濟硏究 Vol.1 No.-
This comparative study is based on three mail surveyed data sets from the US. Europe and Korea, each of which has 130, 129 and 161 manufacturers, respectively. The only common manufacturing practice factor, appeared to be effective across three regions for improving factory productivity, was focussed on streamlining process flow. While the European manufacturers emphasized such innovative productivity improvement practices as process innovation. automation and new product development, the US and Korean counterparts focussed on workfoce management practices for their productivity improvement, such as job enlargement and enrichment, employee empowerment and motivation.