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[Purpose]This study identified the impact of managerial overconfidence on the company¡¯s cost stickiness and conducted an empirical comparison analysis of the manufacturing and non£­manufacturing industries in the market to differences in cost stickiness.[Methodology]The sample of this study was analyzed by 13,321 companies from 2003 to 2019, measured based on the study of Schrand and Zechman (2012), and the asymmetric cost stickiness was analyzed using Anderson et al. (2003).[Findings]First, it was analyzed that companies with higher overconfidence tendencies of managers show higher cost stickiness. Second, the difference between manufacturing and non£­manufacturing was analyzed, and it was found that the overconfidence trend in non£­manufacturing had a greater effect on the downward rigidity of cost compared to manufacturing.[Implications]The downward rigidity of the cost was identified by Schrand and Zechman (2012)¡¯s Management¡¯s Overconfidence measures, and the Management¡¯s Overconfidence rigidity, which was not identified in prior studies, could be confirmed even in sales and management costs. It is also the first study to confirm the direction of each measurement with prior domestic and international studies by analyzing the over£­the£­counter measures of Malmendier and Tate (2005), Ahmed and Duellman (2013), as well as Schrand and Zechman (2012).

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[Purpose]This study identified the impact of managerial overconfidence on the company¡¯s cost stickiness and conducted an empirical comparison analysis of the manufacturing and non£­manufacturing industries in the market to differences in cost stickiness.[Methodology]The sample of this study was analyzed by 13,321 companies from 2003 to 2019, measured based on the study of Schrand and Zechman (2012), and the asymmetric cost stickiness was analyzed using Anderson et al. (2003).[Findings]First, it was analyzed that companies with higher overconfidence tendencies of managers show higher cost stickiness. Second, the difference between manufacturing and non£­manufacturing was analyzed, and it was found that the overconfidence trend in non£­manufacturing had a greater effect on the downward rigidity of cost compared to manufacturing.[Implications]The downward rigidity of the cost was identified by Schrand and Zechman (2012)¡¯s Management¡¯s Overconfidence measures, and the Management¡¯s Overconfidence rigidity, which was not identified in prior studies, could be confirmed even in sales and management costs. It is also the first study to confirm the direction of each measurement with prior domestic and international studies by analyzing the over£­the£­counter measures of Malmendier and Tate (2005), Ahmed and Duellman (2013), as well as Schrand and Zechman (2012).

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È¿À²¼º ÃøÁ¤Àº ÀϹÝÀûÀ¸·Î »óÀå±â¾÷À» Áß½ÉÀ¸·Î ÀÌ·ç¾îÁö°í ÀÖÀ¸¸ç, Áß¼Ò±â¾÷À» Áß½ÉÀ¸·Î ÇÑ È¿À²¼º ¿¬±¸´Â ¹ÌºñÇÏ´Ù. µû¶ó¼­ Áß¼Ò±â¾÷ÀÇ °æÀï·ÂÀ» °­È­Çϱâ À§Çؼ­´Â ¿ì¼± Áß¼Ò±â¾÷ÀÇ Çö½ÇÀ» ÆľÇÇÒ ÇÊ¿ä°¡ ÀÖÀ¸¸ç, À̸¦ À§ÇØ º» ¿¬±¸¿¡¼­´Â Áß¼Ò±â¾÷ÀÇ È¿À²¼ºÀ» ÃøÁ¤ÇÏ¿© °æÀï·Â °­È­ÀÇ ±âº» ÀÚ·á·Î ÀÌ¿ëµÇ±â¸¦ ¹Ù¶ó´Â Ãø¸é¿¡¼­ ¿¬±¸µÇ¾ú´Ù. È¿À²¼º ÃøÁ¤Àº ºñÀ²ºÐ¼®À̳ª ȸ±ÍºÐ¼®À» ÅëÇÏ¿© ÀϹÝÀûÀ¸·Î ÀÌ·ç¾îÁö°í ÀÖÀ¸³ª, º» ¿¬±¸¿¡¼­´Â ÀÌ·¯ÇÑ ºÐ¼®¹æ¹ýÀ» ÀÌ¿ëÇÏÁö ¾Ê°í DEA(data envelopment analysis)¸ðÇüÀ̶ó´Â »õ·Î¿î ÃøÁ¤¼ö´ÜÀ» ÀÌ¿ëÇÏ¿© È¿À²¼ºÀ» ÃøÁ¤ÇÏ¿´´Ù. ±¹³» »óÀå Áß¼ÒÁ¦Á¶¾÷À» Áß½ÉÀ¸·Î 1996³âºÎÅÍ 1999³â±îÁöÀÇ ÆгÎÀڷḦ ÀÌ¿ëÇÏ¿© IMFÀüÈÄÀÇ ºñÈ¿À²¼ºÀ» ÃøÁ¤ÇÏ¿´´Ù. ¿¬±¸°á°ú¿¡ ÀÇÇÏ¸é »ó´ëÀû Æò±ÕÈ¿À²Ä¡´Â µµ¸Å ¹× »óÇ°Áß°³¾÷ÀÌ 68.99%, ¿µ»ó À½Çâ ¹× Åë½ÅÀåºñ Á¦Á¶¾÷ÀÌ 60.58%, À½½Ä·áÇ°Á¦Á¶¾÷ÀÌ 91.05%, ÀÚµ¿Â÷ ¹× Æ®·¹ÀÏ·¯Á¦Á¶¾÷ÀÌ 85.80%, Á¦1Â÷±Ý¼Ó»ê¾÷ÀÌ 88.96%, ÆÞÇÁ Á¾ÀÌ ¹× Á¾ÀÌÁ¦Ç°Á¦Á¶¾÷ÀÌ 96.53%, È­ÇÕ¹° ¹× È­ÇÐÁ¦Ç°Á¦Á¶¾÷ÀÌ 78.67%·Î ³ªÅ¸³µ´Ù. DEA¸ðÇüÀº ¼­ºñ½º ¹× ºñ¿µ¸®´Üü¿¡¼­ ÁÖ·Î »ç¿ëµÇ¾î ¿Â È¿À²¼º Æò°¡¹æ¹ýÀ̳ª À̸¦ Áß¼ÒÁ¦Á¶¾÷¿¡ óÀ½ Àû¿ëÇØ º¸¾ÒÀ¸¸ç, Ãß°¡ÀûÀ¸·Î IMF ÀÌÀü°ú ÀÌÈĽÃÁ¡ÀÇ È¿À²¼ºÀ» ¼öÄ¡ÀûÀ¸·Î ºñ±³ÇÏ¿© ¿ì¸®³ª¶ó Áß¼ÒÁ¦Á¶¾÷ÀÇ °æ¿µÈ¿À²¼ºÀ» ÆľÇÇÏ°Ô ÇØÁÖ¾ú´Ù.

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Environmental approach places the focus on a cause-and-effect relationship between the external environments and the internal business conditions. But that approach is an attempt to describe the characteristics of environmental constraints. W.J. Abernathy, K.B. Clark, and A.M. Kantrow attribute the Japanese carmaker's success to superiority in the manufacturing plant, especially in their process systems and work force management. They provide a paradigm for discussions of manufacturing competitiveness comparison. The structure of the paradigm has two main distinctions. The first is the division between analysis and prescription of a macro sort and those of a micro sort, the second is the division between analysis and prescription based on hardware and those based on software.

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The research literature presents that Total Quality Management (TQM) has been successfully embraced by firms for strategic and operational management in the last decades. However few studios analyze the role of TQM practices in the R&D environment. The objective of this study is to evaluate TQM practices implemented in manufacturing-based R&D organizations with respect to R&D performance. Our research model is primarily based on Malcolm Baldrige Criteria for Performance Excellence framework, including three moderating variables (industry type, organization size, quality management system certification), to propose hypotheses on the relationships between leadership practice, management practice and R&D performance. Results of canonical correlation analysis using data from 130 R&D organizations show that in aggregate leadership practice is positively related to management practice which is, in turn, positively related to R&D performance. These relationships are, however, affected by the moderating variables. Our results imply that TQM practices can be strategically adopted in the R&D organization.

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The research literature presents that Total Quality Management (TQM) has been successfully embraced by firms for strategic and operational management in the last decades. However few studios analyze the role of TQM practices in the R&D environment. The objective of this study is to evaluate TQM practices implemented in manufacturing-based R&D organizations with respect to R&D performance. Our research model is primarily based on Malcolm Baldrige Criteria for Performance Excellence framework, including three moderating variables (industry type, organization size, quality management system certification), to propose hypotheses on the relationships between leadership practice, management practice and R&D performance. Results of canonical correlation analysis using data from 130 R&D organizations show that in aggregate leadership practice is positively related to management practice which is, in turn, positively related to R&D performance. These relationships are, however, affected by the moderating variables. Our results imply that TQM practices can be strategically adopted in the R&D organization.

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The research literature presents that Total Quality Management (TQM) has been successfully embraced by firms for strategic and operational management in the last decades. However, few studies analyze the role of TQM practices in the R&D environment. The objective of this study is to evaluate TQM practices implemented in manufacturing-based R&D organizations with respect to R&D performance. Our research model is primarily based on Malcolm Baldrige Criteria for Performance Excellence Framework, including three moderating variables (industry type, organization size, quality management system certification), to propose hypotheses on the relationships between leadership practice, management practice and R&D performance. Results of canonical correlation analysis using data from 130 R&D organizations show that in aggregate leadership practice is positively related to management practice which is, in turn, positively related to R&D performance. These relationships are, however, affected by the moderating variables. Our results imply that TQM practices can be strategically adopted in the R&D organization.

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OSHMS(Occupational Safety and Health Management System) is able to define as a typical convergence of all kinds of activities and elements that support maintaining safety at workplace and protecting employee's health. In particular, fundamental function of OSHMS is preventing diverse hazards at workplace through high level of regulation compliance. Furthermore, insuring safety in workplace, protecting employee's health and increasing effectiveness in manufacture are OSHMS's additional functions. Based on the division of manufacture in 2009 Survey on Current Status of Occupational Health & Safety data, the study analyses certain relation between OSHMS and level of regulation compliance. The main finding is that most activities and elements which formed by OSHMS are being affected by regulation clauses.

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ÀüÀÚ»ó°Å·¡´Â µµÀÔ Ãʱ⿡´Â ±â¼úÀû Ãø¸éÀÇ Á߿伺ÀÌ ´ëµÎµÇ¾úÁö¸¸ ÇöÀç´Â °æ¿µ °æÁ¦Àû À̽´°¡ ´õ¿í Áß¿äÇÏ°Ô µÇ¾ú´Ù. º» ¿¬±¸´Â ÀüÀÚ»ó°Å·¡ÀÇ ¹ßÀü°ú ÇÔ²² Áß¿äÇÏ°Ô ´ëµÎµÇ´Â À̽´¸¦ ¿¬±¸ÇÏ¿´´Ù. ƯÈ÷ °æ¿µÀû Ãø¸éÀÇ Á߿伺¿¡ ´ëÇØ ¿¬±¸ÇÏ¿´°í ÁÖ¿ä ¿äÀÎÀº °æ¿µÀü·«, ¸¶ÄÉÆÃ, ±¸¸Å/¹°·ù, ¼­ºñ½º·Î ±¸ºÐÇÏ¿´´Ù. ¿¬±¸ °á°ú °æ¿µÀü·«, ±¸¸Å/¹°·ù ¿äÀÎÀÇ ¼öÁØÀÌ ³·Àº °ÍÀ» ³ªÅ¸³µ´Ù. ±×·¯³ª ¸¶ÄÉÆà ¹× ¼­ºñ½º ¿äÀÎÀÇ ¼öÁØÀº ³ôÀº °ÍÀ¸·Î ³ªÅ¸³µ´Ù. AHPºÐ¼®À¸·Î ÅëÇÑ °á°ú·Î °æ¿µÀü·«, ±¸¸Å/¹°·ù, ¸¶ÄÉÆÃ, ¼­ºñ½º ¼øÀ¸·Î Á߿伺ÀÌ ºÐ¼®µÇ¾ú´Ù.

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In the early stage of electronic commerce the technical aspects were regarded as the most important factor for its success, but the economic and managerial aspects gain currently more and more its importance. In this paper some issues are researched which are emerging as essential factor with the development of electronic commerce. Especially this survey was carried out from four managerial aspects which are management strategy, marketing, procurement/logistics and service. The result of this research shows us that the importance level of management strategy and procurement/logistics are low, but that of marketing and service are very high. AHP-Analysis as the result of this paper shows the importance list in rank of service, marketing, procurement/logistics and management strategy.

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Korean Mid-sized companies, which belong to 0.7% of all for-profit companies in Korea, occupy an important position in the Korean economy, considering they are accounting for 15.7% of gross domestic sales, 17.3% of exports, and 14.3% of employment, and are inherently pursuing globalization. Accordingly, the government selected and supported companies with growth potential through the World Class 300 Project in order to develop Korean companies into global companies such as Germany's hidden champions with sales of less than $4 billion and top 3 global market share. This research analyzes the impact of main management activities including global activities from a resource-based perspective on firm performance of manufacturing mid-sized companies with high growth potential among companies selected as the World Class 300 project by the government, and the purpose of this research is suggesting companies trying to grow into a global company capacity enhancement solutions for long-term stable growth basement. For this study, the relationship between management activities and firm performance was analyzed based on the objective and available accounting panel data for ten years from 2010 to 2019 of 86 Korean manufacturing mid-sized companies.In term of profitability, the analysis shows that employee increase and labor cost had positive effect, and equity ratio and debt increase had positive effect, but tangible assets had no effect, and R&D had negative effect on firm performance. Marketing expenses had positive effect, export growth had no effect, and export growth concentration had positive effect on firm performance. In terms of growth, the analysis shows that employee increase had positive effect, labor cost had no effect, the equity ratio had no effect, debt increase had positive effect, tangible assets and R&D had negative effect, marketing expenses had no effect, and the export growth and the export growth concentration had positive effect on firm performance. Based on the results of the analysis, mid-sized company should consider wage compensation plan, diversify capital raising methods, increase debt properly, expand active and bold investment for facilities and R&D, increase global marketing expenses, and increase export portion strategically as a way to strengthen capacity to become a world class company. Regarding the government support, the government should expand support for international marketing, support for securing excellent manpower, with focusing on R&D support, and needs to consider ways for equity participation with private sector, and needs to seek tax support for company¡¯s R&D and facility investment. The governmental financial institutions should make sufficient loans to enhance the effect of government support.

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This research analyzed the influence over the productivity of the level and the period of Management Information Solution utilization and described its implication on the 227 KOSDAQ manufacturing companies which are using Duzon¡¯s ERP and other Management Information Solution programmes. Followings are the results of this study. First, in proving hypothesis 1, there was a statistical significance on the operating income per person with utilization of supporting IFRS software, sales revenue and numbers of accounting period for the samples (N£½227) of more than 1 year of utilization period of Management Information Solution. Second, in proving hypothesis 2, there was a statistical significance on the net income per person with sales revenue, and numbers of accounting period for the samples (N£½227) of more than 1 year of utilization period of Management Information Solution. And there was a statistical significance on the net income per person with the utilization of APO software, sales revenue, and numbers of accounting period for the samples (N£½174) of more than 3 years of utilization period of Management Information Solution. Third, in proving hypothesis 3, there was a statistical significance on the sales revenue per person with ERP level, utilization of internal accounting software, and the sales revenue for the samples (N£½227) of more than 1 year of utilization period of Management Information Solution such as ERP. And there was a statistical significance on the utilization of internal accounting software, sales revenue per person with sales revenue for the samples (N£½174) of more than 3 years of utilization period of MIS solution.

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