韓國詩歌에 나타난 「悲劇的인 것」

柳泰洙 강원대학교 국어교육과 1981 語文學報 Vol.5 No.1

인터넷을 활용한 조직간 공동연구

류태수 한양대학교 디지털경제연구소 2003 디지털경제연구 Vol.8 No.-

하청형(下請型) 중소기업(中小企業)의 잔략적(戰略的) 기업혁신(企業革新) -기술(技術)베이스의 동태적(動態的) 다각화(多角化)를 중심(中心)으로-

류태수 기술경영경제학회 2000 Journal of Technology Innovation Vol.8 No.2

TOEM strategy is widely used in Japan and Korea because of the diverse advantages such as cost sharing, technology transfer, equipment lease and base technology acquisition between parent company and OEM supplier. There are, however, some disadvantages that (1)OEM suppliers are likely to be reactive to environmental changes and (2) may have difficulty in building competitive position and long-term growth. When the parent company relocates its plant to foreign countries to achieve lower labor cost or to enhance value added this change will affect directly the OEM supplier`s outcome. The parent company`s divestiture from existing businesses will also affect the OEM supplier. For the OEM supplier to survive in face of these strategic changes it must enter the new countries with the parent company. Alternatively, the OEM supplier must actively diversify its technologies based on its core capabilities of existing product and process technologies and seek new business arenas. The strategy of aligning its businesses with the parent company`s new business strategy allows the OEM supplier to share the new market while it requires the OEM supplier to develop core capabilities. In Korea many small and medium sized OEM suppliers are dependent on a few large companies. For the industry structure in Korea where industry concentration is extremely high OEM suppliers should move away from the past strategy, where they are dependent on the parent company`s low profitability businesses. They should actively enter new businesses for which parent companies enter to achieve long-term growth.

경남 통영 앞바다 홍도

류태수 샘터사 1997 월간 샘터 Vol.28 No.7

戰略的 相互作用에 의한 이노베이션

류태수 한국기술혁신학회 1998 기술혁신학회지 Vol.1 No.3

한국의 경제위기와 대응전략 : 원인과 처방에 대한 논쟁을 중심으로

류태수 漢陽大學校 産業經營硏究所 2000 産業經營硏究 Vol.12 No.-

한국경제의 위기에 대한 원인은 그 제공자인 주체별로 나누어 보면 외부와 내부의 2가지로 볼 수 있다. 외부요인으로는 세계적 금융자본론이 제기되고, 내부요인으로는 유교적 가치론 이외에 주로 재벌, 정부, 금융의 경제주체로 집약되고 있으나 원인과 처방의 중심적인 논쟁의 대상은 한국재벌의 문제이다 처방은 진단에 따라 크게 달라지게 되는데 외인론과 유교적 가치론에 의거한 대응방안에 대한 논의는 별로 보이지 않고 있으며 주로 내인론의 대표적인 경제주체인 재벌과 정부에 집중이 되고 있다. 그러나 개혁의 대상을 정부와 재벌 중 그 어디에 둘 것인가에 대한 2분법적 접근방식이나, 임기응변적인 처리방법보다는 21세기 새로운 거시적인 국제환경과 한국적 특수성을 고려하여 이상적인 청사진 또는 비전을 마련하는 것이 더욱 중요하다고 본다. 예를 들면 자칫 재벌의 처리방법에 대한 시장경제촌의 입장은 부품, 소재산업의 대일의존적인 체질을 그대로 유지하는 결과를 초래할 수 있으며 IMF의 권고에 의한 정부개혁론은 미국기업의 전략에 편입되어 장기적으로는 경쟁력이 오히려 저하되는 우려를 낳을 수도 있다.

일본의 "산업 클러스터 계획 프로젝트"의 특징 및 시사점: TAMA산업활성화협회의 운영 사례를 중심으로

류태수 기술경영경제학회 2005 Journal of Technology Innovation Vol.13 No.3

The similar point of the 19 regional industrial clusters of Japan is that all of the clusters are not limited to an administrational district but rather covers a larger area. When a cluster covers a larger area, there is problem of acquiring responsible businesses and interactive planing. In order to overcome such a problem, private coordinating organizations have been installed and operated to connect and manage inter-activities of industries, universities, and research institutes. TAMA, a private coordinating organization, differs from other associations in a way that it does not deal with one specific field or business. TAMA rather dealswith various product-developing small to middle size companies by offering strategic support for the development of new technologies and expansion of new businesses. Product-developing small to middle size companies comparatively have their own abilities for technological development and marketing which is quite different from other subcontract companies and their relations to large corporations. In such aspect, product-developing companies are actually similar to large corporations with competitiveness in the world market.

하청형 중소기업의 전략적 기업혁신 -기술베이스의 동태적 다각화를 중심으로 -

류태수 기술경영경제학회 2000 Journal of Technology Innovation Vol.8 No.2

TOEM strategy is widely used in Japan and Korea because of the diverse advantages such as cost sharing, technology transfer, equipment lease and base technology acquisition between parent company and OEM supplier. There are, however, some disadvantages that (1)OEM suppliers are likely to be reactive to environmental changes and (2) may have difficulty in building competitive position and long-term growth. When the parent company relocates its plant to foreign countries to achieve lower labor cost or to enhance value added this change will affect directly the OEM supplier's outcome. The parent company's divestiture from existing businesses will also affect the OEM supplier. For the OEM supplier to survive in face of these strategic changes it must enter the new countries with the parent company. Alternatively, the OEM supplier must actively diversify its technologies based on its core capabilities of existing product and process technologies and seek new business arenas. The strategy of aligning its businesses with the parent company's new business strategy allows the OEM supplier to share the new market while it requires the OEM supplier to develop core capabilities. In Korea many small and medium sized OEM suppliers are dependent on a few large companies. For the industry structure in Korea where industry concentration is extremely high OEM suppliers should move away from the past strategy, where they are dependent on the parent company's low profitability businesses. They should actively enter new businesses for which parent companies enter to achieve long-term growth.

일본형 산학연계 정책의 탐색에 관한 연구

류태수(Tae-Soo Ryu) 한양대학교 디지털경제연구소 2007 디지털경제연구 Vol.12 No.-

파세코의 성장과정을 통해 본 특징과 과제

류태수(Tae-soo Ryu) 한국경영사학회 2007 經營史學 Vol.45 No.-

Paseco is a well-known successful enterprise which has more than 30 years of history. Considering the fact that the average lifespan of enterprise is 30 years or so, it can be clearly said that Paseco is one of the successful enterprises. In addition, by making more than 12 billion of total sales, Paseco has become a middle standing enterprise, and it has been appointed several times as an outstanding enterprise in its products’ quality and competitiveness from various institutes. The success of Paseco which came from the success of 70’s oil heater business has been achieved through the founder’s entrepreneurship in spite of all the adversities. During the crisis period, Paseco’ employer and all the employees did their best to get through the crisis since their failure could result in total collapse of the enterprise. Under the alternative condition of either success or failure, Paseco’s oil heater export to USA was strategical unbalance, in other words, overextension strategy which is beyond its capability at the moment. This unrealistic strategical goal based on the entrepreneurship of Byong-Jin Yu, the president of Paseco has made a great impact on the success of Paseco. Now, Paseco is facing several tasks to deal with: quantity focused strategy of growth, competitiveness in prime cost superiority, conquering limitations of seasonal products, and smooth shift in generations. Recently, the appearance of imitative products made by Chinese enterprise and intensified competitiveness in domestic market are forcing Paseco to develop higher-value added products under the brand new innovative environment.