Effects of Strategy-based Instruction on Korean EFL College-level Students' English Speaking Abilities and their Communication Strategy Use

Kyung-Ah Yu 한국언어연구학회 2016 언어학연구 Vol.21 No.1

The research of communication strategies has been conducted over three decades. A considerable amount of studies have focused on the identification and classification of communication strategies. However, there has been relatively a small amount of research on the relationship of communication strategy use, types of task, and strategy instruction effect. This study examines how strategy-based instruction could affect Korean EFL college-level students' English speaking abilities and their strategy use in relation to two speaking task types. A total of 81 students participated in the research, and they were divided into the experimental group who received the strategy instruction and the control group who had no strategy instruction. The results showed that both control and experimental groups have significantly improved their speaking proficiency in terms of their overall speaking performance. However, when their speaking abilities were compared by subscales, such as accuracy, fluency and pronunciation, significant differences were found in the accuracy and fluency areas on the picture description. The findings also revealed that the strategy instruction positively influenced the students' use of the speaking strategies, and their strategy uses were somewhat different from the task type. Theoretical and pedagogical implications are discussed.

사업전략과 주가급락위험

최영목 ( Young-mok Choi ),송인욱 ( Inwook Song ) 한국리스크관리학회 2022 리스크 管理硏究 Vol.33 No.2

본 연구는 기업의 사업전략(경쟁전략)을 공격적전략(혁신 및 위험추구), 방어적전략(원가우위 및 위험회피), 분석적전략(절충형)으로 나누고, 이러한 사업전략과 주가급락위험의 관계를 분석하였다. 국내 유가증권시장에 상장된 비금융기업을 대상으로 회귀모형을 OLS로 추정한 결과에서 방어적전략을 추구하는 기업이 공격적전략 및 분석적전략을 추구하는 기업에 비해 주가급락위험이 큰 것으로 나타났다. 이러한 결과는 내생성을 경감시키기 위해 사용한 패널고정효과모형과 동태적패널회귀모형으로 추정한 결과에서도 동일하게 나타났다. 이러한 결과는 방어적전략을 추구하는 기업이 기존 자원의 효율성 제고에 중점을 두고 원가우위와 위험회피성향이 강하지만, 경영자에게 모든 주요 정보가 집중되고 결정되는 의사결정구조를 갖기 때문에 부정적 정보를 은폐할 유인이 높아 주가급락위험이 크다는 가설의 설명력이 높다는 것으로 받아들일 수 있다. 또한 이러한 결과는 급변하는 경영환경 하에서 혁신하지 못하고 기존 사업에 치중하면서 위험을 회피하는 방어적전략이 오히려 기업가치 측면에서 부정적일 수 있음을 시사한다. This study classified the business strategy into aggressive strategy (innovation and risk-seeking), defensive strategy (cost leadership and risk aversion), and analytical strategy (compromised), and analyzed the relationship between these business strategies and stock price crash risk. According to regression analysis(OLS) of non-financial companies listed on stock market, it was found that companies pursuing a defensive strategy had a higher risk of a stock price plunge than companies pursuing an aggressive strategy and an analytical strategy. These results were also found in the results estimated by panel fixed-effect model and dynamic panel regression model used to reduce endogeneity. These results strengthen the hypothesis that there is a high risk of stock price plunge as companies pursuing defensive strategy have a strong cost advantage and hedging tendency, but have a high risk of concealing negative information as they have a decision-making structure in which all key information is concentrated and decided by the executives. In addition, these results suggest that defensive strategy that avoids risks while focusing on existing businesses without innovation under a rapidly changing business environment may be rather negative in terms of corporate value.

경영전략과 조세회피

최규담 ( Gyu Dam Choi ),김갑순 ( Kap Soon Kim ),유현수 ( Hyun Soo Ryu ) 한국회계학회 2015 회계학연구 Vol.40 No.5

The tone at the top which the executives set or the executives’ willingness to take strategic risks in their competitive markets spills over into specific operation areas including tax planning or tax strategy. Furthermore, such top management’s tone about corporate culture or risk tolerance are also most effectively implemented into a firm``s business strategy. Accordingly, it might be inferred that there is some association between a firm``s business strategy and its tax strategy. While many studies are investigating what can more explain reasons or motivations for tax avoidance, a firm’s business strategy may provide the approach which is more comprehensive and generalizable across industries than those specific individual variables previously considered for tax avoidance. The business strategy provides a theoretical background for an even broader understanding of the factors that are ex ante determinants of tax avoidance level. Ittner et al. (1997), Higgins et al. (2015) and Bentley et al. (2013) are main prior accounting researches that used a comprehensive and composite measure of business strategy as an explanatory variables. Such prior research are all based on Miles and Snow(1978, 2003)’s strategy theory. According to the Miles and Snow(1978, 2003), prospectors focus on innovation, pursue new products and geographic markets and are more likely to be aggressive, which have relatively more tax planning opportunities. Further, given that their products tend not to have readily available substitutes, prospectors are less concerned about negative publicity arising from tax avoidance. By contrast, defenders focus on comparatively sound, stable and predictable areas and put the stress on the economy of scale. defenders`` aversion to risk and uncertainty also suggests that given the set of tax opportunities available, they would avoid tax less aggressively. Since their products have viable substitutes, defenders could incur reputation costs associated with tax avoidance. Using the Miles and Snow(1978, 2003) theoretical business strategy framework, this study examines the relation between the aggressiveness of a firm’s business strategy and tax avoidance level for the Korean listed companies. We first investigate whether a firm’s business strategy aggressiveness is associated with its level of tax avoidance and predict that firms close to prospector engage in more tax aggressive behaviors than those close to defender(Hypothesis 1). Next, we investigate the association between a firm’s business strategy aggressiveness and volatility of firms’ tax avoidance and predict that the firms close to prospector have more volatility in their measures of tax avoidance than those close to defender(Hypothesis 2). We finally investigate the fact that a firm is a small and medium-sized enterprise under the Korean law affect the association between business strategy and the level of tax avoidance. To address our research questions, we used four alternative tax avoidance measures (the book and cash effective tax rate, BTD and DD BTD. We also compute a discrete STRATEGY composite index measure(STRATEGY_INDEX), which proxies for a firm’s business strategy aggressiveness. This measure is based on variables from prior literature (e.g., Ittner et al. 1997; Bentley, et al. 2013 and Higgins et al. 2015) that reflect different facets of this strategy: (1) the ratio of research and development to sales, (2) the ratio of employees to sales, (3) a growth opportunity measure (market-to-book ratio), (4) the ratio of marketing (SG&A) to sales, (5) employee fluctuations (standard deviation of total employees), and (6) capital intensity (net PPE scaled by total assets). Each of the six measures is intended to capture different elements of a firm’s business strategy. We find from the test of Hypothesis 1 that four (4) measures of tax avoidance level have positive (+) associations with the business strategy aggressiveness, which is consistent with our prediction. From the test of Hypothesis 2, we also find that the association between a firm’s business strategy aggressiveness and volatility of firms’ tax avoidance is positive (+) for all measures, provided that statistical significance is found only for two tax avoidance measures(BOOK_ETR and CASH_ETR). The test of Hypothesis 3 indicates that a small and medium-sized enterprise(SME) reduces the positive (+) the association between the business strategy aggressiveness and tax avoidance level. The results above suggest that a firm with aggressive business strategy engages in more aggressive tax avoidance activities since it pursues new product and new geographic markets entailing more tax avoidance planning opportunities. However, such aggressive tax avoidance activities are comparatively weaker in small and medium-sized firms than large firms even if they are pursuing aggressive business strategy. Our study is distinct from the prior tax literature (i.e., Higgins et al. 2015) in several ways: First, we separate SMEs from non-SMEs at the same level of business strategy, and we found that the level of tax avoidance of SMEs is lower than that of non-SMEs. Second, this study is for the Korean firms which are affected by the Korean specific management system and tax regime that are different from those of U.S. This study considered the Korean specific situations (e.g., 2009 is excluded from the sample due to the external shock (i.e., international financial crisis) and other control variables such as operating cash flow(OCFS), management ownership(MOWN) and foreign investor‘s shareholding(FSH) and SMEs(SMS) which are associated with tax avoidance under prior Korean researches. Third, we conducted both one (1) dummy regression model using samples of only prospector and defender group and the continuous variable model rather than 2-dummies regression model used by Higgins et al. (2015). Fourth, we conducted a robust test to investigate whether 6 facets composing the strategy are endogenously related with the tax avoidance level and factor analysis to test whether our strategy index is much stronger than the common factor. This research is important because it helps provide a better understanding of the factors that affect a firm’s propensity to engage in aggressive tax avoidance behavior. The distinguishing feature of our study is that it is grounded in a theoretical framework that is used to make clear predictions regarding the link between the aggressiveness of a firm’s business strategy and its tax aggressiveness.

경영전략과 자본비용

유현수(제1저자) ( Hyun Soo Ryu ),김갑순(교신저자) ( Kap Soon Kim ),최규담(공동저자) ( Gyu Dam Choi ) 한국회계학회 2015 회계저널 Vol.24 No.6

The ``tone at the top`` the executives set or the executives`` willingness to take strategic risks in their competitive markets spill over into specific operation areas including the business and financial risk, willingness to take the uncertainty, stability or complexity of organizational structure, the value of assets secured and attitude towards growth and corporate governance, etc. Furthermore, such top management``s tone are also most effectively implemented into a firm``s business strategy. Accordingly, it might be inferred that a firm``s business strategy has other separate and comprehensive information value than a firm``s specific individual information factors. While many prior studies are investigating what can more explain the level of cost of capital, a firm``s business strategy may provide the approach which is more comprehensive and generalizable across industries than those specific individual variables. The business strategy provides a theoretical background for an even broader understanding of the factors that are ex ante determinants of cost of capital level. Ittner et al.(1997), Higgins et al.(2015) and Bentley et al.(2013) are main prior accounting researches that used a comprehensive and composite measure of business strategy as an explanatory variables for the quality of accounting information. Such prior research are all based on Miles and Snow(1978, 2003)``s strategy theory. Prospectors defined by Miles and Snow(1978, 2003) focus on innovation, pursue new products and geographic markets and have high growth potential and high level of capital needs, which are positively related to the business and financial risks and the uncertainty demanding higher level of cost of capital. However, defenders focus on comparatively sound, stable and predictable areas and their aversion to risk and uncertainty would lead to be lower level of cost of capital. Using business strategy typology defined by Miles and Snow (1978, 2003), this study examines the relation between a firm``s business strategy and its cost of capital. We investigate whether a firm``s business strategy is associated with its cost of capital and predict that firms close to prospector show higher level of cost of capital than those close to analyzer and defender (Hypothesis 1). According to the Miles and Snow(1978, 2003), prospectors focus on innovation, pursue new products and geographic markets and are more likely to be aggressive, which have relatively more tax planning opportunities. Further, given that their products tend not to have readily available substitutes, prospectors are less concerned about negative publicity arising from tax avoidance. By contrast, defenders focus on comparatively sound, stable and predictable areas and put the stress on the economy of scale. defenders`` aversion to risk and uncertainty also suggests that given the set of tax opportunities available, they would avoid tax less aggressively. Since their products have viable substitutes, defenders could incur reputation costs associated with tax avoidance. To address our research questions, we used publicly available weighted averaged cost of capital (WACC). We also compute a discrete STRATEGY composite index measure (STRATEGY) based on variables from prior literature (Higgins et al. 2015) that reflect different facets of the strategy: (1) the ratio of research and development to sales, (2) the ratio of employees to sales, (3) a growth opportunity measure (market-to-book ratio), (4) the ratio of marketing (SG&A) to sales, (5) employee fluctuations (standard deviation of total number of employees), and (6) capital intensity (net PPE scaled by total assets). Each is intended to capture different elements of a firm``s business strategy. We find from the test of Hypothesis 1 that STRATEGY is positively related to WACC at 1% significance level and prospector``s WACC are higher than those of analyzer and defender, which is consistent with our anticipation. The results above suggest that a firm closer prospector(defender) group has higher(lower) cost of capital. From the robust test adding as control variable whether management ownership is higher level (which is defined as the shareholding by directors and officers exceeds 5%, 10% or 20%), we further find that adding management ownership does not change previous the main results(i.e., a firm closer prospector group has higher cost of capital) while the firms with higher level of management ownership show higher level of cost of capital. Our study contribute to a better understanding of a firm``s cost of capital. While prior studies have focused individual factors explaining the level of cost of capital, our study investigate a firm``s business strategy which plays a broader and more comprehensive role than those specific individual variables. The distinguishing feature of our study is that it is grounded in a theoretical framework that is used to make clear predictions regarding the link between a firm``s business strategy and its cost of capital.

공급사슬통합 유형과 다각화 전략의 연계

김수욱(Soo Wook Kim) 한국경영학회 2005 경영학연구 Vol.34 No.2

Supply chain strategies and practices depend on not only the nature of the business, the competitive environment, technological intensity of the product, but also product and market characteristics. Consequently the effect of supply chain integration should be evaluated, in the light of a company’s market and product strategies. The premise of this paper is that coordination between marketing strategies (diversification) and manufacturing strategies (SCM) will lead to better performance than when the two strategies are pursued independently. The particular interface between marketing and manufacturing that this paper investigates is the interaction effect of diversification and SC integration strategies on SCM performance and firm performance. We further hypothesize that coordinated SCI and diversification strategies constitute matched strategy pairs that are associated with higher performance compared to unmatched strategy pairs. This paper, by ANOVA and moderated multiple regression, examines the effect of the interaction between supply chain integration and market/product diversification strategies on a firm’s competitive performance and supply chain performance. Specifically, by comparing the main effect of diversification and interaction effects of diversification and supply chain integration on performance, this paper shows that coordinated use of supply chain integration and diversification has a significant effect on both SCM performance and firm performance. Further, the results derived a typology of matching set of diversification strategies and SC integration types that could lead to beneficial impact on performance. The results of this study can be useful in integrating supply chain management (SCM) strategy into the overall corporate strategy.Results of this study make several theoretical contributions. First, strategy literature has not shown conclusively that there is a linkage between diversification and performance. Researchers have offered different reasons for the lack of this relationship. We started with the hypothesis that SCI strategies of a firm might influence this relationship. We have shown that it does. Second, having shown that the interaction effect between diversification and SC integration is statistically significant, we then derived a set of “compatible”diversification and SC integration strategies that could lead to beneficial impact on performance. This set can be construed to define a typology of matching set of strategies. Third, we were able to identify how these compatible strategies influence different competitive performance measures. This suggests that, depending on which competitive performance measures the firm is pursuing, there is a matched strategy pair that is most appropriate. Fourth, in order to analyze potential differences in hypothesized relationships in Korea and Japan, a separate analysis was done for the samples from the two countries. The separate analyses done on Korean and Japanese firms suggested that “size effect”might be a reason for the differences in the relationship between diversification and firm performance in the two samples.The results have some practical implications for managers. They suggest that contingent strategy combinations must be considered for enhancing performance. As can be seen in table 9, both Korean and Japanese results indicate that product diversification strategy leads to high performance in sales growth and market share growth, when it is combined with internal integration strategy (in the SC domain), whereas the results show that it leads to high performance in profitability and cost reduction when combined with supplier based integration strategy. Both these matched pairs of strategies can be used as contingent strategies by firms employing product diversification strategy. For firms employing market diversification strategy, it must be paired with either external integration or customer based integration strategies (in the SC domain)

경영전략과 발생액의 질

최규담 ( Gyu Dam Choi ),김갑순(교신저자) ( Kap Soon Kim ),유현수(공동저자) ( Hyun Soo Ryu ) 한국회계학회 2016 회계저널 Vol.25 No.3

We investigate whether a firm’s business strategy is associated with its accruals quality. We predict that accrual quality of a firm close to prospector is lower than close to analyzer and defender (Hypothesis 1). Further, we investigate whether the fact that a firm is a small and medium-sized enterprise under the Korean law affects the association between business strategy and accruals quality (Hypothesis 2). Our study is motivated by recent researches showing that business strategy measured by the Miles and Snow (1978, 2003)``s typology is associated with financial reporting decision-making activities (Bentley et al. 2013) and that accrual based earning management by small and medium-sized enterprises (SMEs) are bigger than by non-SMEs (Choi, et al 2010). While many prior studies have investigated what can more explain incentives and/or opportunities for accrual based earning management, a firm’s business strategy may play a certain role as an underlying factor for them since it is more comprehensive and generalizable across industries than those specific individual variables previously considered for accrual based earning management. The business strategy may provide an even broader understanding of the factors that are ex ante determinants of accrual based earning management. According to the Miles and Snow (1978, 2003), prospector focuses on innovation, pursue new products and geographic markets and is more likely to be aggressive. Therefore, prospector has high growth potential, long-term stock incentive schemes and high level of capital needs, which are positively related to incentives of accrual based earning management, and unstable organization process and complex structure, which are opportunities for accrual based earnings management. By contrast, defender focuses on comparatively sound, stable and predictable areas and their aversion to risk and uncertainty(e.g., reputation costs associated with earnings management) would lead them to be passive in aggressive accrual based earnings management. To address our research questions, we used DD (Dechow and Dichev 2002) for measuring accruals quality. We also classified each firm-year sample into three strategy types (i.e., prospector, analyzer and defender) whose STRATEGY score are 24-30, 13-23 and 6-12, respectively. STRATEGY score is measured based on six (6) factors from prior literature (e.g., Choi et al. 2015; Bentley, et al. 2013 and Higgins et al. 2015) that reflect different facets of the strategy: (1) the ratio of research and development to sales, (2) the ratio of employees to sales, (3) a growth opportunity measure (market-to-book ratio), (4) the ratio of marketing (SG&A) to sales, (5) employee fluctuations (standard deviation of total employees), and (6) capital intensity (net PPE scaled by total assets). Each of the six measures is intended to capture different elements of a firm’s business strategy. We find from the test of Hypothesis 1 that DD value (accrual quality is better (poorer) when DD value is lower (higher) (i.e., the size of accrual is lower (higher)) are positively (+) associated with the strategy score at 1% significance level, which is consistent with our anticipation. We also find that DD value under prospector group is higher than that under defender group. These results indicate that the accruals quality of the firms closer to prospector is significantly poorer than those closer to defender. However, we could not entirely rule out the possibility that the higher DD under prospector group is interpreted as signaling by the management``s expectation of the positive future economic substance. The results of Hypothesis 2 test show that the association between accruals quality and business strategy become stronger (i.e., positive (+)) when the firms are small and medium-sized enterprises (SMEs). In other words, the result indicates that accruals quality of small and medium-sized enterprises (SMEs) become much poorer than non-small and medium-sized enterprises (non-SMEs) even if both have the same strategy score. Our study is important since it helps provide a better understanding of the factors that affect a firm’s accrual quality. Further, our study enhances the understanding of features of small and medium-sized enterprises by showing that the relation between the accrual quality and business strategy is strengthened by SME. However, our study is limited in that the possibility that such positive (+) relationship between business strategy and the size of discretionary accruals may be signaling of the positive future economic substance is not been empirically and separately studied.

경영전략과 자본비용

유현수,김갑순,최규담 한국회계학회 2015 회계저널 Vol.24 No.6

The ‘tone at the top’ the executives set or the executives’ willingness to take strategic risks in their competitive markets spill over into specific operation areas including the business and financial risk, willingness to take the uncertainty, stability or complexity of organizational structure, the value of assets secured and attitude towards growth and corporate governance, etc. Furthermore, such top management’s tone are also most effectively implemented into a firm's business strategy. Accordingly, it might be inferred that a firm's business strategy has other separate and comprehensive information value than a firm's specific individual information factors. While many prior studies are investigating what can more explain the level of cost of capital, a firm’s business strategy may provide the approach which is more comprehensive and generalizable across industries than those specific individual variables. The business strategy provides a theoretical background for an even broader understanding of the factors that are ex ante determinants of cost of capital level. Ittner et al.(1997), Higgins et al.(2015) and Bentley et al.(2013) are main prior accounting researches that used a comprehensive and composite measure of business strategy as an explanatory variables for the quality of accounting information. Such prior research are all based on Miles and Snow(1978, 2003)’s strategy theory. Prospectors defined by Miles and Snow(1978, 2003) focus on innovation, pursue new products and geographic markets and have high growth potential and high level of capital needs, which are positively related to the business and financial risks and the uncertainty demanding higher level of cost of capital. However, defenders focus on comparatively sound, stable and predictable areas and their aversion to risk and uncertainty would lead to be lower level of cost of capital. Using business strategy typology defined by Miles and Snow (1978, 2003), this study examines the relation between a firm’s business strategy and its cost of capital. We investigate whether a firm’s business strategy is associated with its cost of capital and predict that firms close to prospector show higher level of cost of capital than those close to analyzer and defender (Hypothesis 1). According to the Miles and Snow(1978, 2003), prospectors focus on innovation, pursue new products and geographic markets and are more likely to be aggressive, which have relatively more tax planning opportunities. Further, given that their products tend not to have readily available substitutes, prospectors are less concerned about negative publicity arising from tax avoidance. By contrast, defenders focus on comparatively sound, stable and predictable areas and put the stress on the economy of scale. defenders' aversion to risk and uncertainty also suggests that given the set of tax opportunities available, they would avoid tax less aggressively. Since their products have viable substitutes, defenders could incur reputation costs associated with tax avoidance. To address our research questions, we used publicly available weighted averaged cost of capital (WACC). We also compute a discrete STRATEGY composite index measure (STRATEGY) based on variables from prior literature (Higgins et al. 2015) that reflect different facets of the strategy: (1) the ratio of research and development to sales, (2) the ratio of employees to sales, (3) a growth opportunity measure (market-to-book ratio), (4) the ratio of marketing (SG&A) to sales, (5) employee fluctuations (standard deviation of total number of employees), and (6) capital intensity (net PPE scaled by total assets). Each is intended to capture different elements of a firm’s business strategy. We find from the test of Hypothesis 1 that STRATEGY is positively related to WACC at 1% significance level and prospector's WACC are higher than those of analyzer and defender, which is consistent with our anticipation. The re... 본 연구는 Miles and Snow (1978, 2003) 경영전략 이론에 따라 기업의 전략을 선도형, 분석형 및 방어형으로 구분하고 각 유형에 따라 기업의 가중평균자본비용이 어떻게 달라지는지에 대하여 실증적으로 분석한 것이다. 즉, 각 기업의 최고경영진의 경영철학이 표출되어 있는 경영전략은 매우 포괄적이기는 하지만 기존의 개별적인 기업특성변수들이 제공하지 못하는 중요한 정보가치를 내포하고 있다면, 선행연구에서 자본비용을 설명하는 개별적인 요소들을 모두 통제한 후에도 경영전략이 자본비용을 설명할 수 있을 것이라는 것이 본 연구에서 확인하고자 하는 가설의 배경이다. 본 연구는 2000년부터 2013년까지 유가증권시장과 코스닥시장에 상장된 기업을 대상으로 6,005개의 표본을 대상으로 방어형(defender)보다 선도형(prospector)형에 가까울수록(즉, 경영전략지수가 높아질수록) 자본비용 수준이 더 높을 것이라는 가설을 검증하였다. 자본비용은 NICE신용평가정보(주)가 제공하는 가중평균자본비용을 사용하였고 경영전략의 측정은 Miles and Snow (1978, 2003)이론에 따라 경영전략의 유형별 특성을 구분하여 측정할 수 있는 6가지 요소를 기초로 종합점수를 산출한 뒤 이를 연속변수로 사용하거나 선도형(prospector), 분석형(analyzer) 및 방어형(defender)으로 구분하여 더미변수로 활용하였다. 분석 결과, 연속변수인 경영전략지수가 높아지는 경우 1% 유의수준에서 자본비용이 증가하였고, 선도형인 경우가 유의하게 분석형 또는 방어형인 경우보다 자본비용이 더 높았다. 경영자지분율이 높은 수준을 5%, 10% 및 20% 이상으로 측정하여 경영자지분율을 추가로 통제한 경우에도 경영전략지수가 높아지는 경우 유의하게 자본비용이 증가하는 결과는 달라지지 않았다. 대부분의 통제변수는 유의성에 다소 차이는 있었지만 선행연구에 근거하여 예측한 부호와 대체로 방향성이 일치하였다. 본 연구 결과는 자본비용에 영향을 미치는 요소로 선행연구와 같이 개별적인 기업특성변수 대신 보다 포괄적인 ‘경영전략지수’라는 종합측정치를 사용하였다는 점에서 큰 의미가 있다.

Reading Test-taking Strategy Awareness and Strategy Use of EFL College Students

황선유 한국중원언어학회 2017 언어학연구 Vol.0 No.44

The study examined whether there are some differences and how close the relationship between reading test-taking strategy awareness and strategy use of EFL college students across their English proficiency levels. Participants of the study were 57 students, 28 of whom were taking a TOEIC preparation course and received SBI(Strategy-based Instruction) during the course. As a comparison group, the rest of them are English education majors who have a higher level of English proficiency. The findings of the study showed that the less proficient students demonstrated a lower level of strategy awareness and strategy use over reasoning, guessing and managing strategy, even though trained and prepared for reading test situations through SBI. The more proficient students were likely to use reading test-taking strategies contributory to reading comprehension more frequently. Moreover, the more proficient group demonstrated a closer relationship between strategy awareness and strategy use than the less proficient group. The study suggests that strategy instruction be more focused on contributory strategies related with language learning.

Evolution of U.S. Military Strategy Since the 2010s: U.S.-China Rivalry and Strategic Pivot to East Asia

공민석 사단법인 코리아컨센서스연구원 2022 분석과 대안 Vol.6 No.3

The purpose of this article is to trace the evolutionary process of U.S. military strategy and its implications within a structural and macroscopic context of change in America’s grand strategy since the 2010s. The most important change that defined the U.S. global strategy during the financial crisis of 2007 and 2008 was the sense of crisis of deteriorating hegemony and the rapid rise of China. East Asia was the region of utmost importance in terms of responding to such change and the U.S. searched vigorously for a new global strategy that centers around East Asia. The ‘Rebalance toward the Asia-Pacific’ strategy of the Obama administration and the global strategies of the Trump and Biden administrations, which were both focused on the Indo-Pacific, were all results of such strategic thinking. U.S. military strategy also changed in tandem with such a transition in the global strategy. Despite the budgetary restrictions during the Obama administration, the U.S. drastically reinforced equipment in the Asia-Pacific region and proposed the air-sea battle and JOAC as a new concept of operation that takes into account a potential conflict with China. The Trump administration expanded the Asia-Pacific to Indo-Pacific and strengthened the tendency of military reinforcement in the West Pacific. Also, JADO, a developed form of JOAC, was declared as a new concept of operation, and the strengthening of integrated conduct of operation capability and cutting-edge military power was emphasized. The Biden administration developed JADO to JWC and strengthened the third offset strategy through the concept of Integrated deterrence, which centers on cutting-edge defense sciences and technology. Such evolution of U.S. military strategy observed since the 2010s shows that the U.S. military strategy, which takes into account a strategical competition with China, maintains a flow of consistency despite various domestic and foreign changes. This also implies that the current military strategy of the U.S. will not change in a short period. Amid the intensification of a new Cold War confrontation, there lies a great risk of aggravated tension within East Asia when the Biden administration’s strategy of restoring alliance and China’s aggressive foreign strategy collide.

경쟁전략, 지식경영전략, 외부학습역량 간 적합성이 경영 성과에 미치는 영향 : 금융위기 이후 전문경영인의 관점에서

김문식 한국전문경영인학회 2013 專門經營人硏究 Vol.16 No.2

The purpose of this study identifies the relationships between competitive strategy, knowledge management strategy and external learning capability, and suggest the implications of strategic fit or alignment. This study is to examine the impact of the fit between them on business performance. Our research data were collected through a questionnaire survey of 112 listed manufacturing companies in Korea. Miles and Snow's typology is adopted as competitive strategy and knowledge management strategy is classified into exploration and exploitation. Organizational learning capability is focused on external learning capability. Firms adopting exploratory knowledge management strategy are more fitted with prospectors of competitive strategy than defenders of competitive strategy, and the fit has a positive effect on business performance. Prospectors of competitive strategy have more external learning capability (both interaction with external environment and experience) than defenders of competitive strategy. Firms adopting exploratory knowledge management strategy have more positive effect of external learning capability on business performance than firms adopting exploratory knowledge management strategy do. These results contribute to overcoming the limitation of contingency approach by including fit between strategy and strategic tools.