Problems 1.
Dogmatic and Powerful Executives
In 2002, government privatized
a public enterprise of KT.
Although KT was privatized for change,
KT’s overall culture had vestiges of public enterprise yet.
There were lots of request for executive appointment and also they often employ people through the nepotism.
These problems cut off communication between executives and employees.
competitiveness of communication business. Although KT was privatized for change, KT’s overall culture had vestiges of public enterprise yet. There were lots of request for executive appointment and also they often employ people through the nepotism. These problems cut off communication between executives and employees. Finally it caused executives’ dogmatic decision making. In 2011, they sel
METHODS
1 Methodological approach
: using a grounded theory approach
:constant comparison of data and use of theoretical sampling
2 Sample
:consisted of 44 managers in 15 small and medium firms in three industries
;building materials; transportation products
;and resin & plastics products
:small 7 / medium 8
:cost-based 6 / competition-based 5 / value-based 4
:CEOs or top executives 15
value-based management system, and it guides as they work to reach their company’s aspirations and fulfill their vision. There are two key components of the Doosan Way: the Aspiration and the Doosan Credo.
#Aspiration - Doosan’s ultimate goal is the creation of a Proud Global Doosan. In its Vision, each of their employees will benefit from, and be proud of their association with Doosan. E
Reference group
Group affecting directly or indirectly convention venue selection or participation behavior
Marketers will be able to establish competitive marketing strategy by analyzing the impact of consumer behavior by others.
*Important feature of the reference group
Even when not in actual contact with the group, reference group can give individuals a big impact
Activities Inte