• Title, Summary, Keyword: 조인트벤쳐

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A Study of the Effect of Perceived Service Quality under the New Service Environment on Formulating Airline's Global Brand(Joint Venture) Image (변화된 업무환경에서 인식하는 항공사 서비스품질이 글로벌 브랜드 (항공사 조인트벤쳐) 이미지 형성에 미치는 영향 연구)

  • Kim, Tae-Joon;Kim, Kee-Woong;Park, Sung-Sik;Lee, Su-Mi
    • Journal of the Korean Society for Aviation and Aeronautics
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    • v.26 no.3
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    • pp.66-76
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    • 2018
  • Terminal 2 of Incheon in'tl airport had made a grand opening since January 2018. Terminal 2 is currently operated by mainly Korean airline in cooperation with such skyteam members as Delta airline, Air France and Royal Dutch KLM. It is expected another three skyteam member airlines join the separate operation at terminal 2 since this coming winter. It is believed very meaningful research to analyze how separate operation of Global alliance of airlines affects the global brand image of an organization. To find out such effect, researchers have made an empirical analysis of perception of airline staffs working at terminal 2. This paper has focused on how the staffs perceive airline service quality in the changed working environment and on how significantly their perception on service has an effect on airline's global brand image with such moderating variables as organizational efficacy and organizational trust. According to empirical analysis using structural equation modeling, it was proven the variable of responsiveness among perceived airline service qualities had a direct significant effect on formulating airline's global brand image associated with joint venture between Korean airline and Delta airline. However, the other variables had a indirect significant effect on global brand image with moderating effects.

The Recent Evidence of Japanese Foreign Direct Investment (FDI): Focusing on Ownership Structure, Entry Mode, and Location Choices (아시아 금융위기 이후 일본의 외국인직접투자 변화: 진입모드, 소유구조, 입지선택에 관하여)

  • Park, Young-Ryeol;Kwak, Jooyoung;No, Jung-Hyun
    • International Area Studies Review
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    • v.15 no.2
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    • pp.3-23
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    • 2011
  • Existing studies have argued that, compared to the 1990s, the Japanese foreign direct investment (FDI) in the 2000s became multi-faceted in terms of investment motivation, ownership structure and entry mode, and diversification strategy. We have conducted a cross-sectional analysis and compared our results with the recent findings. We have found that the Japanese FDI in the mid 2000s became globally focused and regionally diversified. Ownership strategy and entry mode of the Japanese FDI in the Asian countries shows a remarkable shift from joint venture to wholly-owned subsidiary. In contrast, the preference of greenfield investments was observed consistently across regions. It seems that, after the Asian financial crisis, the Japanese firms began to re-optimize global FDI strategy and to regionally differentiate investments.