Korea University Business School Regains No. 1 Position in Korea in THE Rankings… Climbs to 57th Globally  A “quantum jump” of over 50 spots in just one year… Achieving an Industry score of 99.9.     Korea University Business School (Dean: Eonsoo Kim) ranked No. 1 in Korea in the Business and Economics category of the 2026 World University Rankings released by Times Higher Education (THE) in the United Kingdom, reaffirming its leading position in business education nationwide.    In this year’s evaluation, Korea University Business School placed 57th globally, demonstrating a remarkable rise of more than 50 places from last year’s ranking band of 101–125. It was the sole No. 1 institution among Korean universities. This sharp rebound is not seen as a temporary fluctuation, but rather as the outcome of sustained efforts to strengthen the School’s core competitiveness in education and research to a global standard.    Among the results, the most notable highlight was Korea University’s performance in the Industry category—an indicator that reflects practical and applied scholarship. With an outstanding score of 99.9, nearly a perfect mark, the result underscores the strong real-world impact of Korea University Business School’s research achievements across industry.    Key indicators closely tied to academic reputation also recorded significant gains. The score for the teaching environment rose to 59.0, up 13.3 points from the previous year, while the research environment score increased to 56.2, marking a 12.4-point improvement. Such substantial gains in surveys of domestic and international faculty members demonstrate that Korea University Business School has become firmly established within the global business academic community.    Beyond THE, Korea University Business School has also demonstrated strong performance in other major global rankings. In the 2025 QS Subject Rankings, it placed 28th worldwide in Marketing and 42nd in Business and Management Studies, earning broad recognition for its overall academic excellence. In the 2025 Financial Times (FT) EMBA Rankings, it ranked 61st globally, remaining the only Korean university within the world’s top 100.    Korea University Business School was the first in Korea to earn AACSB accreditation for all of its degree programs and has since successfully achieved four consecutive re-accreditations. In 2025, the School received a six-year extension of its AACSB accreditation, once again demonstrating that it has firmly established an education system aligned with international standards.    Dean Eonsoo Kim remarked, “This achievement is the result of the sustained efforts and support of our leadership team, faculty, staff, and above all, our alumni across all areas, including education, research, and international collaboration, over the past several years.” He added, “While there is still room for improvement as we compete with leading global institutions, we remain committed to pursuing innovation without pause.”    He further emphasized, “We will continue to strengthen the Business School’s strategic pillars—the 3Cs (Curiosity, Collaboration, and Contribution to Society) and the 4Tech areas (AI, Semiconductors, Energy, and Robotics). Through initiatives such as the ‘KUBS 120 MARCH’ fundraising campaign commemorating the University’s 120th anniversary, we will provide comprehensive support to ensure that our students develop a distinctive competitive edge on the global stage.”

[Interview on Retirement and the SK Research Award]  Professor Jongwon Park — 33 Years of Research and Education, and What Comes Next      After more than three decades devoted to the lecture halls and research offices of Korea University Business School, Professor Jongwon Park has reached a pause known as retirement. As a researcher, an educator, and a member of the academic community who grew alongside the institution, his years at the university represent far more than a length of service—they are deeply intertwined with the very history of the Business School. Having met countless students and colleagues, and having moved tirelessly between classrooms, meeting rooms, and research spaces to help shape the School as it is today, he now stands at a new turning point marked by “retirement.” Yet his steps are not slowing; rather, they continue toward new questions and deeper reflection.    This interview captures his reflections on the years spent at the podium, memories of campus life, relationships with students, and research that continues even as he enters retirement. His words offer a candid perspective shaped by decades of moving in step with the Business School. What follows is a conversation with Professor Park as he marks this transition.    Q1. Now that you are leaving the Business School where you spent so many years, how do you feel day to day? Are there moments when it still doesn’t feel real?  Honestly, it’s a difficult question to answer. Since last year, as I began to think, “There isn’t much time left,” I found myself wanting to spend more time at the university. I wanted to come to my office more often and meet with students more frequently, but frequent overseas trips and teaching commitments meant that I wasn’t in Korea as much as I had hoped. That was my biggest regret. I also experienced a flexible semester, teaching for half the term here and for the other half in New Zealand, where my wife lives. As a result, I simply wasn’t physically present on campus very much. This past fall semester, I deliberately took on a regular course so that I could meet students more often and intentionally increase my interactions with fellow faculty members. But once the semester ended and the break began, that’s when it really started to sink in. The thought of having to leave and clear out my office made everything feel real. (Laughs) I even jokingly thought, “Should I just keep occupying the office?” Recently, I’ve received congratulations at various events marking my retirement, and a large-scale BGS performance was also held. Going through those moments, retirement has gradually begun to feel real. Still, it doesn’t feel completely concluded. In February next year, I plan to attend a major marketing conference with my students, and they will all be presenting papers. With plans like that still ahead, it still feels like my work is very much ongoing.    Q2. You have spent well over 30 years at Korea University Business School. What does this period mean to you now?  For me, it was a scholar’s time. I believe that the essence of being a professor does not end with teaching; ultimately, it is time accumulated through research. I will remember the 33 years I spent here as years devoted to scholarship. In that sense, I consistently emphasized the value of research and helped support the Business School’s shift from a teaching-centered model to a research-centered one. In the past, it was taken for granted that professors taught multiple courses per semester, and there were times when writing textbooks was valued more highly than publishing academic papers. I believed that the importance of research would continue to grow, and that for research to truly take root, institutional systems and academic culture needed to evolve together. I remained engaged in that process of change and played my own role in helping the School move toward an environment that supports researchers in aiming for top-tier journals and growing academically. Those years remain the most vivid and defining in my memory.    Q3. You have served in many roles, including professor, associate dean, and director of the AMP program. When did you feel most like yourself?  To be honest, administrative work was not something that suited me particularly well. I served in various administrative positions, including department chair, but the responsibilities that came with them were never easy. Still, I understood that the decisions made in those roles could directly affect the School’s reputation and research environment, so whenever I took on such responsibilities, I approached them with a strong sense of duty. As department chair, in particular, I focused on reorganizing systems and processes with a long-term, future-oriented perspective. At the time, the roles of dean and graduate school dean were separate, and I believed that integrating them was necessary for the Business School to gain greater momentum for growth. Building consensus required meeting senior professors individually and persuading them, which was no small task. During that process, Dean Jang Ha-sung was a tremendous source of support, and together with many senior colleagues, we worked to guide the School through a period of change. Seeing that the integrated dean–graduate dean system has continued to function stably to this day, I sometimes think, “I’m glad we made that decision back then.” Moments like that make the hardships of the past feel worthwhile. Looking back, those years—when I worked hands-on, meeting people and building consensus in pursuit of a better future—may have been the moments that felt most true to who I am.    Q4. Are there any scenes or moments from everyday campus life that stand out in your memory, apart from teaching and research?  Personally, I often recall a period in the mid-1990s when I was struggling to focus on my research and decided to pack my bags and retreat to Mt. Songnisan to devote myself entirely to academic work. It was driven by a sense of youthful determination—I cut off all contact and went in thinking, “This time, I’ll focus only on research.” Then one day, the dean contacted me urgently, saying there was something the school absolutely needed. That call brought me back to campus, where I ended up taking on the role of department chair. Looking back, it may seem like a rather unconventional choice, but it reflected how desperate and earnest I was at the time. I feel deep gratitude toward the colleagues who shared those ups and downs with me, as well as to the dean who called me back to the school.    Q5. Looking back now, is there something you feel you can say to yourself, “I did well”?  In many ways, this connects to what I mentioned earlier. I have always thought of myself as closer to a scholar than simply a professor, and I did everything I could to support junior colleagues who wished to pursue a scholarly path. When I look back on what was accomplished through those efforts, there are many things I feel I can say were done well. One such effort was working toward an environment where professors would not need to supplement their income through outside lectures, but could instead focus on research. This involved restructuring promotion and evaluation systems around research performance, establishing research support mechanisms, and refining faculty recruitment and support frameworks. Expanding administrative support—by significantly increasing the number of contract staff so that individual professors would not bear administrative burdens alone—was part of the same effort. I was also involved in establishing the Research Committee, serving as its chair, creating the SK Research Paper Award, and participating in revisions to the journal list. Most importantly, in order to address the inadequate support for doctoral students at the time, we introduced tuition waivers and monthly stipends, laying the groundwork for doctoral students to focus stably on their roles as research assistants. Ultimately, I had one guiding hope: that good research would not depend solely on individual willpower, but would become something that could naturally flourish within a supportive institutional environment. If I was able to help move the School even a little closer to that goal, I believe I can say to myself that I did well.  (Editor’s note: The research-performance-centered institutional reforms and expanded research support infrastructure promoted by Professor Park later became an important foundation for the Business School to become the first in Korea to meet international accreditation standards such as AACSB and EQUIS, which evaluate not only educational quality but also faculty research capability and performance management systems.)    Q6. As a space rather than just a workplace, how do you think you will remember Korea University Business School?  It feels like the place where my life truly took shape. I spent far more time at the School than at home, and more time sharing meals with students than eating at home. Students came to feel like family, and there were many nights when we stayed up working together. In the past, the environment was far from comfortable—there was even a rule that the lights in research offices had to be turned off by 11 p.m. Even so, enduring those conditions, it became a place where I spent more time than anywhere else, even more than home. People often say that happiness in life rests on two pillars: family and work. I feel deeply grateful that I was fortunate on the “work” side as well. Being able to research, to speak about what I wanted to say, to meet students—and to have all of that become my profession—I can’t imagine a better place to work than this.    Q7. Even as you approach retirement, you have continued active research and recently received the SK Research Paper Award. What motivated this research, and what was the core question?  This research began with a broad question: how do people’s preferences change depending on context? It reflects an attempt to examine more closely changes that cannot be fully explained by traditional consumer behavior models emphasized in behavioral economics. While this research itself is a significant achievement for me, I would also like to take this opportunity to mention one particularly meaningful paper. The paper that received the SK Research Paper Award last year was completed solely with my students, without any foreign co-authors. Achieving strong results and receiving an award through “research done by us alone” was especially meaningful. All of my research has always been conducted together with my students, and that fact is deeply significant to me. Many ideas emerged during trips with students, often from seminar discussions held over lunch. Questions raised in everyday conversations became research ideas and eventually papers, and the studies introduced here were born in the same way. I believe research does not emerge only in special moments, but from time accumulated together. I feel great pride that these meaningful papers were published in prestigious journals and recognized with awards.    Q8. This research seems readily applicable to real-world marketing practice. What implications should marketers pay particular attention to?  I believe these effects may appear even more clearly in online environments than in offline ones. In physical stores, there are many variables—such as crowding or avoidance factors—that can dilute the impact. On the web, however, attention is more easily focused on a single point, which can make the effect more pronounced. Mobile environments, however, present a different situation. Because user behavior is largely driven by vertical scrolling, attention tends to be more dispersed, potentially weakening the same effect. When applying these findings in practice, marketers need to carefully consider the usage context specific to each channel.    Q9. Based on this research experience, what advice would you like to give to students who aspire to study consumer behavior or marketing?  Consumer behavior is more irrational than we often assume. The same applies to customer satisfaction. Doing a good job alone is not enough; what truly matters is how consumers perceive and evaluate what is done for them. Just as parents cannot fully understand their own children, it is difficult to claim that we truly “know” consumers. Nevertheless, we still need to make predictions to some extent, which is why the idea of predictable irrationality is so important. If we can understand behavior, we can predict it; and if we can predict it, we can turn that understanding into strategy. In this regard, a book such as Predictably Irrational can also be very helpful.    Q10. Finally, is there anything you would like to say to members of the Business School and to readers of this interview?  The Business School is home to many outstanding professors, and in recent years, many newly appointed faculty members with impressive backgrounds have joined us as well. What truly matters, I believe, is how the School supports these individuals so that their potential can fully flourish and develop in a world-class direction. I hope that anyone who dreams big—big enough to aspire to compete with Harvard—will feel encouraged to challenge themselves here. I also hope that Korea University will remain a source of deep pride in the hearts of its members. I would also like to express my gratitude. I have always felt thankful toward my students. Many things were possible because students chose me as their advisor. I wanted to tell them, “Your potential is greater than you think,” and I have seen many cases where that proved to be true. I believe that the role of an advisor is ultimately to believe in that potential and to help build the path forward together. Lastly, I would like to thank my senior colleagues and peers as well. Thanks to everyone who supported and celebrated my retirement in so many ways, I feel both happy and deeply grateful.    Though he steps away from the podium upon reaching retirement, his questions about research and education remain firmly in the present tense. The time he spent at Korea University Business School stands as more than a record of classes taught or research achievements; it reflects a steady fulfillment of roles and responsibilities within an academic community. While he lays down the title of professor, the questions he raised and the directions he set will continue to resonate throughout the School’s teaching and research. Even as he brings a long career to a close, he continues to leave questions for the next generation.        Below are introduction to a paper by Professor Jongwon Park that received the SK Research Paper Award, as mentioned in the interview.    In 2025, a paper co-authored by Professor Jongwon Park of Korea University Business School, titled “The Impact of a Horizontal Versus Vertical Product Display on the Attraction Effect” (with Jungkeun Kim and Harmen Oppewal), was accepted for publication in the Journal of Marketing Research and received the SK Research Paper Award. This study examined how horizontal versus vertical product displays influence consumer choice and found that horizontal displays generate a stronger attraction effect than vertical displays. This occurs because horizontal displays make it easier for consumers to compare alternatives and quickly recognize asymmetrically dominated relationships. These effects were confirmed in both real purchase situations and hypothetical choice scenarios, and were observed consistently across various product categories. The findings highlight the importance of spatial display design in shaping consumer judgment and choice.    (Original) Marketers can display their products horizontally or vertically in both online and offline settings. This display orientation has been shown to influence consumers’ judgments about individual products. The present research extends the literature by investigating the moderating impact of display orientation on the attraction effect, one of the most well-established context effects in choice. A total of eleven studies, including seven pre-registered experiments, document a novel finding that the attraction effect is stronger when choice alternatives are displayed horizontally rather than vertically. This moderating influence is replicated in both consequential choices and hypothetical scenarios and shown to generalize over diverse product categories. We explain this influence by proposing that a horizontal (vs. vertical) display increases the ease of comparing choice alternatives, leading consumers to notice the asymmetric dominance (AD) relationship among them more easily. Consistent with this mechanism, we find that the moderating influence of display orientation attenuates when individuals are guided to recognize the AD relationship or when their ability to compare vertically displayed products is momentarily enhanced. The present research thus demonstrates a significant effect of spatial orientation on the comparison and evaluation of alternatives. Theoretical and managerial implications of findings are discussed.     In 2024, a paper co-authored by Professor Jongwon Park, titled “Consumer Moral Decision Making: The Impact of Alignable versus Nonalignable Differences” (with Sang Kyu Park, Young Joo Cho, Jungkeun Kim, and Jin Yong Lee), was accepted for publication in the Journal of Consumer Research and received the SK Research Paper Award. This study examined how alignable differences and nonalignable differences—frequently examined in consumer decision-making—operate in contexts involving moral attributes. While prior research has proposed an alignability effect, in which alignable differences exert a greater influence on choice, this study demonstrated a nonalignability effect in moral attribute trade-offs. Across eight studies (N = 2,861), the findings showed that nonalignable moral differences exert a stronger influence on consumer choice. In other words, even when an option is somewhat inferior on alignable moral criteria, consumers tend to prefer it if it presents a unique, nonalignable moral superiority over alternatives. These findings suggest that when designing moral or ESG-related messages, the way information is structured for comparison—whether alignable or nonalignable—can itself play a decisive role in shaping consumer choice.    (Original) Consumer choice decisions often involve a tradeoff between an alignable difference (a difference along a shared attribute) and a nonalignable difference (a difference between unique attributes of each alternative). For example, Café A provides friendly service, while Café B offers unwelcoming service (an alignable difference). However, Café A occasionally makes billing errors, and Café B has comfortable seating (a nonalignable difference). Prior research shows that alignable differences tend to have a greater impact on choice than nonalignable differences (known as the “alignability effect”). Yet, little research has examined tradeoffs involving moral attributes. Contrary to the prevailing evidence, eight studies (N = 2,861) demonstrate that in moral attribute tradeoffs, nonalignable (vs. alignable) differences have a greater impact on choice (termed the “nonalignability effect”). Consequently, consumers prefer an alternative that is superior on a nonalignable moral difference but inferior on an alignable moral difference. Moreover, in moral–quality tradeoffs, where one alternative is more ethical but is of lower quality, consumers show a stronger preference for the ethical alternative when its moral superiority is represented by a nonalignable (vs. alignable) difference. The nonalignability effect is driven by consumers’ unique decision process in making moral attribute tradeoffs, characterized by categorical valence coding and attribute-by-attribute win–loss counting.

A Winter Stage for Entrepreneurs, On-Site Sketch ― 2025 Startup Express Winter Season       On Friday, December 5, the 2025 Startup Express Winter Season, hosted by KUBS Startup Station, was held in Room 432 of the LG-POSCO Hall at Korea University Business School. Startup Express is an entrepreneurship support program designed for prospective and early-stage startup teams. The program provides participants with opportunities to review and refine their business ideas, while outstanding teams are selected to receive access to KUBS Startup Station’s co-working space. Participating teams were evaluated on overall business viability, market potential, and execution strategies through business pitch presentations and Q&A sessions with the judging panel.        The event began with opening remarks by Jinkyu Park, Director of KUBS Startup Station. Director Park explained, “After moving into the co-working space in January, selected teams will spend approximately six months refining their businesses through internal support from the institute, as well as mentoring programs in collaboration with external organizations.” He added that the institute also offers both online and offline educational programs for early-stage founders through its practical entrepreneurship training initiative, Startup Essentials. He further noted that KUBS Startup Station is approaching its 10th anniversary and shared that several commemorative programs are currently in preparation.      Lee Sang-hyun, Chairman of the Class of ’79 Alumni Association of Korea University Business School, also attended the event. He expressed his support for the participating teams, stating, “I hope the creative ideas presented today will become a driving force for Korea’s industries and future, and serve as a foundation for their growth into unicorn companies.”    The judging panel consisted of experts from diverse fields, including industry, media, investment, and startups. The panel included △Jun-hyun Hwang, Service Platform Planning Team Leader at Dongwha Enterprise △Young-shin Kim, Head of the Culture & Business Division at The Korea Times △Hyun-soo Kim, Director of Strategic Investment at Iljin Global △Kyung-hee Choi, CEO of Sopoong Connect △Seung-rin Jang, Director at Sniff △Daniel M. Shin, Managing Partner at KingsBay Capital. Yoon-joo Lee, Chief Purchasing Officer of Iljin Global, also attended the event.    A total of 12 teams participated in this Winter Season. The participating teams included △Machine Republic (AI platform for industrial machinery trading) △Lococo (K-beauty global retail platform) △Playmap (AI-powered seeding marketing automation service) △GFTB (AI-based emoji personality profiling) △Achiba (social networking service for sharing personal achievements) △Hintepe (mobile craft workshop powered by AI tutoring) △Semo Labs (solution for analyzing conversion challenges in direct-to-consumer platforms) △Peering (AI-based platform for improving administrative processes in special education) △Joan & An (AI travel guide solution) △Daily Compound (AI-powered self-tour guide) △adifyly (sports talent management platform) △Snapscale (vertical LLM-based automation solution for chemical engineering design).        During the presentations and evaluation process, the most frequently raised question focused on market entry strategies.  Machine Republic, which proposed an AI platform for industrial machinery trading, introduced a business model designed to address information asymmetry and inefficiencies in the industrial machinery transaction process through the use of AI. The judging panel asked whether the team had developed strategies that take into account manufacturer-centric licensing structures and high-cost distribution practices. The team responded that these factors would be further addressed and refined in the next stages of business development. Lococo, which operates a K-beauty global retail platform, presented a business model focused on distributing Korean cosmetic brands through both offline stores and online channels, with Madrid, Spain, serving as its initial base. The judges questioned the rationale behind selecting a highly competitive city as the company’s first market and the appropriateness of its pricing strategy. In response, the team explained that Madrid offers strong potential for securing price competitiveness, particularly within the mid- to low-priced product segments.      Questions about differentiation were repeatedly raised across multiple presentations.  GFTB proposed a model that analyzes conversational data to visualize individual personality types in the form of emojis, with plans to expand the service into both consumer-facing applications and enterprise-focused data services. The judging panel noted that a clearer explanation was needed regarding how the service differentiates itself from existing personality tests or survey-based offerings. Semo Labs, which presented a solution for analyzing conversion rates in direct-to-consumer online platforms, faced similar questions regarding differentiation. While the team emphasized its ability to analyze shopping mall structures and conversion issues through a single link without unnecessary processes, the judges commented that more concrete use cases demonstrating advantages over competing services would be needed.    Questions regarding revenue models and scalability were also raised throughout the presentations.  Playmap introduced a service that automates influencer seeding marketing processes using AI, highlighting its core value in enabling brands to outsource seeding experiments. The judging panel asked whether the business places greater emphasis on revenue generation or data acquisition. In response, the team explained that it targets globally oriented brands and that its primary value lies not in immediate revenue, but in establishing a scalable structure through which seeding experiments can be outsourced. Hintepe presented a mobile bead craft workshop model that can operate in spaces such as cafés. The model is structured around a combination of tutors and kits, allowing users to enjoy simple craft experiences on-site. The judges pointed out the relatively low average transaction value in the craft sector and advised the team to consider ways to strengthen profitability. The team added that it is exploring opportunities to expand into online products using rare materials.      For teams addressing public-sector and specialized domains, the practicality of execution at the implementation stage served as a key evaluation criterion.  Peering proposed a platform that integrates administrative tasks for special education teachers. The platform aims to consolidate administrative functions currently dispersed across the National Education Information System (NEIS) into a single interface. The judging panel noted that, in addition to a clear strategy for entering the public sector market, securing professionals with a deep understanding of actual administrative workflows would be critical to the platform’s success. adifyly, a sports talent management platform, introduced a management system based on athletes’ game records and training data. The judges requested more detailed explanations regarding the methods for data input and the procedures for verifying data reliability.    The presentation of the two teams addressing field of travel is followed. Joan&An proposed an AI-based personalized travel guide solution that delivers customized tourism information to users, while Daily Compound introduced a self-tour platform based on user preference data. The judges noted the high level of competition in the travel platform market and advised that service usability and operational stability would be critical in the long term. Among the technology-driven ideas, Snapscale drew particular attention. Snapscale introduced a solution that automates P&ID design for chemical plants, presenting its technical core as a structure that uses large language models to assemble design elements in modular units. The judges focused their questions on industrial applicability and technical maturity.        Concluding with Snapscale’s presentation, this Startup Express Winter Season served as a venue where teams pursuing initiatives across diverse areas such as education, distribution, and the public sector could collectively examine their strategic directions. During the awards ceremony that followed, Daily Compound, Playmap, and Joan&An received the Korea University Business School Class of ’79 Alumni Award, Snapscale received both the Choo-Choo Entrepreneur Award and the Iljin Entrepreneur Award, and Peering received the Seung Myung-ho Entrepreneurship Award.    Following their presentations, startup teams used the Q&A sessions with judges to identify areas for improvement in their business ideas. Throughout the process, detailed questions were raised regarding each team’s market assumptions and execution strategies, enabling participants to more clearly identify the tasks they need to address in the next stage. Startup Express has been operated annually as a platform where new startup teams can validate their ideas, and this year once again brought together teams from a wide range of fields to assess business feasibility. Just as this stage—seemingly a small starting point—has produced new startup teams year after year, this year’s 12 teams are also expected to move onto their own growth trajectories at their own pace. As it approaches its 10th anniversary, KUBS Startup Station will continue to serve as a companion on this journey, sustaining experiments and initiatives that support the tangible growth of early-stage entrepreneurs. 

Solidarity and Giving Across Generations… Korea University Business School Alumni Night Celebrates 120 Years of Legacy    Korea University Business School maintains active engagement and networking through its alumni association, composed primarily of graduates. The “43rd Alumni Night,” a signature event celebrating this spirit of connection, was held on Thursday, December 4, at the Grand Ballroom on the fifth floor of the Grand InterContinental Seoul Parnas. This year’s event was particularly meaningful as it took place during the 120th anniversary of the Business School’s founding, bringing together intergenerational exchange and philanthropic engagement. The evening began with a cocktail reception, followed by a pre-opening performance, an opening declaration and ceremonial entrance of the flags, the introduction of distinguished guests, greetings and congratulatory remarks by alumni association leaders, academic reports, scholarship presentations and award ceremonies, a toast and dinner, and celebratory performances. A large number of alumni, university officials, and current students attended, filling the venue.      Opening and Introduction of Distinguished Guests  The opening ceremony was hosted by alumni Jong-wook Ahn (Business ’89) and Ina Jung (Home Economics Education ’08). The Korean national flag, the Business School flag, and the Alumni Association flag were carried in by alumni Seung-hyun Shin, Kyung-tae Kim, and Kyung-sun Han from the Class of 1998. Notably, Kyung-sun Han carried the Alumni Association flag as the female alumni representative, adding special significance to the moment. This was followed by the national anthem and the introduction of distinguished guests. Applause filled the hall as the names of symbolic figures, including the oldest alumnus, were announced.     Greetings and Congratulatory Remarks  In his welcoming remarks, Dong-Seop Lee, President of the Business School Alumni Association, expressed his gratitude, saying, “Thanks to the participation of many alumni from across generations in the various events organized by the Alumni Association this year, we were able to continue fostering opportunities for communication and exchange.” He added, “I hope today’s gathering will be a meaningful occasion for all alumni.”    In the congratulatory remarks that followed, Myung-Ho Seung, President of the Korea University Alumni Association, said, “Since its first event in 1982, Alumni Night has served as a forum for sharing the traditions and pride of the Business School,” adding that “the experiences and achievements of senior alumni have also become a benchmark for younger generations.”    In a video message, Korea University President Dong-One Kim stated, “As we celebrate the University’s 120th anniversary, we have been carrying out commemorative initiatives across education, research, and infrastructure,” and expressed his hope that “the Business School will continue to play a vital role as a central pillar of the University in the years ahead.”      Presentation of the Business School’s Achievements and Vision  Dean Eonsoo Kim shared the Business School’s major achievements and outlined its future vision. He highlighted a range of accomplishments, including ranking first nationwide in the number of successful Certified Public Accountant (CPA) examinees and maintaining the highest number for ten consecutive years; achieving an average global ranking in the top 40 across major fields in the QS World University Rankings; ranking 4th globally in the QS Master’s in Management (CEMS MIM) program; and placing 61st worldwide in the Financial Times Executive MBA rankings. He also reported the continued maintenance of AACSB and EQUIS accreditations, sustained membership in CEMS, and a cumulative enterprise value of KRW 274.5 billion generated by companies housed in the Startup Research Institute.    This was followed by an overview of the faculty profile and an introduction of newly appointed faculty members for the 2025 academic year, along with a detailed report on scholarships established through alumni donations and their disbursement. The presentation also covered internationalization outcomes, including exchange student programs, and concluded with an introduction to the KUBS 120 MARCH campaign and guidance on participation in giving initiatives.    Dean Kim stated, “Building on our current QS global ranking in the top 40, we aim to reach the global top 30 by 2030,” adding that “we will pursue further growth centered on the 3C and 4Tech strategies.” He continued, “Your participation plays a vital role in nurturing outstanding management talent and in laying a strong foundation for national and social development,” and called for active engagement.      Alumnus of the Year and Special Awards  The Alumnus of the Year Awards were presented to Yong-hoon Lee, Chief Executive Officer of InTimes Inc. (Business ’84); Hyung-geun Bae, President and Chief Executive Officer of Hyundai Motor Securities (Business ’84); and Ji-young Choi, Director-General for International Economic Affairs at the Ministry of Economy and Finance (Business ’89). Each recipient was recognized for outstanding achievements in global education, corporate finance and ESG management, and international finance, respectively.    In addition, the Class of 1979 Alumni Group received a Special Award in recognition of its contribution to upholding a meaningful tradition between senior and junior alumni by pledging annual scholarship donations of KRW 35 million beginning in 2024, totaling KRW 175 million. This symbolic moment demonstrated Korea University’s long-standing traditions of devotion to one’s alma mater and classmate solidarity, as 46 years of deep friendship among classmates were extended to support current students.    A Special Donation by the Class of ’98 That Illuminated the 120th Anniversary  The collective donation made by the entire Class of 1998 stood out as one of the most symbolic moments of this year’s Alumni Night. A total of 126 classmates took part, raising approximately KRW 79 million, which was formally presented at the event. This initiative was voluntarily carried out by the entire class and was particularly meaningful in that many alumni participated wholeheartedly despite their busy professional lives.    The donation will be used to support scholarships for younger students and to enhance the educational environment of the Business School, with particular emphasis on programs designed to strengthen students’ global competencies. Reflecting on the contribution, the Class of 1998 Alumni Group stated, “We all shared the belief that the learning and friendships we gained at Korea University formed an important foundation in our lives, and we wished to pass those precious experiences on to future generations.” This donation has been recorded as the collective footprint of an entire generation that joined the Business School on its 120-year journey.      At the End of a Night Where Tradition Met the Future  Following the presentation of special awards, the event drew to a close with a celebratory toast, dinner, performances, and the singing of the university anthem. This year’s Alumni Night went beyond a simple social gathering, serving as an occasion for alumni to collectively reflect on the 120-year history of Korea University Business School and to reaffirm its vision for the next 120 years.  Warm solidarity connecting generations, unwavering pride in the alma mater, and wholehearted support for younger generations came together to once again reinforce the stature of the Business School. It is hoped that the warmth and shared commitments of this night will continue to serve as a driving force in further advancing the Business School’s development and strengthening the bonds of its alumni community. 

KUBS Young Scholars’ Conference Concludes,  Expanding Academic Exchange Through Cross-Disciplinary Research Sharing      The 2nd KUBS Young Scholars' Conference 2025 took place on Friday, November 28, at the LG-POSCO Hall. The event, held simultaneously in Ahn Young-Il Hall and Rooms 216 and 217, was organized as part of the BK21 Four - stage Business Administration Education and Research Program and featured both mini conference sessions and roundtable sessions.   In the mini conference sessions, graduate students who had recently presented at major international academic conferences shared their research findings. In the roundtable sessions, participants freely exchanged ideas with fellow attendees over refreshments at tables dedicated to various topics, including research themes, opportunities for interdisciplinary and joint research, job market trends, and graduate school admissions. The event was open to all members of the university, including Korea University graduate students.       The event began with a welcoming address by Professor Woochan Kim, Director of the Business Administration Education and Research Group. He remarked, “Academic achievements are refined through the advice and cooperation of many people,” adding, “I hope today serves as a meaningful step in strengthening each of your research endeavors”   In the mini conference sessions, attendees chose presentations of interest based on the pre-published program and moved freely between rooms. Each presentation included a 10-minute talk followed by a 5-minute Q&A.    As research from various disciplines was presented, participants were exposed to a broad range of academic perspectives. This year’s conference featured 19 graduate students presenting on 20 topics. With a wide array of majors and themes represented, participants could engage selectively in sessions aligned with their interests and explore diverse research areas. Many students commented that the ability to tailor their experience made the program feel as rich and intensive as that of an international academic conference.      Presentation Titles and Speakers  △ Heo, Yerim — “Betting Big, Backed by Hedging: How Subsidiary Networks Reshape CEO Risk Perceptions in CBA”  △ ZHANG, YEXUAN — “Third-Party ESG Ratings and the Green Innovation Dilemma: The Moderating Role of Executive Green Awareness”  △ JAWARA FAKULIE ALFRED — “The Impact of Managerial Ties on the Relationship Between Institutional Voids and Firm Performance”  △ Kim, Yerim — “Market Maker Short Selling: A Necessary Evil?”  △ Park, Jungwoo — “Understanding the Concepts of Proactive Quality Management and Its Profitability: The Event Study Method”  △ HONG, TONGTONG — “Foreign Exchange Reserves and Corporate Leverage: A Credit Risk Spillover Channel”  △ Lee, Juhyun — “Does NAS Affect CAM Quality? – Evidence from Korea”  △ ZHOU, YUNXIAO — “Beyond Tier-1: How MNCs Shape Indirect Suppliers’ Sustainability via Institutional Pressures”  △ Jang, Jongik — “Is CSR Always a Buffer? Reinterpreting Its Role under Political Uncertainty: Evidence from a Natural Experiment in South Korea”; “Navigating Climate Regulatory Diversity: How MNEs Learn from Cumulative Experience”  △ Lee, Seungjun — “Multi-Period Stochastic Programming for Location-Inventory Decisions in Closed-Loop Supply Chains”  △ Jeon, Injae — “When Elephants Fight: How Nonmarket Strategy Helps Third-Country MNEs Cope with Geopolitical Rivalry”  △ Sun, Jongin — “What Sets Resilient Firms Apart in Times of Global Disruption: Lessons from the COVID-19 Pandemic”  △ Song, Minki — “From Attention to Advantage: The Market Spillovers of Live Streaming Commerce in Digital Retail Ecosystems”  △ JIN, XUANTING — “Beyond Mere Distance: How Intra- and Inter-Brand Proximity Shape Omnichannel Performance”  △ Son, Bongjin — “Impact of Financial APIs on the Trade Outcome of Foreign Investors”  △ Eum, Sangwon — “A Conjoint Analysis Model with Attribute Groups: Focused on Music Streaming Services”  △ CHEN, MENGTING — “Consumers’ Privacy Awareness and Trust: Impacts on Regional Courier Services”  △ Oh, Jaeyoung — “How the Association Between Pet and Self-Construal Shapes Marketing Effectiveness and Consumer Mindsets”  △ SARI DOROTTYA — “Coordination of Confusion?: An Examination of Boundary Objects and Semantic Drift on ‘Agility’”        A selection of the presentations is introduced below  In Ahn Young-Il Hall, Heo Yerim delivered the first presentation.  A doctoral student in Global Business, Heo introduced her study, “Betting Big, Backed by Hedging: How Subsidiary Networks Reshape CEO Risk Perception in Cross Border Acquisition,” which she previously presented at the Strategic Management Society Annual Conference 2025.    Her research examines how CEOs’ personal risk perceptions influence decisions regarding cross-border acquisitions (CBA), and how the structure of a firm’s subsidiary network moderates this relationship. She categorizes subsidiary networks into “breadth,” referring to geographic dispersion across countries, and “depth,” indicating concentration in specific countries, and develops hypotheses based on these distinctions. The empirical analysis shows that greater perceived CEO risk leads to reduced CBA investment. Moreover, network breadth mitigates this negative effect, whereas network depth amplifies it.    Jang Jongik, also a doctoral student in Global Business, introduced his research, “Is CSR Always a Buffer? Reinterpreting Its Role under Political Uncertainty: Evidence from a Natural Experiment in South Korea,” which he presented at the Strategic Management Society Annual Conference 2025. He explained how he developed his research idea on the relationship among Corporate Social Responsibility (CSR), political crises, and firm value. Building on prior studies examining the “CSR–political crisis–firm value” relationship, he employed South Korea’s presidential declaration of martial law as a natural experiment to test the “insurance effect” of CSR. The findings showed that firms more active in CSR experienced even more negative market reactions following the political crisis. Jang noted that in emerging or state-led economies like South Korea, CSR often serves as a means of cultivating ties with the government rather than responding to civil society, suggesting that its positive effects may not hold under conditions of governmental instability.    Oh Jaeyoung, a doctoral student in Marketing, introduced his study, “How the Association between Pet and Self-Construal Shapes Marketing Effectiveness and Consumer Mindsets,” which he previously presented at the American Marketing Association (AMA) Conference 2025. The study examines the hypothesis that images of dogs and cats activate different types of self-construal, thereby shaping preferences for advertising messages and influencing consumer judgments.   The experimental results showed that participants exposed to dog images preferred interdependent messages, whereas those shown cat images tended to favor independent messages. The study further revealed that even brief exposure to such images can alter consumers’ price perceptions and evaluations.      The presentations proceeded smoothly, with active exchanges of ideas during the Q&A sessions that contributed to further developing each study. Participants shared brief words of encouragement with the presenters, helping maintain a supportive atmosphere. Several presenters noted that the event helped them plan the next steps in their research.    After all presentations had concluded, participants reconvened in Ahn Young Il Hall for the roundtable sessions. Seated at tables organized by research themes, attendees freely exchanged views on research challenges, preparation processes, and personal insights. At the “Sustainability Governance” table, Jang Jongik and Choi Wonjin discussed upcoming conference deadlines and preparation strategies. Choi noted, “The deadline is about a month away, so I was seeking some advice.”    This year’s event provided an important opportunity for researchers from various disciplines to gather and share their research experiences. The Management Education and Research Group plans to continue supporting programs that promote research exchange among graduate students. Through future Young Scholars’ Conference initiatives, the foundation for collaboration among young scholars is expected to grow even further. 

Redesigning Volkswagen’s Future… 2025 KUBS Challenge Concludes Successfully    The 2025 KUBS Challenge Business Case Competition, organized by the International Affairs Team of Korea University Business School, was held on Friday, November 7. This year’s case, “Volkswagen: Adapting in the Age of AI,” challenged teams to complete their analysis within just 24 hours, with the entire competition conducted in English. A total of 21 teams participated, 19 of which submitted final reports. After an intense preliminary round, four teams advanced to the final stage, where they delivered presentations and engaged in a Q&A session. Each team proposed strategies for how the Volkswagen Group could realize its post-Dieselgate “Together Strategy 2025,” and further, how the company could transition from a traditional automobile manufacturer into an AI-driven, sustainable mobility enterprise. The final round was judged by Professors Tony C. Garrett, Baek Jung Kim, and Kyuhan Lee, who posed incisive questions and offered constructive feedback on the students’ analyses and strategic recommendations.      Team Barys: Restoring Trust Through AI Predictive Maintenance  The first team to present, Barys, defined Volkswagen’s strategic challenges as “transitioning from a manufacturer to a sustainable mobility provider,” “restoring trust after Dieselgate,” “the full-scale adoption of AI,” and “securing profitability and sustainability.” As a solution, the team proposed an AI-powered Predictive Maintenance System. They suggested collecting vehicle sensor and camera data in the cloud, training models using AWS SageMaker, and creating a system that predicts potential failures before they occur and provides advance alerts to drivers and service centers.    One judge asked, “If vehicle lifespan increases, won’t that eventually reduce sales by lengthening replacement cycles?” The team responded, “Currently, customers visit service centers only after problems have become serious, which leads Volkswagen to bear significant warranty costs,” adding, “Predictive maintenance prevents major failures early, reduces the financial burden, and ultimately, restoring brand trust will drive future purchases.”      Team Crimson Edge: From Manufacturer to Mobility Ecosystem Platform  Crimson Edge argued that Volkswagen must evolve from a “vehicle sales company” into a “mobility ecosystem operator.” Their core strategy included: (1) restructuring ride-sharing, car-sharing, and Truck-as-a-Service; (2) building an AI-based Mobility-as-a-Service (MaaS) system incorporating demand forecasting, route optimization, and fleet optimization; and (3) integrating all services into a central AI hub to enable data-driven decision-making. The team identified Volkswagen’s competitive advantages in its diverse vehicle lineup, the extensive vehicle data accumulated as a manufacturer, and its combined Edge AI–Cloud AI architecture.    When a judge asked, “After Dieselgate, would customers really want to be locked into a brand-specific subscription model?” the team responded, “Advanced driver assistance and autonomous driving features inherently incur additional costs, and including them entirely in the upfront vehicle price increases the burden on consumers. A subscription model actually expands consumer choice.”      Team Visionary: V1 — Volkswagen’s Unified AI Brain  Team Visionary defined the core of Volkswagen’s future competitiveness as “integrating fragmented data across brands, regions, and segments into a single intelligent AI system,” and presented the V1 Unified AI Ecosystem as their central strategy. They proposed four key initiatives.   First, a smart circular manufacturing system. By applying AI and blockchain across the entire supply chain and assigning a “digital material passport” to every component, the team aims for 25% material reuse and 30% waste reduction by 2026. Second, the evolution of Moia into an AI-based smart mobility ecosystem, introducing AI-driven demand and traffic forecasting, along with an “Eco Miles” reward system for eco-friendly choices, to lay the foundation for Volkswagen’s transition from manufacturer to MaaS provider. Third, establishing the VI Platform, which integrates all R&D, production, energy, and financial data across the Volkswagen Group, with targets of reducing development time by 30%, R&D costs by 15%, and energy costs by 20%. Fourth, building a Financial Intelligence Hub to enhance financial forecasting accuracy by 40% and reduce capital costs by 10% through AI-based liquidity forecasting, investment scenario analysis, and linking ESG KPIs to investment outcomes.    During the Q&A, one judge asked, “You’ve assessed external risks thoroughly, but what internal risks might arise when pursuing such a major transformation?” The team identified risks such as △ security issues associated with large-scale data integration △ organizational resistance to unifying multiple brands and departments simultaneously △ a potential decline in group value if the project fails, and acknowledged the need for pilot operations and a robust data governance framework.      Team K-Strategist: ROOM & Blue Cloud — Transforming Inside and Out  K-Strategist proposed a two-track strategy aimed at simultaneously improving external customer experiences (B2C) and internal operational efficiency (B2B). For the external track, they suggested developing a mobility app called “ROOM,” a platform integrating autonomous ride-sharing and rental services for e-bikes, e-scooters, and e-cars based on Volkswagen’s EV and battery technologies. With AI-powered personalized recommendations, 24/7 customer support, real-time pricing, and predictive maintenance capabilities, the platform would offer new experiences to existing customers while providing potential customers with an accessible entry point to the brand.    For the internal track, the team introduced the “VW Blue Cloud,” a platform in which AI analyzes each subsidiary’s performance, issues, and risks, as well as suppliers’ delivery reliability, quality, and innovation capabilities, and then matches them to recommend which suppliers best fit which subsidiaries. The team argued that this would shorten supplier search times, reduce redundant R&D and administrative costs, strengthen cross-subsidiary collaboration, and support strategic decision-making for executives.      Overall Evaluation: Great Ideas, but What Comes Next Is Precision  The judges’ questions centered primarily on four areas: △ financial feasibility △ customer perspective △ strategic consistency △ and risk awareness. In particular, with respect to financial projections, the judges repeatedly pressed for more concrete and empirical evidence, asking questions such as, “You say downtime will decrease by 30%, but what is the current level?” and “What supports your estimates for cost savings and initial investment?” One judge emphasized, “The technology and narrative are excellent, but in a case competition, what ultimately persuades are the numbers.”    This year’s 2025 KUBS Challenge required participants to address AI, mobility, ESG, and financial strategy simultaneously within a single case. They had to design an enterprise-wide strategy for a global manufacturing corporation and complete all analysis, strategy development, and presentations in English within 24 hours—an exceptionally demanding task. The presentations naturally incorporated cutting-edge industry themes such as predictive maintenance, federated learning, AI-based financial simulation, and subscription-based software models. The competition featured internationally diverse teams, and the entire judging, Q&A, and feedback process was conducted in English, effectively demonstrating the global environment KUBS strives to foster.    After the presentations, the judging panel remarked, “It was extremely difficult to select the top four teams out of the 19 solutions because the overall quality was so high,” commending the participants’ capabilities. They added, “Your ideas and strategic directions are outstanding, but what you now need is greater numerical precision, deeper risk definition, and a more explicit rationale for why this strategy is needed now.” Another judge commented, “Your strategies are strong enough to be presented in Volkswagen’s boardroom,” but added, “Yet at that table, final decisions are ultimately driven by data and numbers.”      The final results awarded first place to Visionary, second place to K-Strategist, and third place to Barys. The winning teams will represent Korea University at next year’s Marshall International Case Competition at the University of Southern California. They will receive a range of support, including a pre-networking day, airfare and accommodation coverage, and intensive training with faculty advisors.    A participating student shared, “It was my first competition, so even setting the direction was challenging. It was physically demanding to stay up all night with my teammates, but the process of defining the problem ourselves and deriving solutions was a truly valuable experience.” The student added, “Reaching the finals alone was meaningful, but I want to prepare better and try again.”      The 2025 KUBS Challenge served as a practical learning platform that encouraged participants to explore integrated strategies in AI, mobility, sustainability, and finance, all based on the real-world company Volkswagen. Although each team approached the case differently, their conclusions converged on a single message: “Volkswagen’s future competitiveness no longer depends solely on how well it manufactures cars. It hinges on how intelligently it can connect data and technology to create new value and new customer relationships.” A challenge that began on a small stage is now expected to lead to new opportunities for growth on the global stage.