Korea University Business School Holds Early Admission Orientation Attended by 144 Admitted Students and Parents      The 2026 Early Admission Orientation for admitted students to Korea University Business School was held on Sunday, December 14, at Supex Hall and Ahn Young-Il Hall in the LG-POSCO Building. A total of 144 admitted students and parents attended the event, along with Eonsoo Kim, Dean of the Business School; Hyun Seung Na, Associate Dean for Academic Affairs; Dae Il Nam, Associate Dean for Research; and Byung Cho Kim, Associate Dean for Planning.    The event was hosted by Hyo-won Ahn (Business ’24) and Da-jin Kim (Business ’25), members of KUBE, the official promotional ambassadors of Korea University Business School. The program began with a promotional video screening, followed by △an introduction to the history of the Business School and campus life △a presentation on the School’s vision by Dean Eonsoo Kim △student experience-sharing sessions △a Business School campus tour △a reception. Rather than serving as a simple welcome event, the orientation was designed to provide admitted students and parents with answers in one place to the questions they are most curious about prior to enrollment.      Curriculum, Tracks, Scholarships, and Career Paths: Designed to Answer “Pre-Admission Questions”  The introduction to the academic system was presented by integrating the curriculum and student support systems into a single, coherent framework. The Business School explained that it offers a wide range of academic fields, with approximately 68% of courses taught in English, along with diverse learning opportunities such as lectures by globally renowned scholars. Students can broaden their academic interests through nine areas of concentration, including Management, Finance, and Strategy. Options such as a combined bachelor’s–master’s program and a planned bachelor’s–master’s–doctoral program were also introduced.    In addition, the Business School operates five concentration tracks: △Business Analytics △Entrepreneurship and Innovation △Social Value and Sustainable in Business △Financial Analysis and Investment △AI and Business. It was also explained that students in the Department of Business Administration who meet the requirements for completing a concentration track are awarded an additional certificate alongside their degree.    The scholarship system was explained by covering national scholarships, university-wide scholarships, and scholarships unique to the Business School. Support is provided in three forms—tuition support, living expense scholarships, and program scholarships—and it was emphasized that various types are operated depending on students’ circumstances and needs. Regarding career support, programs such as alumni mentoring through the Career Development Center, domestic internships, career fairs, and referral-based recruitment were introduced. In addition, entrepreneurship competency enhancement programs, startup competitions, startup networks and space support offered by the Startup Station, as we as well as the operation of exam-preparation classes, were also explained.      Dean Eonsoo Kim: “Creating Value Through Business… Cultivating Talent Centered on the 3Cs and 4Tech”  Dean Eonsoo Kim delivered congratulatory remarks and outlined the School’s direction. Emphasizing the essence of management, he stated, “Profit is merely the result of management activities, not the ultimate purpose. The purpose of management is to create value.” He added, “Learning how to make money simply by cutting costs is not the right approach to management.”    He also shared insights into the scale and composition of the Business School. Korea University Business School currently has 93 full-time faculty members, with a goal of expanding to 101 by this time next year, and reported that international students make up approximately 26% of the student body. Amid expectations of even more rapid change, he remarked, “No matter how much the world changes, we will nurture talent that embodies values that do not change.”    Dean Kim presented the School’s ideal talent profile as the 3Cs—Curiosity, Collaboration, and Contribution—and the 4Tech areas of Robotics, AI, Energy, and Semiconductors. In this context, he announced plans to establish an AI concentration track and a 4Tech micro-degree program, and introduced plans to create an ‘Art & Culture Zone’ in the basement level of Hyundai Motor Hall to foster interdisciplinary talent. Concluding his remarks, Dean Kim stated, “Even if all business schools in the world were to disappear, Korea University Business School must endure to the very end.”      Seniors Share “Post-Admission Options”: Exchange Programs, Academic Societies, Startups, Professional Certifications, and Law School  The seniors’ experience-sharing session offered the most concrete picture of what students can pursue after enrollment. A wide range of pathways—including exchange programs, academic clubs, startups, preparation for professional certifications, and law school—were shared in a single session, illustrating how learning, experience, and career development are interconnected at the Business School.    Je Jung-won (Business ’23) first shared her experience participating in an exchange program at the University of Cologne in Germany. After taking five courses, she explained that she made use of the flexible semester system by focusing on classes during the first three months and on experiences and travel during the latter three months. She summed up the transformation she gained through the exchange program with the phrase, “A different place, a clearer me.”    Byun Ji-seok (Business ’20) then spoke about how he clarified his career path through his activities with KUVIC, a value-investing club. Key activities included writing corporate valuation-based reports, managing an internal fund, alumni lectures, internal competitions, homecoming events, and “Meet the Alumni” sessions. He emphasized that connections with seniors often led to practical advice and real support, highlighting the advantage of being able to engage with peers who share similar interests while also learning from alumni working in the industry. He also noted that, in addition to KUVIC, the Business School has 19 academic clubs.    Yoon Geon-jae (Business ’19) shared his startup experience with Kairos, explaining that the company builds proprietary assets based on artificial intelligence and content IP. He also spoke about the motivation behind choosing entrepreneurship, emphasizing the importance of turning shortcomings into strengths and crises into opportunities. He added that the Business School serves as a platform where individuals from diverse backgrounds can collaborate and connect. Toward the end of his presentation, he quoted a question posed by Kim Han-kook, CEO of Gentle Monster, leaving the audience with a thought-provoking reflection on “what truly motivates you to take action.”    Nam Taek-hoon (Business ’21) introduced the preparation process and support systems for the CPA (Certified Public Accountant) exam, focusing on the operation of the CPA preparation program. He explained that CPAs work in areas such as auditing, taxation, financial advisory, and accounting consulting, playing a key role in building corporate trust and supporting decision-making. He then outlined the structured mock exams, academic management, and mentoring provided by the CPA preparation program “Jeongjincho,” along with benefits such as subsidies for external preparatory courses, mentor–mentee programs, and shared academic resources. He added that students selected through faculty interviews may also receive living expense scholarships, and concluded his presentation with the advice, “Try many experiences before you begin.”    Kim Eun-su (Business ’19), an alumnus currently enrolled in the 16th cohort of Korea University Law School, shared insights into the law school admission process and how to prepare during undergraduate studies. She explained that law school follows a three-year, six-semester structure characterized by an intensive academic workload and multiple examinations throughout the program. The selection process, she noted, considers both quantitative factors—such as LEET and English scores—and qualitative factors, including personal statements, document evaluations, and interviews. She added that the broad academic exposure she gained at the Business School, including coursework in marketing and international business, was helpful in pursuing career paths such as corporate law, and highlighted the breadth of learning experiences and the network as key strengths of the Business School.      Q&A Based on Pre-Submitted Questions  The Q&A session focused on questions submitted in advance by attendees and was moderated by Hyun Seung Na, Associate Dean for Academic Affairs. Topics included the unique strengths of Korea University’s Department of Business Administration, the double major system, the exchange student application process and selection timeline, club activities, career paths after graduation, law school admission rates, the major curriculum, and recommended professional certifications. Associate Dean Na and the senior students who had presented earlier provided detailed responses, addressing the admitted students’ questions and concerns.      “A Time to See and Ask in Person”—Campus Tours in 12 Groups and a Reception  After the event at SUPEX Hall concluded, admitted students and parents were divided into 12 groups to participate in campus tours of the Business School’s three buildings. Despite the cold weather, excitement was evident on the faces of the admitted students, while parents watched on with calm and warm expressions. Following the tours, a reception was held at Ahn Young-Il Hall, where KUBE members sat at each table to facilitate question-and-answer discussions. Ahn Hyo-won (Business ’24) shared that conversations covered “practical topics such as senior–junior campus culture, varsity jackets, clubs, academic societies, and dormitory life.” Kim Ye-eun, an early admission student who was seated at the same table, remarked, “As someone from outside the Seoul area, I rarely had opportunities to explore the city. It was great to actually visit the campus instead of just viewing it online, and to learn concretely what we study through seniors’ explanations. Things I had only imagined before now feel real and tangible.” 

[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.

Cultivating Leaders Who Drive the Growth of People and Organizations, Korea University CHRO Program      Korea University’s Chief Human Resources Officer Program (CHRO) Program Completes Its First Cohort, Opens Enrollment for the Second   Korea University Business School has launched the Chief Human Resources Officer (CHRO) Program to redefine the role of human resource management in an era of rapidly changing business environments. Amid rapid technological advancement, generational shifts, and the expansion of ESG-driven management, HR is no longer viewed merely as a support function but has emerged as a core element of organizational strategy. In response to these changes, the CHRO Program was designed to systematically cultivate the expertise and strategic thinking required of HR leaders, reflecting the practical needs of today’s business landscape.    Over approximately seven months, the CHRO Program addressed key topics in human resources and organizational management in a balanced manner, including talent management strategy, organizational culture, leadership, performance management, global HR trends, People Analytics, M&A and PMI, and digital transformation. During the summer, an overseas training program was offered, enabling participants to examine HR issues from an international perspective. Courses were delivered jointly by academic experts and industry practitioners, ensuring both theoretical depth and practical applicability. A key outcome of the program was the formation of a strong professional network, as HR leaders from diverse industries came together in a single cohort to share experiences and challenges.    The commencement ceremony for the first CHRO cohort, held on October 31, marked the conclusion of the seven-month program and provided an opportunity to reflect on its achievements. In his congratulatory remarks, Dean Eonsoo Kim commended the graduates for completing the program while balancing work and study, emphasizing that “Commencement” represents not merely an end, but a new beginning. He added that “the challenging journey undertaken by the inaugural cohort will serve as an important benchmark for the future development of the program.” Program Director Kwanghyun Kim also shared his reflections, noting that “the participation and feedback of the first cohort became the foundation for the program’s continued growth.”    Graduates have described the CHRO Program as a “practice-oriented curriculum that delivers insights readily applicable to the workplace.” Many noted that the program not only broadened their understanding of paradigm shifts in HR, but also expanded their strategic thinking across overall organizational management. Below are testimonials shared directly by graduates of the first CHRO cohort.    Testimonials from Graduates of the First CHRO Cohort  Noh ○○ | Hyundai Movex  “For over 20 years, I have worked in HR, and through repetitive routines, I began to feel that I was becoming stagnant. At that point, I realized I needed a new opportunity for growth, and that was when I learned about Korea University’s Chief Human Resources Officer Program. After reviewing the curriculum, I decided to enroll without hesitation. The wide-ranging lectures on talent management and labor relations, as well as digital transformation, AI, and the global economy, significantly broadened my perspective as an HR professional. In particular, the Global HR course was an invaluable experience, providing practical direction as I was grappling with challenges related to overseas subsidiaries and workforce management. I would confidently recommend this program to anyone who is deeply committed to the sustainable growth of people and organizations.”    Yoon ○○ | CJ CheilJedang  “As an HR professional, one of the most challenging aspects of my role was developing HR strategies and articulating a clear vision for growth. Immersed in day-to-day operations, I found myself focused primarily on addressing short-term issues, only to later realize that my own thinking was falling behind the pace of change. The CHRO Program became a valuable source of knowledge and ideas, enabling me to approach issues from a more multidimensional perspective. My exchange with peers from the first cohort was also a tremendous source of support and inspiration. Even the opportunity to step away from the field, albeit briefly, to reflect on theory and emerging trends makes this program highly worthwhile. I would strongly recommend it to those considering the next step in their journey as HR leaders.”    Kwak ○○ | Samsung Card  “My time at Korea University, an institution rich in history and tradition, was a meaningful journey in my growth as an HR leader. The CHRO Program offered a valuable forum for sharing broad insights through in-depth lectures and discussions led by an outstanding faculty and seasoned industry experts. The strategic HR curriculum—reflecting the future business environment, including AI, digital transformation, and M&A strategies—was particularly impressive. In addition, the overseas training program and workshops enabled me to expand my network with diverse HR leaders, an experience that remains a lasting asset. I would confidently recommend this program to HR leaders who are committed to driving both corporate growth and organizational culture transformation.”    Preparing for the Next Stage of HR Strategy: Applications Open for the Second CHRO Cohort  Based on the successful outcomes of its inaugural cohort, Korea University Business School plans to operate the second cohort of the Chief Human Resources Officer (CHRO) Program for approximately seven months, from April to October 2026. Applications for the second cohort will open on Monday, January 12, 2026, and will close early once the program reaches capacity.    Korea University has built extensive educational capabilities that bridge academia and industry, supported by one of the largest full-time faculty bodies in Korea. In addition to its 93 full-time professors, distinguished domestic and international experts from various fields participate in the program, further enhancing its academic depth. The Business School’s dedicated facilities—including the Korea University Business School Main Building, Hyundai Motor Business Hall, and LG–POSCO Business Hall—are equipped with state-of-the-art classrooms, lounges, and learning spaces. Designed to naturally facilitate lectures, discussions, and professional exchange, this educational infrastructure provides an environment that supports a healthy balance between learning and reflection. Furthermore, Korea University continues to be recognized for its global competitiveness. It was the first university in Korea to join the CEMS Global Alliance and holds prestigious international accreditations from AACSB and EQUIS, while also earning strong positions in the QS World University Rankings.    The second CHRO cohort is designed for corporate HR executives and HR leaders, with a focus on reinterpreting HR and organizational issues from a strategic perspective and strengthening decision-making capabilities. Moving beyond a theory-driven approach, the program examines how organizational strategy and talent management are interconnected through real-world corporate cases and discussion-based learning. Faculty members from both academia and industry participate to provide actionable insights and practical guidance that can be immediately applied in the field.    Overseas training is also one of the program’s key features. Through this component, participants gain an international perspective on HR issues while expanding their global networks. In addition, domestic workshops and company visit programs hosted by cohort members encourage interaction across industries and professional backgrounds, creating opportunities to share hands-on experiences from the field. The fact that HR leaders from diverse industries come together in a single cohort and continue meaningful exchange and collaboration is widely regarded as a core strength of the CHRO Program.    Through the CHRO Program, Korea University Business School plans to further strengthen its practice-oriented education, empowering HR to play a more proactive role at the center of organizational strategy. In an ever-changing business environment, the second CHRO cohort is expected to be a meaningful choice for HR leaders who seek to advance the growth of both people and organizations and prepare for the next stage of their professional journey.    Contact  Korea University Business School EEC  ☎ 02-3290-2707 | ✉ kubseec@korea.ac.kr 

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. 

Business Analytics Major ‘BA_IDEA’ Team Wins the President’s Award from the Korea Financial Telecommunications & Clearings Institute at the 2025 FSC D-Testbed      The Financial Services Commission (FSC) and the Fintech Center Korea, in collaboration with the Financial Supervisory Service, the Korea Financial Telecommunications & Clearings Institute (KFTC), the Financial Security Institute, and the Korea Credit Information Services, held the “2025 D-Testbed Outstanding Participant Awards Ceremony and On-site Roundtable” on December 23. The event was held to recognize six teams that achieved outstanding results through their participation in the D-Testbed program over the past year, and to gather feedback and suggestions from participating teams to help inform the future operation of the program.    The D-Testbed is a support program that provides financial and non-financial data and analytical environments to enable fintech startups and prospective entrepreneurs to validate innovative ideas prior to full-scale commercialization. In 2025, a total of 40 teams participated in the program across the first and second halves of the year. In addition, an “AI Specialized Track” was newly introduced in 2025 to support the development and advancement of artificial intelligence by providing high-performance computing resources (GPUs). A total of 10 teams participated in this track, undertaking proof-of-concept projects on highly complex tasks such as the development of MyData-based AI agents and the advancement of AI-based financial fraud detection.    Beginning in 2025, institutional and technical frameworks were established to allow participating teams to bring portions of their own data into the testbed environment for testing and validation. As a result, teams developing alternative credit scoring models were able to combine their proprietary data with data provided by the D-Testbed to conduct more comprehensive validation, thereby expanding the scope of data utilization. Through this approach, participating teams successfully enhanced the accuracy of their alternative credit scoring models.      In this context, the BA_IDEA team—comprising Kim Jong-hwan, Jung Hye-yoon, and Lee Dong-hoon from the 6th cohort of the Business Analytics (BA) major at Korea University Business School, under the supervision of Professor Baeho Kim—won the KFTC President’s Award (Excellence) for developing a “Personalized Loan Demand Forecasting Model.” Outstanding teams were selected based on a comprehensive evaluation of criteria including task feasibility, effectiveness of results, consumer benefits, and level of detail. A total of six teams were selected, and awards including the FSC Chairman’s Award were presented.   The BA_IDEA team developed a multi-horizon loan demand forecasting model by progressively accumulating learning periods and distinguishing forecasting horizons from short-term to long-term. Through this approach, the team demonstrated that both model performance and the influence of individual variables varied depending on the forecasting horizon. In addition, the team constructed an extended model incorporating alternative data such as telecommunications usage and card spending and behavioral data, statistically verified improvements in predictive power, and estimated the expected economic effects from a marketing perspective. The team stated that they participated in the D-Testbed to test data-driven financial models in a real-world environment, building on research questions that originated from a course taught by Professor Baeho Kim.      Team leader Kim Jong-hwan commented, “Thanks to the invaluable guidance of Professor Baeho Kim and the close collaboration among our team members, we were able to achieve meaningful results.” He added, “The Business Analytics program at Korea University Business School enables students to develop quickly under the guidance of outstanding faculty, and provides access to diverse opportunities through its strong peer and alumni network. I hope many will take interest in and consider participating in the program.”    The organizers noted that the participating teams clearly demonstrated how advanced AI technologies, such as unstructured data analysis and machine learning, can be applied in real-world financial settings. For example, proof-of-concept projects included the detection of delinquent borrowers using network (graph) analysis, as well as the identification of potential voice phishing risks by combining transaction patterns with demographic data.    During the on-site roundtable following the awards ceremony, participating teams shared their experiences from the testing process and offered various suggestions for the further development of the program. The teams remarked, “Access to high-quality data that would be difficult for small and medium-sized startups to obtain independently was extremely helpful,” and expressed hope that the scope of data provision and infrastructure support, including cloud services and GPUs, would be further expanded.