The sudden rise in the frequency and sophistication of cyber threats has become a hindrance to the steady development of internet of things (IoT)-based multimedia service environments. The framework currently in use for understanding and analyzing cyber threats in the information security (IS) field is the cyber kill chain model. Of these threats, a particular threat that involves advanced and persistent attacks on a designated target (company that provides multimedia services) and causes large-scale damage is referred to as an advanced persistent threat (APT). As there can be numerous threat points in an IoT-based multimedia service environment with networks of various heterogeneous devices connected through multiple routes, an understanding of the potential routes of the threats is crucial. APTs are generally divided into the infiltration stage from the outside into the inside of an organization, and a threat stage that occurs within an organization. The existing kill chain model in the IS field is problematic in that it cannot fully express the actions that occur inside an organization. However, many attacks that occur in today's IoT-based multimedia service environments are performed after infiltration of an insider or the organization. Thus, it is important for actions that occur on the inside to be clearly schematized to secure visibility in the multimedia service environment. This study analyzes the limitations of the existing model, and proposes a revised cyber kill chain model for multimedia security that can explain threats within an organization in addition to external threats.

Despite the increasing amount of research on the use of strategic alignment to ensure sustainability, Korean companies have been found to lack an understanding of the initiative that connects strategic alignment and organizational performance. We argue the need for role clarity and employee engagement as two motivational mechanisms for strategic alignment to achieve better organizational performance. The research model uses variables related to strategic alignment, role clarity (goal and process clarity), employee engagement, and organizational performance. The model was tested by surveying 244 participants in 74 Korean companies. The results of the structural model tested using the partial least squares regression reveal that strategic alignment is indirectly related to organizational performance through goal clarity and employee engagement. This study also clarifies the motivation of strategic alignment in terms of individuals (e.g., psychological stability of individual goals and actions) and organizations (e.g., high level of engagement toward the organization’s active support). Further research issues are also discussed.

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We examine how combinations of corporate social responsibility (CSR) activities yield high performance in Korean companies by addressing two related questions to expand our limited knowledge. First, what combinations of CSR activities yield high performance? Second, how do CSR activities form an interdependent system based on different corporate contexts? We draw the 2012-2018 data from the Korean Economic Justice Institute index for a fuzzy set qualitative comparative analysis. The results reveal several effective CSR activity factor combinations under the given strategies and management environments. Companies with a high performance exhibit complementarity between social contribution, environmental management, fairness, and employee satisfaction. By contrast, companies with a low corporate performance show no complementarity between relatively unrelated activity factors. For companies with a low financial performance from CSR activities, most of the causal pathways focus only on activities at the primary stakeholder level, with weak diversity of CSR activities' combinations at the primary and secondary stakeholder levels. These results indicate not only the appropriateness of CSR activity factor combinations for companies' strategy and management environment contexts, but also their effectiveness, and are expected to provide companies with significant implications for CSR activities.Sustainability 2019, 11, 7078 2 of 20 effect on corporate value [12,13]. However, these propositions have been converging toward a singular argument: Recent CSR activities have had positive effects on corporate performance.In the extensive literature on Korean CSR activities, most scholars use an approach that distinguishes the actual effect of the relationship between CSR activities and business performance [14][15][16][17][18]. Though these studies have been relatively successful in identifying the relationship between CSR activities and business performance, a rigorous understanding of the choices and consequences of combinations of CSR activity factors in different entrepreneurial contexts is lacking. Furthermore, prior studies on CSR and performance are limited by the difficulty of identifying which CSR activity factors affect corporate performance when measuring a single index that sums CSR activity factors at the corporate level [19,20].Through this study, we expand the limited knowledge in this area by answering two related questions. First, what CSR activity combinations yield high corporate performance? The implicit assumption here is that-by combining the results of independent analyses of CSR activity factors, one can understand the combination of CSR activity factors that are effective [21]. However, observing the co-existence of a combination of CSR activities does not imply interdependence among the activity factors [22]. Therefore, the second question deals with identifying how CSR activity factors form an interdependent system depending on diverse corporate situations. Since the effects of individual factors are co...

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