디지털융복합연구 (Journal of Digital Convergence)

  • 제19권11호
  • /
  • Pages.215-224
  • /
  • 2021
  • /
  • 2713-6434(pISSN)
  • /
  • 2713-6442(eISSN)
한국디지털정책학회 (The Society of Digital Policy and Management)
권호 표지
DOI QR코드

DOI QR Code

디지털 전환, 비즈니스 모형 관점에서 본 메타버스

Digital Transformation, Business Model and Metaverse

  • 투고 : 2021.09.10
  • 심사 : 2021.11.20
  • 발행 : 2021.11.28
PDF 다운로드
⟨ 이전 논문 다음 논문 ⟩

초록

디지털 기술을 활용하여 가상 공간과 현실 공간의 결합을 통해 비즈니스 가치를 증대시키려는 목적으로 메타버스를 활용하려는 이해관계자의 관심이 높아지고 있다. 본 연구는 메타버스의 기본 개념을 정립한 2006년 메타버스 로드맵과 디지털 전환 이론, 그리고 비즈니스 모델에 관한 이론을 이론적 준거로 하여 메타버스의 비즈니스 활용 가치에 관한 시사점을 얻고자 수행되었다. 구체적으로 2000년부터 2020년에 이르는 세 가지 메타버스 서비스를 다중 사례 연구법을 적용하여 분석하였다. 분석 결과 비즈니스 차원에서 보면 각각의 사례는 게임과 소셜 네트워크 서비스 그리고 협업 커뮤니케이션 플랫폼의 목적에 따라 다른 형태의 메타버스 구조를 선별적으로 받아들이고 있다. 디지털 전환 측면에서는 메타버스 기술을 활용하여 차별적인 경쟁 우위를 획득하기 위한 구조적 변화를 시도하였다는 점이 발견되었으나 비즈니스 모델 평가 측면에서 볼 때 이해관계자 신뢰성 측면에서 각 사례의 약점이 부각되었다. 본 연구를 통해 사용자의 필요와 수용 가능성에 따라 메타버스로의 디지털 전환 양상은 달라질 수 있으며 재무적 안정성과 이해관계자 신뢰성 측면에서 메타버스는 고도의 개방성을 유지할 필요가 있다는 점을 알 수 있었다.

Business stakeholders have shown huge interests on the way how to increase business value by integrating real world businesses with a rising metaverse concept. To understanding the utility of metaverse regarding digital transformation, this study conducted a qualitative study based on a metaverse framework from 2006 Metaverse Roadmap and reference theories on business models. Specifically, a multiple comparative case approach was adopted to investigate three metaverse application cases from 2000 to 2020. From findings, it was revealed that different metaverse features were tried to leverage traditional simulation games, social communities, and virtual communication activities to build business models. Secondly, the use of metaverse features were likely to be helpful in getting competitive advantages. However, we are also aware that stakeholder credibility should be carefully managed to sustain businesses.

키워드

과제정보

이 논문은 2019년도 광운대학교 교내학술연구비 지원에 의해 연구 되었음

참고문헌

  1. C. Hackl. (2020). The Metaverse Is Coming And It's a Very Big Deal. Retrieved from https://www.forbes.com/sites/cathyhackl/2020/07/05/the-metaverse-is-coming-its-a-very-big-deal/?sh=5a77b4a4440f
  2. P. Nagy & B. Koles. (2014). The Digital Transformation of Human Identity: Towards a Conceptual Model of Virtual Identity in Virtual worlds. Convergence, 20(3), 276-292. https://doi.org/10.1177/1354856514531532
  3. K. J. Nevelsteen. (2018). Virtual World, Defined from a Technological Perspective and Applied to Video Games, Mixed Reality, and the Metaverse. Computer Animation and Virtual Worlds, 29(1), e1752. https://doi.org/10.1002/cav.1752
  4. A. Lee. (1989). A Scientific Methodology for MIS Case Studies. MIS Quarterly, 13(1), 33-50. https://doi.org/10.2307/248698
  5. J. Smart, et al. (2008). Metaverse Roadmap: Pathways to the 3D Web. 1-28. Retrieved from https://www.w3.org/2008/WebVideo/Annotations/wiki/images/1/19/MetaverseRoadmapOverview.pdf
  6. S.-V. Rehm, L. Goel & M. Crespi. (2015). The Metaverse As Mediator Between Technology, Trends, and the Digital Transformation of Society and Business. Journal For Virtual Worlds Research, 8(2), 1-6.
  7. S. Vallas & J. B. Schor. (2020). What Do Platforms Do? Understanding the Gig Economy. Annual Review of Sociology, 46, 273-294. https://doi.org/10.1146/annurev-soc-121919-054857
  8. C. Wagner, K. Cheung, F. Lee & R. Ip. (2003). Enhancing E-government In Developing Countries: Managing Knowledge Through Virtual Communities. The Electronic Journal of Information Systems in Developing Countries, 14(1), 1-20.
  9. J. Song & Y. J. Kim. (2006). Social Influence Process In the Acceptance of a Virtual Community Service. Information Systems Frontiers, 8(3), 241-252. https://doi.org/10.1007/s10796-006-8782-0
  10. S.-L. Han, M. An, J. J. Han & J. Lee. (2020). Telepresence, Time Distortion, and Consumer Traits of Virtual Reality Shopping. Journal of Business Research, 118, 311-320. https://doi.org/10.1016/j.jbusres.2020.06.056
  11. T. Hess, C. Matt, A. Benlian & F. Wiesbock. (2016). Options for Formulating a Digital Transformation Strategy. MIS Quarterly Executive, 15(2), 123-139.
  12. C. Matt, T. Hess & A. Benlian. (2015). Digital Transformation Strategies. Business & Information Systems Engineering, 57(5), 339-343. https://doi.org/10.1007/s12599-015-0401-5
  13. G. C. Kane, D. Palmer, A. N. Phillips, D. Kiron & N. Buckley. (2015). Strategy, Not Technology, Drives Digital Transformation. MIT Sloan Management Review and Deloitte University Press, 14, 1-25.
  14. J. L. Bower & C. M. Christensen. (1995). Disruptive Technologies: Catching the Wave, Harvard Business Review, 73(1), 45-53.
  15. C. Andriopoulos & M. W. Lewis. (2009). Exploitation-exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation. Organization Science, 20(4), 696-717. https://doi.org/10.1287/orsc.1080.0406
  16. S. Furnari. (2015). A Cognitive Mapping Approach to Business Models: Representing Causal Structures and Mechanisms. Advances in Strategic Management, 33, 207-239. https://doi.org/10.1108/S0742-332220150000033025
  17. F. Li. (2020). The Digital Transformation of Business Models in the Creative Industries: A Holistic Framework and Emerging Trends. Technovation, 92, 102012. https://doi.org/10.1016/j.technovation.2017.12.004
  18. G. Goldkuhl. (2012). Pragmatism Vs Interpretivism In Qualitative Information Systems Research. European Journal of Information Systems, 21(2), 135-146. https://doi.org/10.1057/ejis.2011.54
  19. K. Charmaz. (2014). Constructing Grounded Theory: Sage.
  20. A. Strauss & J. M. Corbin. (1997). Grounded Theory in Practice: Sage.
  21. S. Hong & B. Kim. (2016). A Study on Antecedents of Game User Participation Intention in User Community in an Era of Convergence. Journal of Digital Convergence, 14(8), 185-194. https://doi.org/10.14400/JDC.2016.14.8.185
  22. H. Lee & Y. Seo. (2020). Creative Industrial Digital Transformation Case Study: Market Reorganization Strategy and Platform. Journal of Digital Convergence, 14(8), 185-194. https://doi.org/10.14400/JDC.2016.14.8.185
  23. C. Flavian, S. Ibanez-Sanchez, & C. Orus (2019). The Impact of Virtual, Augmented and Mixed Reality Technologies On the Customer Experience. Journal of Business Research, 100, 547-560. https://doi.org/10.1016/j.jbusres.2018.10.050