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• Product Safety
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• s.249
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• pp.80-108
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• 한국HCI학회:학술대회논문집
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• 2008.02b
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• pp.634-639
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사회적 컴퓨팅(social computing)의 현상이 Web 2.0 공급사슬(supply chain)의 변화관점에서 새로운 변화의 단계를 맞이하고 있다. Web 2.0 플랫폼을 어떤 형태로 기업 활동에 활용할 것인가 하는 문제제기에 대하여 다양한 기업 활동의 변화사례가 발견되고 있다. 본 논문은 그와 같은 다양한 Web 2.0 환경 확산에 대한 기업 활동의 변화현상 중에서 Web 2.0 플랫폼을 기반으로 한 신제품개발(New Product Development) 사례연구를 통하여 진행한 결과를 반영하였다. 신제품 개발을 위한 플랫폼으로서 Web 2.0 의 협업적 환경을 설계하게 될 경우, 고객의 내재적 요구사항(latent requirement)이 제품개발에 효과적으로 반영될 수 있도록 하는 절차(process)가 기존의 제품개발방법론과 연관되어, 어떤 형태로 적용되고 개선되어 발전될 수 있는가에 대한 경험적 사례를 사례연구방법의 탐험적 경향을 활용하여 살펴보았다. 본 논문에서 다루어졌던 사례는 Web 2.0 플랫폼을 기반으로 사용자 창작 콘텐츠(User Created Content)를 생산하고 증가된 연세대학교 UCC의 양적 팽창에 의해서 수익모델이 발생하는 전형적인 Web 2.0 비즈니스 모델의 구조를 보여주는 경우였다. 본 연구를 통해서 사용자의 내재적 요구사향을 Web 2.0 기술특성을 통해서 참여적 사용자, 혹은 사용자 디자이너들의 적극적인 활동에 의해서 개선 및 구현해 가는 과정을 구체적 개발방법론의 틀로서 정착하려는 시도를 하였다.

• Asia Marketing Journal
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• v.7 no.3
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• pp.53-76
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• 2005

With rapid technological and market change, new product development (NPD) complexity is a significant issue that organizations continually face in their development projects. There are numerous factors, which cause development projects to become increasingly costly & complex. A product is more likely to be successfully developed and marketed when the complexity inherent in NPD projects is clearly understood and carefully managed. Based upon the previous studies, this study examines the nature and importance of complexity in developing new products and then identifies several issues in managing complexity. Issues considered include: definition of complexity : consequences of complexity; and methods for managing complexity in NPD projects. To achieve high performance in managing complexity in development projects, these issues need to be addressed, for example: A. Complexity inherent in NPD projects is multi-faceted and multidimensional. What factors need to be considered in defining and/or measuring complexity in a development project? For example, is it sufficient if complexity is defined only from a technological perspective, or is it more desirable to consider the entire array of complexity sources which NPD teams with different functions (e.g., marketing, R&D, manufacturing, etc.) face in the development process? Moreover, is it sufficient if complexity is measured only once during a development project, or is it more effective and useful to trace complexity changes over the entire development life cycle? B. Complexity inherent in a project can have negative as well as positive influences on NPD performance. Thus, which complexity impacts are usually considered negative and which are positive? Project complexity also can affect the entire organization. Any complexity could be better assessed in broader and longer perspective. What are some ways in which the long-term impact of complexity on an organization can be assessed and managed? C. Based upon previous studies, several approaches for managing complexity are derived. What are the weaknesses & strengths of each approach? Is there a desirable hierarchy or order among these approaches when more than one approach is used? Are there differences in the outcomes according to industry and product types (incremental or radical)? Answers to these and other questions can help organizations effectively manage the complexity inherent in most development projects. Complexity is worthy of additional attention from researchers and practitioners alike. Large-scale empirical investigations, jointly conducted by researchers and practitioners, will help gain useful insights into understanding and managing complexity. Those organizations that can accurately identify, assess, and manage the complexity inherent in projects are likely to gain important competitive advantages.