• Asia pacific journal of information systems
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• v.13 no.4
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• pp.29-47
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• 2003

This research explores early mover advantages and performance in the cyber market based on an empirical test. It also examines whether early mover strategic capabilities are able to adopt mutually cumulative relationship in the cyber market. Early movers such as eBay.com and Amazon.com seem to have been able to defy exclusive relationship between strategic capabilities. Compared with their followers such as uBid.com and buy.com, they have been able to adopt strong focus, differentiation, and cost leadership strategies. The purpose of this paper is to investigate the differences in strategic choices based on the strategic capabilities and performance of online firms between early movers and followers. The study reviews early mover advantages and disadvantages, and a strategic typology based on Porter's model, as well as strategic capabilities based on the sand cone model.

• The Journal of the Korea Contents Association
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• v.8 no.8
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• pp.19-27
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• 2008

The advance of IT brings various IT equipment which functions as creation, application, and distribution of digital contents, and its demand is increased in the market. As the world IT equipment market has grew steadily, some companies think of it as a good opportunity. But there is a entry barrier like IT Capabilities to the late movers. So some participate in the market, forming the technology alliance with a advanced company. Ironically, the market system set companies' partnership into rivalry. In this context, our study focused on strengthening late mover's competitiveness under the technology alliance. And we conducted the case study concerning the technology alliance, and showed a strategical implications. As a result, we found some challenges for late mover; price policy making by scientific demanding forecasting, preparatory research and management for brand identity and efficient contact points for customer management. We hope that results of the study will influence the development of digital contents industry.

• Bulletin of Korea Environmental Preservation Association
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• s.408
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• pp.30-33
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• 2013

중국은 5년 단위의 경제발전 계획을 수립하여 취약한 환경부문에 대규모의 예산을 투입하여 도시생활 오수처리, 탈황시설 설치, 고체폐기물 처리 등의 환경분야 개선 작업을 진행 중이다. 현재 환경산업분야의 선진국들은 자금력과 기술력으로 중국 환경보호시장을 장악하고 있어 후발주자인 국내 환경업체의 진출이 시급한 상황이다. 중국의 환경시장은 기술력부족으로 인하여 해외기업들의 우수기술이 필요한 상황이며 중국기업과의 협력진출이 가장 큰 관건으로 중국기업과의 공동프로젝트 진행 기술합작 등이 필요한 실정이다. 중국의 환경정책, 시장진출전략 및 환경보전협회의 역할과 노력에 대한 주요 내용을 살펴보고자 한다.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.13 no.5
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• pp.2045-2053
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• 2012

The primary purpose of this paper is to identify the cognition of the convergence human resource for firms. For this purpose, Data have been collected from 110 firms in Daejeon city and studied the convergence human resource which recognized by firms on the company competitive power level. The results of this empirical studies are summarized as fellows. We classified in company competitive power as leading chaser, innovators and late chaser. In the talent, leading chasers demanded the total designer, problem solver and insighter, innovators demanded the total designer, problem solver and specialist, and late chasers demanded the traditional humanity. In technology management, all group think important fields. In the demanding forecasting for the market and technologies, leading chasers and innovators demanded the CEO, R&D researcher and a middle manager as the important position. For this education, they demanded the convergence ability of other technologies, the up-to-date abilities of product and technology and the understandings of market needs. In the convergence talent or leader, leader chaser and innovator demanded the specialist who attempted to combine others industries, who know well in technology and management, and the specialist who attempted to combine others technologies. But, late chaser demanded the specialist who attempted to combine others industries.

• The Journal of the Korea Contents Association
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• v.15 no.5
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• pp.119-131
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• 2015

The rise of K-Pop in the latecomer environment is unusual. There is little research on K-Pop from the catch-up perspective though it would yield some insight into a strategic direction of creative industries in the latecomer environment. Thus, this study aims to compare the firm capability, market development, and product strategy of K-Pop firms with ones of manufacturing firms during the catch-up period. It reveals first that K-Pop firms developed project execution capability to carry out discrete projects effectively by adopting in-house (vertical) system in music production and increasing the size of firms. Second, they pursued global market and utilized the window of opportunities based on a proven music genre. Third, K-Pop firms pursued the incremental innovation in the product development. Since these characteristics have many similarities with the catch-up strategy in the manufacturing sector, Korean catch-up experience could provide valuable insight into the development of creative industries in Korea.

• Journal of Korea Society of Industrial Information Systems
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• v.19 no.1
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• pp.99-109
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• 2014

This study illustrates and compares the platform strategy of Apple and Samsung, which have been operating their own App stores, by using the $IISI^n$ model. Apple, the first mover of the platform, has employed closed strategy for quality control of the platform and customer loyalty. On the other hand, Samsung has employed open strategy for increasing the platform network effects. The result of this study showed that the platform strategy "Openness", which is a free entry of participants, and "Sharing" of created value, are important along with the excellent platform environment. As a pioneering study of the platform strategy for the co-creation, this research contributes to both theory and practice.

• Journal of Information Technology Applications and Management
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• v.20 no.2
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• pp.39-56
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• 2013

There have been many studies that open innovation activities have positive effects on firm performance. However, the previous studies have shown conflicting results, depending on the characteristics of companies or the timing of the product launch. This study empirically compares open innovation performance of first-mover companies and follower companies. The analyses are performed on the samples of the Korean Innovation Survey 2010 companies that explored external information and performed R&D cooperation. The results indicate that open innovation activities can have different effects depending on a company's status in the market. For the first-mover companies, the intensity of utilizing external information has greater impact on the firm's performance than the diversity of it. By contrast, for the follower companies, the diversity of utilizing external information has greater impact on the firm's performance than the intensity of it. In terms of R&D cooperation, the external cooperation is found not to have significant effects on a first-mover company's performance. However, external R&D cooperation of a follower company is showing positive impact on the firm's performance. The implication of the study is to analyze the firm's Open-Innovation performance by comparing first-mover companies with follower companies. Therefore, companies need to execute the Open-Innovation strategy by considering firm characteristics or the timing of the product launch.

• International Commerce and Information Review
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• v.18 no.1
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• pp.179-208
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• 2016

This study examined the effect of ingredient branding strategies for late entrants as one of the strategic tools to overcome first-mover advantages. Specifically, this study investigated whether brand origin information of the ingredients and price information of the ingredient branding product affect consumer evaluation. A sample of 400 university students were randomly assigned to 2 experimental studies. Results from study 1 showed that the market position of ingredient brand and brand origin information significantly influenced consumers' evaluation on the ingredient branding product. In addition, from the study 2, this study found that price information significantly moderated the effects of the order of market entry and brand origin information of the ingredients on the consumers' evaluation on the ingredient branding product. Implications for brand strategies to overcome the late-entrant disadvantages are discussed.

• Journal of Technology Innovation
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• v.24 no.2
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• pp.21-56
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• 2016

Despite many previous studies on catch-up, understanding on the effect of product architecture developed by latecomers on the catch-up performance remains limited. On the other hands, in contrast to the semiconductor, ship building, and automotive industry, even if Korean industry and government have invested the development of numerical controllers for machine tools in the past four decades, the industry and government have failed to achieve catch-up. Therefore, we newly examine the effect of product architecture on the catch-up performance of the Korea by implementing comparative research with periods on the evolution of product architecture of Fanuc's numerical controllers, which have achieved the largest market share in the world. We found that Fanuc developed open modular architecture based numerical controllers and provided product with customization of user requirements as well as cost effectiveness. Consequently, Fanuc has sustained market leader position since the mid-1980s. However, despite all the efforts of the industry and government, we found that the Korea failed to develop open modular architecture based numerical controllers and could not achieve significant catch-up performance. Our findings provide important theoretical backgrounds for examining the catch-up performance as well as investigating the reason why latecomers failed to achieve market catch-up even if they accomplished technological catch-up.

• Proceedings of the Korean DIstribution Association Conference
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• 2000.10a
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• pp.61-90
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• 2000

정보화(Information Technology) 시대의 급속한 진전은 컴퓨터 산업의 발달로 인해 인터넷(Internet) 사용인구가 폭발적으로 증가되면서 가상환경을 통한 e-비즈니스(e-Business)가 전 산업분야에 확산되고 있다. 종래까지 전통적인 소매유통의 상거래를 장악해 왔던 기존의 유통 업체는 새롭게 등장한 e-기업(e-corporation)들과의 치열한 경쟁 속에 있으며, 심지어 인터넷 쇼핑 영역에 대한 선점에 실패하고 후발업체로 전락한 실정이 되고 말았다. (중략)