• Management & Information Systems Review
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• v.16
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• pp.59-76
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• 2005

The inner and outer environment surrounding companies becomes more insecure and unpredictable due to sudden changes. Because the change of environment surrounding companies can deeply affect the existence of companies, continuous innovation of organization is required to develope management ability. Also, to conquer insecure present and future of companies effectively, organizations of companies have voluntarily coped with insecurities and intense competitions through endless organization innovation. Externally, globalization, openness, and relaxed regulation intensify competitions; consumers' requests get varied; consciousness of members of organizations have changed. Due to those factors, companies are placed in a situation that they should practice endless inner innovation. Internally, competitive power has weakened due to decline in productivity and inefficiency of indirect parts of company has increased. From those factors, managers increasingly request inner innovation and pursue organization innovation for the purpose of effective usage of extra resources and being prepared for the future. The managers who operate organization innovation think that systematized approach to organization innovation is the most practical, and actually operate the thought. However, the negative side of the thought is not neglectable. To minimize inner and outer resistance and to operate organization innovation successfully, some innovation strategies that properly reflect several issues related to organization innovation should be prepared. Another words, organization innovation should be operated differently by cases that if it focuses on personal perspective or on organization's. For many cases of our country, several techniques of organization innovation have been adopted in a short time and operated without making its original use. Therefore, this study looks into major Issues that should be considered for more successful operation of organization innovation, from both personal aspect and organizational aspect. When considering such aspects and operate organization innovation, there is more possibility to succeed on organization innovation. Now, Korean companies have overcame trial period and reborn as global companies. Take warnings by the ordeal under IMF administration, this is time to secure international competitive power by using developed innovation techniques and transform to superior company. Managers need to recognize that to try successful organization innovation is the shortcut to reborn as competitive company, and should take a continuous and profound search for decisive factors to succeed on organization innovation. To operate successful organization innovation, first, at the step of planning organization. innovation, the company should understand the company's capability, position in market and relationship with competitors. Then, the company should establish a distinguished innovation strategy which is of the whole company's aspect, so that the company can freely choose various technique of organization innovation that suits for the company's capability and needs, and unfold the organization innovation movement. Establishing strategy in the aspect of the total company is very important because it offers clear focus of the purpose of adopt, priority and distribution of resources. Second, at the step of operating organization innovation, the company should define concrete purpose and method to evaluate the results that are expected to obtain by adopting organization innovation in advance. While pushing forward, the company should set proper time of examination(milestone) and inspect if expected results are shown. Third, at the step of afterward management of operating organization innovation, the company requires a thorough afterwards verification if targeted results are obtained and of confirmation of successful or failure factors. Also, the company should cultivate specialists in the company who can accumulate and continuously spread the know-how learned during organization innovation promotion, so the know-how don't remain only in certain departments or to a few people in charge. The company should also give effort to maintain the accumulated innovation techniques to be continued.

• Journal of Korean Society for Quality Management
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• v.43 no.2
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• pp.151-168
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• 2015

Purpose: The purpose of this study was to investigate the effect of the innovation performance through business innovation activities by small and medium size company as well as to test the moderating effects on the innovation techniques'understanding and conformance. Methods: The data for the empirical analysis was collected from 132 companies mainly located in Jeolla and Gyeonggi Province. Cronbach's alpha factor analysis, multiple regression analysis and hierarchical multiple regression were used for statistical methods. Results: The Statistical analysis results show that innovation performance through business innovation techniques and activities was effected by CEO leadership, company capability and training for employees. Conclusion: Through this study we tried to give some suggestions for improving innovation performance through business innovation activities for the small and medium size company.

• The Journal of the Korea Contents Association
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• v.13 no.5
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• pp.377-386
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• 2013

The purposes of this study is to examine the effect of fitness Among Characteristics of CEO, Company's innovation and Management Control on Organization Performance. CEO characteristics are investigated by the risk-taking propensity, need for achievement. Company's Innovation are measured by product innovation, technological innovation. Management control are applied by action control and result control. Organization performances are analyzed by internal performance, growth performance, financial performance. the research methodology applied in this paper is contingency theory by Drazin and Van de Ven(1985) - selective approach, Interaction approach, system approach. This paper was applied by the Three way interaction term among CEO characteristics, Company's Innovation and Management control to analyze the influences to the organization performances. As a result of this paper, there are the differences between Two way interaction terms or three way interaction terms to affect the organization performances. this paper can confirm the desirable combinations between two or three variables(CEO characteristics, Company's Innovation and Management control) to affect significantly to the particular organization performance.

• Proceedings of the Technology Innovation Conference
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• 2006.02a
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• pp.170-186
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• 2006

The guarantee funds for government policy fund, venture capital investment fund, technology guarantee debt are the core parts of the external financing system in the constant technology innovation company. However, the enterpriser's requirement to keep the technology innovation with minimized management intervention and policy maker's hope to advance technology development with clear operation of funds is enough to request for research of the project investment plan to the R&D project. This paper will analyze whether technology innovation company that creates cash flow prefers to the project investment as a financing program or not, and if prefers, what characters of company affect on this preference. The more the company that pursuit the additional R&D activity separated to on-going items becomes over the fixed size, the more prefers the project investment as future external fund-raising. Together with that, this paper suggests that we can apply the plan like special purpose vehicle, SWORD(Stock Warrant Off-Balance sheet R&D) and R&D Limited Partnership as R&D project investment policy, and improve the system itself.

• Knowledge Management Research
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• v.11 no.5
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• pp.37-57
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• 2010

This study has focused on the introduction each stages of ERP(Enterprise Resource Planning) implementation for an agricultural company's knowledge management & innovation. We have analyzed the company's background and found some conflicts and problems caused by the stockholders while implementing ERP systems. This case study has noted well how an agricultural company including between a provider and a stakeholder could be able to settle the ERP system with an necessary customizing work into the organization. Finally, ROSEPIA's implemented ERP systems have increased not only productivity but also archived the factuality and data reliability. This study give us an implication of how an export oriented and agricultural company, ROSEPIA made its company innovated and run its organizations through knowledge management using its ERP.

• 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.

• IE interfaces
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• v.20 no.3
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• pp.418-426
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• 2007

This study is to suggest the government's support direction for the small and medium sized enterprises (SMEs) by examining the relations among technology level, innovation factors, entrepreneur's characteristics, and start-up reasons. The management bottlenecks and the necessary fields of government's support are also investigated across the company's growth stages. Empirical analysis was conducted based on the 318 Korean SMEs' data receiving the Venture and/or Inno-biz certification. Results show that managing difficulties of the company have typical pattern according to the stage of growth. The characteristics of an entrepreneur such as age, education background and past experience affect the early stage of starting business. We also found that the technology level is closely connected with operational innovation activities and circumstances, entrepreneur's characteristics, start-up motives, and technological innovation activities.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.4
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• pp.347-357
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• 2006

Six sigma activities in an information and communication technology company in Korea are introduced. Korea Telecom(KT) was a public company for a long time and became a private enterprise not long ago. Although this company adopted many innovation programs, they were not effective because of the company's characteristics : long-time government-owned and information service industry. This paper describes the reason why KT introduced six sigma, some implementation strategy, and key factors to successfully deploy it. This paper is expected to be helpful to public or service industry in which it is very difficult to implement innovation activities.

• Journal of the Korea Safety Management & Science
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• v.12 no.3
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• pp.237-247
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• 2010

Global financial crisis at 2008 bring about the great change to the company itself and its environment. In these days, the company needs change to the ambidextrous organization, which have more efficiency processes also have more attractive products and services. Ambidextrous organization purse exploiting and exploration innovation program. For the existing process's incremental and rapid improvement, the exploiting innovation programs are used such as 6 Sigma program and so on. For the new business model's searching and developments, the exploration innovation programs are used such as blue ocean program and brainstorming and so on. In this paper is presented the new procedures, for the new business model development, combining exploration and exploiting innovation programs. To obtain the creative business ideas, various exploration methodologies are adopted based on 6 Sigma's methodology, The new procedures are applied to the venture company and examined its validity.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.1
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• pp.237-251
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• 2023

This study tried to understand the effect of internal resources, capabilities, and business model innovation of venture enterprises on industrial property performance, as based on previous studies that securing industrial property rights has a positive effect on the technology commercialization of venture companies. Venture company capabilities were classified into intrinsic elements of a company (company's research resources) and creative elements (commercialization capabilities) that implement them, and they were intended to show that they could lead to a company's potential competitiveness through innovation in business models. In order to verify this research purpose, an empirical analysis was conducted on 1,733 corporate companies among venture confirmation companies subject to the 2019 venture company precision survey. It was confirmed that the systematic research organization and commercialization capabilities of venture companies were significant (+) in industrial property performance. However, in the final research model that applied both the rules of the business model's innovation variable, commercialization capability and business model innovation were significant (-), and research organization × business model innovation showed significant results (+). This means that venture companies' excellent resources and capabilities can have a positive impact on industrial property performance individually, but when applying the level of innovation in the actual business model, they must interact with the business model. The results of this study are meaningful in that it is necessary to pursue business model innovation that secures clear differentiators compared to competitors as well as strengthening the company's internal resources and capabilities to secure industrial assets and innovation growth.