• 한국경영과학회:학술대회논문집
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• 한국경영과학회 2005년도 추계학술대회 및 정기총회
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• pp.213-216
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• 2005

In this research, we explore how to manage the transition of technology generations considering incremental innovation of the existing technology generation. Firms can slow down decaying of the existing technology by continuous incremental improvements rather than introducing a new generation technology at the first time if the former strategy is better. We characterize optimal technology transition problem by setting up an optimal control model. The model which is originally designed and solved by Thompson(1968) as a ‘Machine maintenance problem’ has been cited to build the main body of our model. With this analytical model, we derive optimal ‘incremental innovation’ strategy which is considering transition to the next technology. Our analysis indicates that there exists an unique ‘stopping incremental innovation timing’. Before the point of time, the decision maker should make his effort at a maximum level to enhance the current technology. However from the stopping timing to the final time horizon where the new technology is introduced, it is found that not to invest to the current technology any more is optimal.

• 지식경영연구
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• 제11권2호
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• pp.1-16
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• 2010

Despite the well accepted necessity and importance of knowledge management, cases of successful knowledge management are not easy to find. With a case study of a Korean organization, this research introduces an integrated knowledge management model, in which knowledge and work processes are combined to improved knowledge performance. Knowledge-work process integration facilitates knowledge asset creation, transfer, and utilization, through which inefficiencies in knowledge utilization may be removed and knowledge contribution to business performance may be enhanced. Knowledge-work process integration may further be aligned with innovation processes, enabling systematic and continuous knowledge based process innovation.

• International Journal of Costume and Fashion
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• 제7권1호
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• pp.1-10
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• 2007

The Italian fashion industry has achieved a remarkable success in the global market with the distinctive features of its industry structure and product quality, and such a system has been subject to many researches. Especially, the retail structure centered on small speciality retail stores rather than the industry structure of medium and small sized companies and department stores is thought to be the most noticeable distinctive feature that differentiates the Italian fashion industry from other countries. This system is thought to be a driving force behind the continuous development and innovation closely associated with the market. In result, As medium and small size companies are the center of the Italian fashion industry, advantages of small companies based on region, that is, flexibility and innovation of medium and small size companies, close cooperation between companies are utilized and it has been progressing closely with the Italian traditional culture and being modernized based on traditional technological skills.

• 산업경영시스템학회지
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• 제18권36호
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• pp.205-218
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• 1995

The trends of economic business environment have been changed to the ultimate competion, diverse market and need of new technology. To enforce the international competitive power, continuous technology innovation should be propelled. But the characteristics of small and medium company make it hard to get lead of market share. The industry of transportation and stevedoring machinery also have the same situation as small and medium company. This paper try to present the way of competitive power. The Strategic technology innovation for the industry of transportation and stevedoring machinery consists of product strategy, process design strategy, infra-structure strategy and R&D. There are benefits and shortcommings to get the competitive power for the industry of transportation and stevedoring machinery. Therefore the onclusion presented that capital for reverse engineering, export policy, human resource, thechnical cooperation with the institutions are required.

• 산업경영시스템학회지
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• 제45권3호
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• pp.90-103
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• 2022

The purpose of this study is first to understand whether technology innovation capability, which is considered an important factor in the Root companies, directly affects the business performance of the company. Second, it was attempted to determine whether internal resources deemed necessary for a company's continuous competitive advantage and excellent business performance play a mediating role in the technological innovation capability of the Root companies and the business performance. The implications of this study derived from the research results are as follows: Among the elements of technology innovation capability, R&D capability, positively affects both financial and non-financial performance. It was confirmed that the investment ratio could positively affect financial performance such as sales, market share, and yield, and non-financial performance such as corporate image, employee satisfaction, and productivity. Among the factors of technology innovation capability, the technology innovation system positively affects both financial and non-financial performance. Therefore, it can be said that securing rights to owned technology, establishing technology and funding, efficient use of resources, etc., affects financial performance such as sales or market share of a company, and affect the company's production capacity, image, and employee satisfaction. It has been verified that internal resources, including financial, physical, and human resources, can mediate between the three elements of technology innovation capability and corporate financial and non-financial performance.

• 충청수학회지
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• 제20권3호
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• pp.211-221
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• 2007

In this paper, we define ${\bigwedge}$-structure, ${\bigvee}$-structure to generalize some lattices, and study the conditions that a lattice which has ${\bigwedge}$-structure or ${\bigvee}$-structure to be continuous or algebraic.

• 대한산업공학회지
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• 제32권4호
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• pp.323-337
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• 2006

Samsung, recognized as a global leading company, has huge and complex supply chain structures and has been improving them continuously for its fast-growing global businesses. SCM 6 Sigma is the state-of-the-art methodology developed through a combination of SCM innovation concepts accumulated from SCM Business Group in Samsung SDS and 6 Sigma which has successfully settled down as the management innovation tool for many companies in Samsung. The ultimate goal of SCM 6 Sigma is to train and develop future supply chain leaders who are more capable of leading SCM innovations. By leveraging the established 6 Sigma Belt System, Samsung aims to alleviate a shortage of SCM talents that has been a bottleneck in improving SCM performances at its group companies. This explains why SCM 6 Sigma is created. SCM 6 Sigma is the unique and critical component for Samsung to implement its various strategies for continuous improvement of its operations at a higher level of effectiveness and systematically as well. In return on these efforts, many SCM innovation projects have been successfully executed through SCM 6 Sigma up to today. In this paper, we introduce the methodology and explain the business rationale behind it together with its deployment case.

• 한국지역지리학회지
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• 제18권4호
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• pp.388-399
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• 2012

본 연구에서는 기업 대상 설문조사와 면담조사 결과를 토대로 진주 실크산업의 혁신역량을 분석하고, 지역 실크산업 경쟁력 강화를 위해 추진하였던 지역혁신특성화사업의 성과를 평가하였다. 연구의 주요 내용은 다음과 같다. 첫째, 진주 실크산업의 혁신의 원천은 수도권의 고객기업과 진주지역의 대학 및 지원기관인 것으로 나타났으며, 이들과의 네트워크를 통해 제품 및 공정기술의 혁신을 추구하고 있다. 둘째, 진주 실크산업 경쟁력 강화를 위해 추진한 지역혁신특성화사업은 지역 실크업체들의 마케팅 역량 및 R&D 역량 제고라는 측면에서 대체로 긍정적인 영향을 미친것으로 나타났다. 그럼에도 불구하고 지속적으로 쇠퇴하는 지역 실크산업의 존립기반을 강화하기 위해서는 혁신 인프라를 강화하고, 경쟁력 기반을 갖춘 기업들을 중심으로 작지만 강한 기술혁신형 산업 클러스터로의 전환을 모색해야 할 것이다.

• 공학교육연구
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• 제13권2호
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• pp.54-58
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• 2010

The Asian Conference on Engineering Education has organized and is held in Busan. This paper tells the steps for the process of planning of this conference. Firstly, the Innovation Center for Engineering Education in Korea Maritime University and the Center for Innovation and Creativity Development in The University of Tokushima signed the mutual interchange agreement on engineering education in 2005. The interrelation of both centers has made a continuous relation by mutual visiting of teachers and students. The first symposium on engineering education between the two universities was held in 2006. Three symposia were succeeded until now. By the way, the Japanese five-university coalition of engineering education was composed in 2004. This five-university coalition annually held the symposium on engineering education. Two teachers and two students of each university participated in the symposium and introduced their activities. Annual symposium was held every year from 2004 to 2008. Based on these two kinds of symposium, we have planned to enlarge the relationship by including partner universities in both countries. The capstone design coalition on engineering education between the Center for Innovation and Creativity Development in the University of Tokushima and the innovation center for engineering education in Korea Maritime University are introduced. The interrelation of both centers has held by mutual visiting of teachers and students during four years. The capstone design activities of Korea Maritime University and the students' creative design projects of the University of Tokushima were introduced each other. This coalition is planned that it needs to be enlarged by including partner universities in Asian countries.

• 산업경영시스템학회지
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• 제36권4호
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• pp.9-17
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• 2013

The purpose of this study is to figure out the impacts of technological innovation and cost management on productivity in small shipping industries to come up with developmental implications. To achieve this, a survey was carried out to 150 workers in small shipbuilding industries through April 2 to April 20, 2012. As for findings stated above, technological innovation and cost management in the Korean small shipbuilding industries were key factors that elevate financial and non-financial productivity. In the light of low technological prowess and cost structure of small shipbuilding industries, their productivity can be improved when intensive cost management with production factor technology as know-how is realized through quality management, which product development technology is the top priority as an independent niche strategy. Consequently, the combination of infrastructures in small shipbuilding industries with continuous efforts for cost reduction by the link to the systematized structure can't only secure their independent competitiveness, but raise their productivity.