• Proceedings of the Korea Society of Design Studies Conference
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• 1998.04a
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• pp.78-79
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• 1998

• Journal of Korea Multimedia Society
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• v.21 no.6
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• pp.685-697
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• 2018

(Most companies that perform BPR have not achieved satisfactory results or have not performed successful BPRs. There are many reasons for this, but the most important one has caused problems that do not accurately reflect the requirements of various stakeholders. In this paper, we will apply the BPR consulting methodology to a new value innovation requirements engineering process based on the Blue Ocean strategy, which is a way to create a new market without competition by customerizing potential customers by satisfying new customer expectations and needs. This paper uses a requirements engineering process that can generate customer value by applying the ERRC(Erasure Reduce Raise Create) analysis method, which is the core of the Blue Ocean Strategy Framework[1,2]. We will also apply the Six Sigma DFSS (Design For Six Sigma) methodology to improve quality and process through quantitative and systematic analysis. The proposed approach was presented to the BPR consulting to present a practical case, and the results of the empirical analysis of the system user to validate the results of BPR consulting.

• Journal of Distribution Science
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• v.14 no.9
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• pp.5-13
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• 2016

Purpose - This study proposes a framework for service innovation strategy to cope with the emergence of electric vehicles. Research design, data, and methodology - This study designs an electric-vehicle lease program and collects the resulting data to analyze. By analyzing the previous studies on the electric-vehicle market with cases, a theoretical framework based on existing theories is to be set. Results - This study proposes a strategy for the rapid diffusion of electric vehicles. First, a partitioned-pricing system is proposed to create an advantage for electric vehicles in terms of initial purchasing cost relative to traditional internal combustion vehicles. Second, focusing on reducing switching costs is important because electric vehicles have relatively low resale values due to the uncertainty of battery life. Third, a battery-leasing strategy is supposed to reduce the cost of switching from a traditional internal combustion vehicle to an electric vehicle. Conclusions - This paper can provide strategic guidance for decision makers in firms that have already entered the electric-vehicle leasing market by making a recommendation such as a service innovation strategy. The proposed strategy can be considered as an electric vehicle market in the future and can contribute to the wider diffusion of electric vehicles.

• Journal of Technology Innovation
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• v.23 no.4
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• pp.205-244
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• 2015

In response to the recent rapid technological and market changes, the importance of the design of ambidextrous organization has been increasingly emphasized as one of the dynamic capabilities. Firms that show a high performance in the rapid technological and market changes appear to design and implement ambidextrous organization successfully. They have achieved both exploitative competence for continuous innovation with product development and exploratory competence for discontinuous innovation with new market and new technologies. We have examined why and how to design and operate ambidextrous organizations and the effects of ambidextrous organizational characteristics on the performance from structural, contextual and leadership perspectives. We conducted case studies on 3 Korean firms that showed different characteristics of industrial product, company size, etc. Longitudinal case studies exhibit different processes of design and operating ambidextrous organization according to innovative strategy and industrial characteristics.

• Journal of Information Technology Services
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• v.14 no.2
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• pp.231-251
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• 2015

User Experience (UX) and Experience Innovation have been emphasized in the process of New Product Development (NPD). However, previous works which were conducted within the theme of UX mostly focused on the fragmentary aspects of user's experience in a specific usage-context only. For this reason, it is always hard to deal with questions on how to define the abstract concept of UX and how to apply this important keyword in actually NPD process both for satisfying potential users and for setting a market strategy. To address this issue, we focused on the fact that UX has an aspect of composition like pattern and structure. It means that we can understand the context of UX with clarifying characteristics of relations between user and experiential objects. Also, we referred to two sub-concepts of Complexity, Density and Centrality, as representative characteristics of relations in usage-context. Based on this theoretical background, we attempted to find UX design principles and concepts for NPD from the actual example cases of products and services in the real market. From these whole study process, we expect that our findings could have implications for academic and practical areas within the theme of Human-Centered Innovation.

• Journal of Engineering Education Research
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• v.20 no.5
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• pp.34-42
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• 2017

This study aimed to identify the causal relationships among self-regulated learning strategy, problem solving efficacy, task value and learning outcome, and mediation effect of self-regulated learning strategy in engineering capstone design course. The data were collected from 363 university students who enrolled in capstone design courses and analyzed using structural equation modeling method. The results were: first, problem-solving efficacy and task value exerted significant effects on self-regulated learning strategy. Second, self-regulated learning strategy exerted significant effects on learning outcome, but problem-solving efficacy and task value did not. Third, problem-solving efficacy and task value showed significant indirect effects on learning outcome, which confirmed that self-regulated learning strategy fully mediated between two exogenous variables and learning outcome.

• Journal of Digital Convergence
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• v.10 no.11
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• pp.673-680
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• 2012

The purpose of this study is to investigate the moderating role of customer and supplier participation in the relationship between new product/service development processes and product/service innovation. The research result shows that the high customer participation plays the moderating role in the relationship between strategy design and product/service innovation. Thus, if customers give ideas in the strategy design process, the probability of new product/service innovation will be increased. The conclusions and implications are discussed.

• Journal of Information Technology Applications and Management
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• v.24 no.3
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• pp.107-123
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• 2017

This study uses the concept of dominant design to identify the determinants for the emergence of a next-generation dominant electronic display. It employs multiple research methods with the participation of display experts, which combine case studies, an unstructured interview, and the Delphi method. The results show that based on technological innovation and market dominance, a next-generation dominant display is more likely to emerge as a result of technological competition between liquid crystal displays (LCDs) and organic light-emitting diodes (OLEDs). The findings emphasize that the importance of rapid technological innovation, including component and process innovations, and a competitive edge in manufacturing costs are important. The study sheds light on our understanding of dominance in an industry and market, and also provides strategic guidance for practitioners to establish a competitive strategy.

• East Asian Journal of Business Economics (EAJBE)
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• v.10 no.4
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• pp.39-45
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• 2022

Purpose - This short paper reviews the debate dealing with the relationship between strategy and traditional strategy approach on the one hand, and business models and new business model approach on the other hand and tries to offer useful direction to be more helpful to theoretical discussions. Research design, data, and methodology - This paper makes a theoretical analysis to explain the confusion surrounding the debate, reviewing mainly literature survey papers and finds theoretical conjecture and its limitations in order to present useful direction to the future theoretical work. Result - In order to comprise its diversity, business model studies should consider the characteristics of each firm, sector, and market. Adding further elements which are related to each sector or market, theoretical studies can capture the diverse phenomena related to business model and business model innovation. Conclusion - The traditional strategy perspective can be utilized to the Business model phenomenon in the case of incumbent firms and non-digital sector and existing markets. Meanwhile the new business model perspective can be utilized to business model phenomena in case of start-ups and digital sector and emerging markets. Reconciling two perspectives, the studies dealing with the business model should focus on the characteristics of firms, markets, and knowledge from the perspective of business model innovation.

• Fourth Industrial Review
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• v.1 no.1
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• pp.1-10
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• 2021

Purpose - This case study analyzes the internationalization strategy and innovation strategy as key factors contributing to the business success of CAP, a small and medium-sized manufacturing company in Korea producing auto parts such as wipers. This study describes the diversification strategies conducted by CAP Corporation and highlights the company's core competencies that have largely contributed to their global competitive success. Research design, data, and methodology - This paper provides in-depth case study on how CAP was able to grow into a hidden champion company, focusing on their strategies since its establishment. In particular, by analyzing the success factors centering on CAP's aggressive innovation strategy and internationalization strategy, it presents guidelines for small and medium-sized enterprises in Asian countries to become a Hidden Champion company. Result - CAP's product technology has successfully established innovative system on their product called 'vertebra spring' to distribute uniform pressure to the rubber to ensure performance as well as durability of their products. In order to continue benefiting from utilizing core competence and to continue pursuing technological advancement in the wiper industry, CAP has launched a wide range of products (flat blade, conventional blade, hybrid blade) applicable to 95% of the vehicle in the market. Conclusion - Taken together, CAP has many aspects of a hidden champion company by investing in R&D up to 8% of its annual sales to R&D investment even during the crises situation. This number is about 3.36 times higher than the average ratio of listed companies in Korea. Furthermore, the leadership of the management team as well as their vision toward the global market and strong commitment to innovation enabled CAP to become the world's fifth-largest wiper and Asia's No. 1 wiper manufacturer.