• Korean small business review
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• v.31 no.2
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• pp.19-37
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• 2009

The purpose of this research is to explore differences between small and medium-sized companies and large-sized companies in the impact of human resource innovativeness(HRI), learning orientation(LO), and HRI-LO interaction on innovation effect and business performance. Although learning orientation has long been considered as a key factor influencing good performance of a business, little research was devoted to exploring the effect of HRI-LO interaction on innovation effect and business performance. In this study, it is investigated whether there is a synergy effect between innovative human workforce and learning orientation corporate culture, in addition to each by itself, to generate good business performance as well as a success of new innovations in the market. Research hypotheses were as follows, including H1) human resource innovativeness(HRI), learning orientation(LO), and interactions of HRI and LO(HRI-LO interaction) positively affect innovation effect, H2) there is a difference of the effect of HRI, LO, and HRI-LO interaction on innovation effect between large-sized and small-sized companies, H3) HRI, LO, HRI-LO interaction, innovation effect positively affect business performance, and H4) there is a difference of the effect of HRI, LO, HRI-LO interaction, and innovation effect on business performance between large-sized and small-sized companies. Data were obtained from 479 practitioners through a web survey since the web survey is an efficient method to collect a national data at a variety of fields. A single respondent from a company was allowed to participate in the study after checking whether they have more than 5-year work experiences in the company. To check whether a common source bias is existed in the sample, additional data from a convenient sample of 97 companies were gathered through the traditional survey method, and were used to confirm correlations between research variables of the original sample and the additional sample. Data were divided into two groups according to company size, such as 352 small and medium-sized companies with less than 300 employees and 127 large-sized companies with 300 or more employees. Data were analyzed through t-test and regression analyses. HRI which is the innovativeness of human resources in the company was measured with 9 items assessing the innovativenss of practitioners in staff, manager, and executive-level positions. LO is the company's effort to encourage employees' development, sharing, and utilizing of knowledge through consistent learning. LO was measured by 18 items assessing commitment to learning, vision sharing, and open-mindedness. Innovation effect which assesses a success of new products/services in the market, was measured with 3 items. Business performance was measured by respondents' evaluations on profitability, sales increase, market share, and general business performance, compared to other companies in the same field. All items were measured by using 6-point Likert scales. Means of multiple items measuring a construct were used as variables based on acceptable reliability and validity. To reduce multi-collinearity problems generated on the regression analysis of interaction terms, centered data were used for HRI, LO, and Innovation effect on regression analyses. In group comparison, large-sized companies were superior on annual sales, annual net profit, the number of new products/services in the last 3 years, the number of new processes advanced in the last 3 years, and the number of R&D personnel, compared to small and medium-sized companies. Also, large-sized companies indicated a higher level of HRI, LO, HRI-LO interaction, innovation effect and business performance than did small and medium-sized companies. The results indicate that large-sized companies tend to have more innovative human resources and invest more on learning orientation than did small-sized companies, therefore, large-sized companies tend to have more success of a new product/service in the market, generating better business performance. In order to test research hypotheses, a series of multiple-regression analysis was conducted. In the regression analysis examining the impact on innovation effect, important results were generated as : 1) HRI, LO, and HRI-LO affected innovation effect, and 2) company size indicated a moderating effect. Based on the result, the impact of HRI on innovation effect would be greater in small and medium-sized companies than in large-sized companies whereas the impact of LO on innovation effect would be greater in large-sized companies than in small and medium-sized companies. In other words, innovative workforce would be more important in making new products/services that would be successful in the market for small and medium-sized companies than for large-sized companies. Otherwise, learning orientation culture would be more effective in making successful products/services for large-sized companies than for small and medium-sized companies. Based on these results, research hypotheses 1 and 2 were supported. In the analysis of a regression examining the impact on business performance, important results were generated as : 1) innovation effect, LO, and HRI-LO affected business performance, 2) HRI by itself did not have a direct effect on business performance regardless of company size, and 3) company size indicated a moderating effect. Specifically, an effect of the HRI-LO interaction on business performance was stronger in large-sized companies than in small and medium-sized companies. It means that the synergy effect of innovative human resources and learning orientation culture tends to be stronger as company is larger. Referring to these result, research hypothesis 3 was partially supported whereas hypothesis 4 was supported. Based on research results, implications for companies were generated. Regardless of company size, companies need to develop the learning orientation corporate culture as well as human resources' innovativeness together in order to achieve successful development of innovative products and services as well as to improve sales and profits. However, the effectiveness of the HRI-LO interaction would be varied by company size. Specifically, the synergy effect of HRI-LO was stronger to make a success of new products/services in small and medium-sized companies than in large-sized companies. However, the synergy effect of HRI-LO was more effective to increase business performance of large-sized companies than that of small and medium-sized companies. In the case of small and medium-sized companies, business performance was achieved more through the success of new products/services than much directly affected by HRI-LO. The most meaningful result of this study is that the effect of HRI-LO interaction on innovation effect and business performance was confirmed. It was often ignored in the previous research. Also, it was found that the innovativeness of human workforce would not directly influence in generating good business performance, however, innovative human resources would indirectly affect making good business performance by contributing to achieving the development of new products/services that would be successful in the market. These findings would provide valuable managerial implications specifically in regard to the development of corporate culture and education program of small and medium-sized as well as large-sized companies in a variety of fields.

• Journal of Technology Innovation
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• v.20 no.2
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• pp.109-134
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• 2012

In this era of globalization and fierce competition, R&D is an essential part of corporate development strategy. Accordingly, much effort has been devoted to identify and verify best practices for successful R&D and to improve R&D processes. Nevertheless, there is still lack of a comprehensive framework for assessing the quality of R&D process, which can be used as a step-by-step guide for process improvement. Therefore, this study purposes to develop a framework for assessing R&D process based on the concept of CMMI, which is a process improvement approach that defines the essential elements of effective processes. In particular, we suggest three types of R&D process-new product development, new service creation and new technology creation-and then develop a customized framework for them. For this purpose, we firstly investigated the characteristics of R&D activities for each type of process and identify its base practices from an extensive literature review. Then, the CMMI approach was adopted and modified to suit the R&D process. Finally, an illustrative example was provided to demonstrate the assessment process and a prototype web-based assessment system was suggested. Research findings will help understand the characteristics of different types of R&D process and provide a customized guidelines for R&D process assessment and improvement.

• Journal of Venture Innovation
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• v.6 no.1
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• pp.59-73
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• 2023

In the era of the 4th Industrial Revolution, manufacturing is the implementation of smart factories through digital transformation, and refers to consumer-centered intelligent factories that combine next-generation digital new technologies and manufacturing technologies beyond the existing factory automation level. In order to successfully settle such a smart factory, it is necessary to train professionals. However, education for smart factories is difficult to have actual field mechanical facilities or overall production processes. Therefore, there is a need for a system that can visualize and control the flow and process of logistics at the actual production site. In this paper, the logistics flow of the actual site was implemented as a small FMS, a physical system, and the production process was implemented as a digital system. In real-time synchronization of the physical system and the digital system, the location of AGV and materials, and the process state can be monitored to see the flow of logistics and process processes at the actual manufacturing site. The developed digital twin system can be used as an effective educational system for training manpower in smart factories.

• Journal of the Korean Geographical Society
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• v.37 no.5
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• pp.480-497
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• 2002

This paper is concerned with unveiling the responsiveness of large Korean firms to external shock by examining corporate restructuring in terms of production and organization. Throughout empirical research, I speculate on how corporate restructuring influences and relates to corporate teaming and adaptation. The main findings of this research are as follows. First, the restructuring of business structure was expected to strengthen core competencies and improve profitability and the restructuring of organizational structure to make it possible for responding more quickly to radical changes in its business environment. Second, both downsizing and employment adjustment have assisted the firm with unlearning obsolete practices, preconditions necessary for effectively accomplishing new teaming practices. Third, both the spatial reorganization of production activities and process innovation require and involve learning processes. In conclusion, it claims that corporate restructuring can be seen as a powerful loaming tool, particularly in the context of radical economic change.

• Journal of Venture Innovation
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• v.1 no.2
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• pp.123-139
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• 2018

The research and the experiments were on physicochemical characteristics of Makgeolli based on input timing of Nuruk in the brewing processes, i.e., making mitsul with step-1/step-2 mashing, and making Takju with step-3 mashing, to establish the optimal conditions required for Makgeolli by checking the change of physicochemical characteristics and by inspecting culture characteristics based on input timing of Nuruk. When testing the physicochemical characteristics of mitsul(step-1/step-2), pH and acidity were reduced drastically on Day 1 of culture with step-1 mashing and the trend continued until Day 2 of culture, while there was no large change since then. In the sensory test, the aroma was the highest in M3 at 4.47, the acerbic taste was the highest in M3 at 3.65, the sweet taste was the highest in M1 at 3.88, and the feel in the mouth was the highest in M1 at 3.59. Overall preference encompassing aroma and taste was the highest in M3 at 3.71.

• Journal of Engineering Education Research
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• v.15 no.5
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• pp.69-77
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• 2012

GNTECH-ICEE, which this study seeks to investigate and evaluate, demonstrates a new system of training innovative engineers. An essential component of this operation is a Small Engineering Group (SEG) that links professors, students and industrial experts together, to study and apply different techniques in determining the processes and products that relate industrial sectors needs. As an education program, SEG also provides a right direction for educating students, and generates industry-university link based human resources. Through these efforts, GNTECH-ICEE has effectively trained creative, professional, and practical engineers, by operating a variety of programs for meeting industrial needs and enhancing engineering education. SEG has many merits that have influenced its success so far, but the program also faces some challenges. The merits include; strong group bondage, practical ability incubation, and efficient administrative support. In terms of demerits, it is evident that sufficient theoretical education and local small-middle size enterprises (SMEs)' sustainable participation cannot be warranted. Thus, we propose that initiative strategies have been helpful to maximize GNTECH-ICEE's goal of making students into multi-player engineer, but continuously financial and administrative strategies be put into place in order to guarantee SMEs' long-term devotion to the program, and to help create a sustainable network between students and the companies involved.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.1
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• pp.187-198
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• 2015

The purpose of this research is to explore the characteristics of Korean Global Hidden Champions focused on the success factors of foreign hidden champions. For this, we investigated the application process of these success factors of foreign hidden champions to Korean Global Hidden Champions and analyzed characteristics of Korean Global Hidden Champions with the cases of 11 companies. This research shows that there are the success factors of foreign hidden champions such as leadership and goals, self production, high-performance employees, market focus, continuous innovation, closeness to customer, globalization. This research also shows that there are some differences in the individual application process of success factors to each company. The Korean SME's trying to achieve the position of global hidden champions should know the success factors of foreign hidden champions clearly and investigate the application process of these success factors to Korean Global Hidden Champions carefully so that they may apply these lessons to their management processes and activities.

• Information Systems Review
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• v.18 no.1
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• pp.41-55
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• 2016

This empirical study discusses the current status and future directions of the SME informatization project based on cloud computing technology. Launched by the Korea Technology and Information Promotion Agency for SMEs in 2013, the project started with the exemplar support of seven cooperatives in the industry. Currently, understanding past usage patterns and user expectations is imperative in developing future strategies and implementation plans. We determined that user satisfaction and expectations are different between the generic basic solutions and the industry-specific solutions embedded in the industry-specific business processes. We propose several strategies on how to coordinate market concerns about government invention on the cloud software market and government support to invigorate the use of computer systems among SMEs.

• Asian-Australasian Journal of Animal Sciences
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• v.28 no.2
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• pp.290-302
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• 2015

Growing demand for sustainable production, increasing competition and consideration of health concerns have led the meat industries on a path to innovation. Meat industries across the world are focusing on the development of novel meat products and processes to meet consumer demand. Hence, a process innovation, like nanotechnology, can have a significant impact on the meat processing industry through the development of not only novel functional meat products, but also novel packaging for the products. The potential benefits of utilizing nanomaterials in food are improved bioavailability, antimicrobial effects, enhanced sensory acceptance and targeted delivery of bioactive compounds. However, challenges exist in the application of nanomaterials due to knowledge gaps in the production of ingredients such as nanopowders, stability of delivery systems in meat products and health risks caused by the same properties which also offer the benefits. For the success of nanotechnology in meat products, challenges in public acceptance, economics and the regulation of food processed with nanomaterials which may have the potential to persist, accumulate and lead to toxicity need to be addressed. So far, the most promising area for nanotechnology application seems to be in meat packaging, but the long term effects on human health and environment due to migration of the nanomaterials from the packaging needs to be studied further. The future of nanotechnology in meat products depends on the roles played by governments, regulatory agencies and manufacturers in addressing the challenges related to the application of nanomaterials in food.

• Journal of Technology Innovation
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• v.21 no.2
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• pp.225-254
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• 2013

This paper examines an explanatory power of primary alliance motivation theories, such as 'Transaction-Cost Economics (TCE)' and 'Resource-Based View (RBV)', on the technological alliance partner selection criteria, governance and performance. Adopting perspectives of integration provided by TCE and RBV, this work examines the impact of both theories on the alliance processes such as alliance partner selection, governance and performance. Empirical findings show that both TCE and RBV are effective in explaining the choice of technological alliance partners. In addition, TCE appears to be more effective in providing explanation of technological alliance governance structure. Also, both TCE and RBV are effective in evaluating the technological alliance performance phase, though RBV appears to be slightly more effective.