• Journal of Technology Innovation
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• v.24 no.3
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• pp.53-79
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• 2016

Due to the rapid change of corporate environment of small and medium enterprises (SMEs), there is an increasing needs for the effective utilization of knowledge intensive services. Current knowledge intensive services for SMEs include various activities including venturing, R&D planning, R&D support, marketing, and networking. However, these activities are not differentiated according to the institutions that provides those services. In response, this study aims to explore and identify core knowledge intensive services, and specify the target knowledge service. The case study was conducted for the Divison of SMEs innovation in Korea Institute of Science and Technology Information (KISTI).

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2005.05a
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• pp.429-435
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• 2005

True process collaboration can be accomplished through seamless integration of business processes and enterprise knowledge. Therefore, it is natural that the concept of Business Operating System (BOS), proposed by Delphi Group in 1994, is currently considered as a next evolutionary step for Business Process Management System (BPMS). Literature reports very little work, however, especially, on a comprehensive architecture of the system. This paper proposes an architecture of BOS with the following definition: ' BOS is an intelligent activity supporting system that provides a comprehensive and personalized work environment to each knowledge-intensive worker. ' To propose an architecture of BOS, the paper first identifies and classifies functional requirements for Business Operating System. Then, it proposes a data model and an architecture of the system to satisfy the functional requirements. The proposed architecture focuses on two essential technical requirements. First, the system should provide an effective means to integrate data and processes and to standardize distributed component systems. Secondly, the system should also be intelligent enough to assist workers to perform their knowledge-intensive work. The paper shows how these requirements can be achieved by using Semantic Web and Web Service.

• Management Science and Financial Engineering
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• v.17 no.1
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• pp.45-63
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• 2011

The aim of this paper is to consider the process of supplying trained workers with knowledge and skills for upcoming business opportunities and the process of training apprentices to be prepared to meet future demands in an IT service firm. As the demand for new workers fluctuates, a firm should employ a buffer workforce such as apprentices or interns. However, as a result of rapid business development, the capacity of the buffer may be exceeded, thus requiring the company to recruit skilled workers from outside the firm. Therefore, it is important for a firm to map out a strategy for manpower planning so as to fulfill the demands of new business and minimize the operation costs related to training apprentices and recruiting experienced workers. First, this paper analyzes the supply and demand of workers for the IT service in a knowledge-intensive field. It then presents optimal human resource planning strategies via the familiar method of stochastic process. Also, we illustrate that our model is applied to the human resource planning of an information security service firm in South Korea.

• STI Policy Review
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• v.2 no.1
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• pp.35-53
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• 2011

This paper originates from the questions concerning why Korea has had difficulties in boosting R&D service industries regardless of government efforts over a decade. We first review the intrinsic nature of the R&D services and set up four criteria such as establishment type, diversification of business models, coverage of client firms, and role of R&D service firms as innovation drivers and IP strategies, that will be used in interviewing and analyzing R&D service firms. Second, we carry out in-depth interviews of eighteen R&D service firms to understand business behaviors and relevant characteristics. Finally, we identify five groups of R&D service firms and conclude that differentiated polices have to be implemented according to the groups for promoting the industry effectively.

• Asia pacific journal of information systems
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• v.23 no.1
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• pp.87-106
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• 2013

In the service-oriented economy, knowledge and skills are considered core resources to secure competitive advantages and service innovation. Knowledge management capability, which facilitates to produce, share, accumulate and reuse knowledge, becomes as important as knowledge itself to create service value. Along with knowledge management capability, dynamic capability and operational capability are the key capabilities related to managing service delivery processes. Previous studies indicated that these three capabilities are related to service innovation. Although separately investigate the relationship between the three capabilities. The purpose of this study is 1) to define variables that have effects on service innovation including knowledge management capability, dynamic capability and operational capability, and 2) to empirically test to identify relationship among variables. In this study, knowledge management capability is defined as the capability to manage knowledge process. Dynamic capability is regarded as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Operational capability refers to a high-level routine that, together with its implementing input flows, confers upon an organization's management a set of decision options for producing significant outputs of a particular type. The proposed research model was tested against the data collected through the survey method. The survey questionnaire was distributed to the managers who participated in an educational program for management consulting. Each individual who answered the questionnaire represented a knowledge based service firm. About 212 surveys questionnaires were sent via e-mail or directly delivered to respondents. The number of useable responses was 93. Measurement items were adapted from previous studies to reflect the characteristics of the industry each informant worked in. All measurement items were in, 5 point Likert scale with anchors ranging from strongly disagree (1) to strongly agree (5). Out of 93 respondents, about 81% were male, 82% of respondents were in their 30s. In terms of jobs, managers were 39.78%, professions/technicians were 24.73%, researchers were 12.90%, and sales people were 10.75%. Most of respondents worked for medium size enterprises (47,31%) in their, less than 30 employees (46.24%) in their number of employees, and less than 10 million USD (65.59%) in terms of sales volume. To test the proposed research model, structural equation modeling (SEM) technique (SPSS 16.0 and AMOS version 5) was used. We found that the three organizational capabilities have influence on service innovation directly or indirectly. Knowledge management capability directly affects dynamic capability and service innovation but indirectly affect operational capability through dynamic capability. Dynamic capability has no direct impact on service innovation, but influence service innovation indirectly through operational capability. Operational capability was found to positively affect service innovation. In sum, three organizational capabilities (knowledge management capability, dynamic capability and operational capability) need to be strategically managed at firm level, because organizational capabilities are significantly related to service innovation. An interesting result is that dynamic capability has a positive effect on service innovation only indirectly through operational capability. This result indicates that service innovation might have a characteristics similar to process innovation rather than product orientation. The results also show that organizational capabilities are inter-correlated to influence each other. Dynamic capability enables effective resource management, arrangement, and integration. Through these dynamic capability affected activities, strategic agility and responsibility get strength. Knowledge management capability intensify dynamic capability and service innovation. Knowledge management capability is the basis of dynamic capability as well. The theoretical and practical implications are discussed further in the conclusion section.

• Journal of the Korean Geographical Society
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• v.36 no.4
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• pp.402-417
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• 2001

This study empahsized the nature of spatial patterns, characteristics and embeddeness of foreign business service firms in Korea utilizing questionnaire survey and interview data. Foreign business services firms are active in forming interfirm networks with clients and supply firms in Korea for widening the market share in Korea. But a low proportion of foreign firms is engaged in academies-industry linkages, government organizations, research institutes, and trade associations. Knowledge transfer and interaction also shows low level of network and the regional development of foreign firms is still in the process of developing, not quite embedded yet. Policy guidances and instituional supports are very essential to strenthen interfirm network and collective learning process of foreing firms in Korea lather than mechanical accumulation of investments. Thus, regional foreign direct investment policy should be targeted towards the incrementation of the potential of foreign firms as a knowledge-intensive industry.

• Journal of the Korean Society for information Management
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• v.26 no.3
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• pp.45-67
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• 2009

The ecosystem of the Library has been radically changing in the advent of ubiquitous information service technology. We are already aware of the digital library due to popularizing digital information resources and we are impressed with Library 2.0 and Social Semantic Digital Library of user-centered, service-oriented library. We summarize the ultimate goal of the evolution of library systems as knowledge services and propose a logical model of library system for the realization of knowledge services. This local model can be applied for a library framework to harmonize the diverse knowledge resources, active users with participation and collaboration, the innovation of library business and ubiquitous information service technologies to achieve the missions of library in knowledge-intensive society.

• International Commerce and Information Review
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• v.14 no.2
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• pp.271-293
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• 2012

As service industry became more important, many of studies have been done on the role of service. Such studies has been researched focusing on the relationship between the service intensity in the economy and a country's productivity. Baumal(1967) suggested that service growth in economy would bring about decrease in productivity. However, the economy of developed countries encounter with the productivity growth as their economy grows, which phenomenon called Baumol's paradox. Oulton (1999, 2001) find out the reason of Baumol's paradox in a forward and backward chain effects. So, this paper is aimed at verifying the theory of Oulton (1999, 2001) for 13 OECD countries using panel data analysis. We find out that the intermediate knowledge-intensive service inputs cause a multifactor productivity growth.

• Information Systems Review
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• v.18 no.4
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• pp.43-67
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• 2016

Although many studies have stressed the importance of technology in service innovation, the roles of technology in service innovation are at the center of debates in the service innovation literature. One major research stream regards technology as a trigger for other innovation based on resource advantage theory. Conversely, another major stream considers it as an enabler of other innovations based on complementary theory. The contradictory situation induces the necessity to better understand the role of technology in service innovation. Therefore, this study aims to identify the role of technology in service innovation. This study investigates the role of technology in service innovation based on a service innovation orientation framework. Four service innovation orientations (i.e., service creation, service delivery, customer interaction, and technology) are identified on the basis of Den Hertog's 4D model. This study proposes a research model that examines the indirect effect of technology orientation on innovation performance through the service creation and service delivery orientations, and the effect of technology orientation on firm performance as a moderator between customer interaction orientation and firm performance. Based on empirical data from 193 knowledge-intensive business service firms in Korea, we explain the role of technology in service innovation. The results indicate that technology orientation influences both service creation and service delivery orientations as an antecedent but customer interaction orientation as an enabler. The three service innovation orientations, which are directly and indirectly influenced by technology orientation, positively affect firm performance. The findings also show that the role of technology is different depending on the type of service innovation orientation in this study.

• The Journal of Society for e-Business Studies
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• v.22 no.3
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• pp.87-103
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• 2017

In recent years, many small and medium-sized manufacturing companies are making process innovation and product innovation through the public knowledge services. K Research institute provides different types of knowledge services in combination and due to this complexity, it is difficult to analyze the performance of knowledge service programs precisely. In this study, we derived performance items from bottom-up viewpoints, rather than top-down approaches selecting those items as in previous performance analysis. As a result, 74 items were finded from 82 companies in the K Research Institute case book, and the final result was refined to 17 items. After that a case-performance matrix was constructed, and binary data was entered to analyze. As a result, three clusters were identified through K-means clustering as 'enhancement of core competitiveness (product and patent),' 'expansion of domestic and overseas market,' and 'improvement of operational efficiency.'