• 벤처창업연구
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• 제7권2호
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• pp.19-24
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• 2012

본 연구는 중소기업 융합개념과 융합유형을 명확히 정립하고 중소기업 융합 사례를 유형별로 파악하여 융합을 통한 중소기업 경쟁력 증대에 도움이 되고자 하였다. 중소기업 융합유형은 Deloitte(2009)에서 제시한 기술과 산업, 가치개선과 창출 2가지 차원을 수용하여 기술은 투입, 산업은 산출의 차원에서 정의하여 중소기업 융합을 기술개선-시장확대형, 기술개선-시장창출형, 기술창출-시장확대형, 기술창출-시장창출형 4가지로 나누고 중소기업 융복합기술개발사업 우수사례집('11년 8월)에 소개된 기업들을 중심으로 융합유형을 분류하였다. 그 결과, 전체 13개의 사례 중 기술개선-시장확대형 5개, 기술개선-시장창출형 4개, 기술창출-시장확대형 3개, 기술창출-시장창출형 1개 순으로 나타나 중소기업의 경우 기술창출 보다는 기술개선에, 시장창출보다는 시장확대에 초점을 두고 융합이 이루어지고 있었다. 이러한 중소기업 융합 유형별 사례분석을 통해 파악할 수 있는 것은 중소기업이 융합을 통한 신기술이나 신시장을 창출하는 것이 매우 어렵다는 것이다. 따라서 중소기업은 기술개선을 통한 시장확대를 융합의 목표와 결과로 생각하고 있는 것으로 추정된다. 국가의 신성장동력을 육성하기 위해서 신기술이나 신산업 창출도 중요하지만 중소기업의 현실을 고려한 정책지원도 함께 고려해야 한다.

• Journal of Information Technology Applications and Management
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• 제21권1호
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• pp.137-150
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• 2014

The following study specially aims to market platform in the mobile circumstance. The characteristics of customers and infrastructure are handled by market platform under the new media. These characteristics will be revealed based on the unification of organizational structure and interaction of information structure in the relationship marketing. This study investigates what characteristics and impact of infrastructure of Market Platform will affect the cognitive impact on both buyers and sellers to clarify the impact on Perceived integratedness and Interactive Accessibility of the shopping process. Through this investigation, modeling for the impact that new media environment will attract Market Platform will be developed from the investigation of attractiveness of mobile market platform environment. Changes in the technical media environment gave the characteristics of the customer in the market platform, so consumers could involve not only consumed, but also manufactured. Thus, it is possible to increase the attractiveness if market must be able to not only for the convenience of shopping, but also make people to enjoy the experience of value co-creation. In other words, the new media, as a result of affecting the marketing system, mobile market platform is organized on the base of the market communication. Perceived integratedness and Interactive Accessibility, 2 properties of new media increase the co-creation experience and perceived convenience in the market platform of their customers. Therefore, the structure of market platform that enhance the co-creation experience and perceived convenience has higher attractiveness. They create beneficial experience to the customers and productive values to the producers as well.

• 노동경제논집
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• 제29권1호
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• pp.99-127
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• 2006

이 연구는 1982~2002년까지 통계청의 "광공업통계조사" 원자료를 이용하여 사업체의 상품시장 지배력 수준이 일자리 창출과 소멸, 일자리 순증가율에 미치는 효과를 분석하였다. 사업체의 상품시장 지배력의 대리변수로는 사업체의 시장점유율 수준을 사용하였다. 사업체의 규모와 업업력(業力), 임금수준 등의 속성을 통제한 이후 사업체의 시장점유율은 일자리 창출에 부의 효과를 미치고, 일자리 소멸에 정의 효과를 미치며, 일자리 순증가율에 부의 효과를 미치고 있다. 또한 한국 광공업의 일자리 창출은 시장 지배적 사업체와 경쟁 사업체 모두 1998년을 기점으로 지속적 감소추세로 돌아섰다.

• STI Policy Review
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• 제2권1호
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• pp.55-73
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• 2011

Intermediaries are presenting not only transactional information that orchestrates electronic transaction, but also market related information and knowledge useful for sellers' understanding of the market status. However, we do not have strong evidence that the market related information and knowledge is properly utilized by sellers and that it has an actual influence on sellers' performance. According to the research result, absorptive capacity and the pattern of information system utilization is statistically significant to sellers' performance mediated by operational efficiency and market knowledge creation. Especially, explorative utilization of information system and realized absorptive capacity has a stronger influence on sellers' performance mediated by market knowledge creation. With this research result, this study maintains that sellers are required to absorb and utilize market related information and knowledge more actively through explorative utilization of information system to achieve better performance in the e-marketplace. On the other hand, intermediaries are recommended to provide abundant and valuable market related information and knowledge for the sellers to build up better e-marketplaces.

• The Journal of Asian Finance, Economics and Business
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• 제8권2호
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• pp.439-451
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• 2021

The study aims to investigate the process employed by companies to intentionally create market categories through implementation of product strategy. Much of the research on market category formation focuses on the spontaneous emergence of market categories, with a few studies focusing on the intentional creation of market categories. In the course of this study, I therefore sought to understand the logic by which companies intentionally create market categories, by treating the process through which market categories are formed as a sensemaking process, and by treating the behavior of a company intentionally forming a market category as an effort to manage this sensemaking process. In empirical study, we conducted an exploratory case analysis through content analysis of company press releases and consumer reviews. It is possible that market categories can be formed or changed if the way in which they are shared among market participants can be changed. In this study, we identified two sense-giving activities for the creation of market categories by firms as follows: (1) reorganizing market categories that flat-panel TV manufacturers in the North American market have attempted to form into subcategories of smart TVs, and (2) connecting them to surrounding categories through strategic labeling to establish new categories.

• 지식경영연구
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• 제1권1호
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• pp.47-64
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• 2000

As the Knowledge Economy grows bigger, studies and practices of knowledge management flourish in almost every organizations. Yet, the studies of fundamental relationships between knowledge and organization have not been sufficiently developed. It is partly because current knowledge management mainly focus on the technical aspects of the theme. This paper tries to find the possible organizing principles and theoretical foundations of knowledge-intensive organizations through the perspective of knowledge market and knowledge community. Based on the differentiation of "knowledge" and "knowing", the author draws several propositions about knowledge creation and knowledge use. Then, the author relates these propositions to the design and implementation of two theoretical models of organizations, i. e. knowledge market and knowledge community. Major claims are: 1) Knowledge use and knowledge creation process are conceptually separable, so that different conceptual models (market & community) need to be applied. 2) Since knowledge use and creation should be integrated, organizations in the Knowledge Economy should be the efficient knowledge market and, at the same time, knowledge community with care and cooperations. 3) The network of independent small KIFs(knowledge-intensive firms) could be considered as the possible organizational model of the future.

• KDI Journal of Economic Policy
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• 제44권3호
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• pp.75-99
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• 2022

This paper analyzes job creation when the Korean economy transitioned to a knowledge economy from the 1990s to the 2010s. During this period, the ratio of service to manufacturing jobs increased, knowledge intensive industries grew, and job creation became geographically concentrated around Seoul. The changes slowed down in the 2010s, and overall job growth weakened. To analyze the effect of job creation driver industries during this period, the main part of which are knowledge intensive tradable service industries, on local service job creation, I use a modified version of the local labor market of Moretti (2010). I analyze the job changes during 1995-2005 and during 2006-2016 in 237 Si-Gun-Gu areas in the Census on Establishments datasets. I find that one manufacturing job creates 0.5 local service jobs and that one tradable service job creates 1.1 jobs within Gu areas of metro cities and 2.3 jobs in Si-Gun areas. The job creation relationship between the tradable and local service sectors was not altered in this period. As more jobs were created in the tradable sector driven by the transition to a knowledge economy, job creation overall remained active, with the opposite also being true.

• 만화애니메이션 연구
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• 통권27호
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• pp.51-78
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• 2012

만화시장은 크게 출판만화(만화잡지와 단행본) 및 웹툰(webtoon)으로 구분된다. 만화가들이 지속가능한 작품활동을 하기 위해서는 만화시장이 활성화되어야 한다. 만화시장의 활성화를 위한 여러 가지 논의방안이 도출될 수 있으나, 본 연구에서는 출판만화 시장의 한 종류인 단행본시장에서의 만화시장 확대방안을 논의하고자 한다. 단행본 시장에서의 만화시장 확대는 기존의 단행본시장의 활성화와 새로운 단행본시장의 창출이라는 2가지 방안이 있다. 이 중에서 후자인 새로운 만화시장의 창출(확대)을 위해 '장르융합형 지식만화'에 초점을 두고, '장르융합형 지식만화의 만화시장 창출과정'을 살펴본 후, 이를 토대로 새로운 만화시장 창출모델을 개발하고자 한다. 이러한 연구목적을 위해 3개의 장르융합형 지식만화(만화공인중개사, 네모 속의 답을 찾아라, 기적 같은 영문법)를 사례로 선정하였고, 각 사례들의 기획과정과 출판과정 및 (서점)유통과정에 대한 세부사항을 분석하였다. 분석을 위한 연구의 모형으로는 "기획과정 ${\rightarrow}$ 제작과정 ${\rightarrow}$ 유통과정"을 사용하였다. 분석요소를 구체화하기 위한 분석틀로는 "기획과정((1) 제작목표, (2) 크기 분량, (3) 내용구성, (4) 인세 계약조건) ${\rightarrow}$ 제작과정((1) 만화원고 제작, (2) 원고 스캔과 칼라링, (3) 편집 교정, (4) 필름출력 인쇄 제본) ${\rightarrow}$ 유통과정((1) 발행부수 판매부수, (2) 인세수입, (3) 이윤, (4) 파생효과)"을 사용하였다. 분석결과 3가지 사례 모두 파생효과(파생 지식만화의 제작 유통)가 발생함으로써 지속적인 만화창작이 이루어지고 있었다. 이러한 파생효과가 발생한 근본적인 이유는 처음에 기획 제작한 장르융합형 지식만화가 만화시장을 새로이 창출함과 동시에 만화수요자들의 꾸준한 구매에 의하여 수익(작가의 인세수입과 출판사 이윤)을 가져왔기 때문이다. 장르융합형 지식만화의 수익창출(시장매출증가)은 다음과 같은 두 가지 측면에서 파생상품의 창작 제작이 가능한 여건을 조성하였다. 첫째, 만화가들의 경제적 안정이다. 지식만화의 인세수입으로 경제적 생활안정이 된 만화가가 새로운 작품에 대한 창작활동을 더욱 활기차게 진행할 수 있는 여건이 조성된 것이다. 둘째, 출판사의 경제적 이윤창출이다. 지식만화의 판매부수 신장으로 수익(이윤)을 보게 된 출판사가 만화가의 또 다른 작품활동을 통한 파생상품의 출판에 대하여 긍정적으로 허락할 수 있는 여건이 조성된 것이다. 이러한 여건조성은 지식만화의 수익이 파생상품에서도 발생할 것이라는 낙관적 기대감을 형성하기에 가능한 것으로 파악된다. 결과적으로 장르융합형 지식만화의 창작 출판을 통해서 새로운 만화시장의 창출이 가능하다는 사실을 알 수 있었고, 또한 그로부터 '장르융합형 지식만화를 통한 만화시장 창출 모델'을 개발할 수 있었다. 본 연구를 통해 개발한 만화시장 창출 모델을 토대로 여러 분야에서의 지식만화를 다양하게 기획할 수 있는 가능성이 제기 되었으며, 이러한 다양한 기획들이 만화가들의 지속가능한 창작활동에 도움을 줄 것으로 예상된다.

• 지식경영연구
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• 제8권2호
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• pp.1-16
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• 2007

This paper describes the Blue Ocean Strategy and Business TRIZ (Russian Theory of Inventive Problem Solving) Tactics as one method for knowledge creation and innovation. The opening new market avoiding keen competition is very popular recently and is not just prosper, but survival problem. As one new strategy for finding new market, the Blue Ocean Strategy gives the big blueprint for new market, but has no enough tools to make more concrete ideas. In this paper, we suggest using the Strategy Campus and other tools in the Blue Ocean Strategy at initial stage and then, compensating the TRIZ principles to make more concrete ideas for new market as tactics. We applied it to find the new market for conventional newspaper industry and EBS (Education Broadcast System) management innovation in Korea as case studies and got better results comparing to using only the Blue Ocean Strategy.

• Asia Marketing Journal
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• 제15권4호
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• pp.1-32
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• 2014

The purpose of this paper is to investigate upon a diversification strategy through market creation of CJ Group, which has contributed in positioning of the firm as one of the leading conglomerates in South Korea. With such objective, the background of CJ Group, followed by its business diversification strategies were explored, with reference to several case studies. The history of CJ Group began with establishment of CheilJedang Industrial Corporation in 1953, as the first domestic sugar producer and exporter of South Korea. The corporation gradually expanded its business ever since at both national and global level, to include the fields of food production, pharmaceutical, biotechnology, and life chemicals. Later, CheilJedang (CJ) Group was established as an affiliate of CheilJedang Industrial Corporation. With such independence, extension of business has been witnessed across the industries of media, entertainment, finance, information technology and distribution. Thus, the current CJ Group pursues to define itself as a progressive global living culture company with four major business categories from food and food service, biotechnology, entertainment and media, and logistics. Despite its success in today's market, CJ Group underwent hardships in its business diversification in 1990s due to indiscreet management, along with the Asian financial crisis. Here, many firms overcame the financial difficulties by taking advantage of the exchange rate for overseas expansion. Though, CJ Group tried to differentiate itself by focusing on the domestic market by creating something out of nothing. Hence, CJ Group takes a unique position among many cases of business diversification and their categorization. In an effort to identify and classify the types of growth experienced by the top 30 companies in South Korea, the firms were categorized into four groups according to their diversification strategies adapted after the Asian financial crisis. Based on the mode and time of entry, corporations were identified either as the 'Explorer', 'Invader', 'Venture Capitalist', or 'Assimilator'. Here, the majority of the firms showed the qualities of Invader, entering mature markets through large-scaled mergers and acquisitions. However, CJ Group was the only firm that was categorized as an Explorer, for its focus on the newly emerging service sector in culture-contents industry. This diversification strategy through market creation is worth examining, due to its contribution in generating simultaneous growth between the market and the company itself. Diverse brands of CJ Group have been referred to as case studies in this regard, from 'Hatban', 'Cine de Chef', 'VIPS' to 'CJ GLS'. These four businesses, each to represent processed food, film, restaurant service, and logistics industries respectively, show CJ Group's effectiveness in creating a whole new category of goods and services that are innovative. In fact, such businesses not only contributed in advancement of consumers' wellbeing, but toward generating additional value and employment. It is true that the diversification strategy of CJ Group requires long-term capital investment with high risk, compared to the other strategies mentioned in the paper. However, this model does create high employment and additional values that are positive to both the society and the firm itself. Therefore, the paper comes to a conclusion that the diversification strategy through market creation conveys the most positive impact relative to the others.