• Journal of the Semiconductor & Display Technology
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• v.21 no.3
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• pp.69-73
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• 2022

The application of cloud computing to many industrial domains is rapidly increasing, and domestic and foreign cloud service providers are actively conducting business. In the domestic cloud market, it is necessary to establish an ecosystem with partner operators that work closely with private cloud service providers. In this paper, to create such an environment, we propose a framework that can evaluate the capabilities of partners required for cloud service providers to establish specific business strategies. The framework proposed in this study establishes criteria for evaluating partners' competencies and applies a decision-making model such as fuzzy AHP for evaluation. Eventually this will help not only to expand the domestic cloud market but also to strengthen the competitiveness of domestic cloud partners through the growth of the domestic cloud market.

• The Journal of Bigdata
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• v.2 no.2
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• pp.9-16
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• 2017

Global Platform Solution Company (aka Amazon, Google, MS, IBM) who has cloud platform, are driving AI and Big Data service on their cloud platform. It will dramatically change Enterprise business value chain and infrastructures in Supply Chain Management, Enterprise Resource Planning in Customer relationship Management. Enterprise are focusing the channel with customers and Business Partners and also changing their infrastructures to platform by integrating data. It will be Digital Transformation for decision support. AI and Deep learning technology are rapidly combined to their data driven platform, which supports mobile, social and big data. The collaboration of platform service with business partner and the customer will generate new ecosystem market and it will be the new way of enterprise revolution as a part of the 4th industrial revolution.

• Journal of Venture Innovation
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• v.4 no.2
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• pp.57-75
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• 2021

KHNP's shared growth activities are based on such public good. Reflecting the characteristics of a comprehensive energy company, a high-tech plant company, and a leading company for shared growth, it presents strategies to link performance indicators with its partners and implements various measures. Key tasks include maintaining the nuclear power plant ecosystem, improving management conditions for partner companies, strengthening future capabilities of the nuclear power plant industry, and supporting a virtuous cycle of regional development. This is made by reflecting the specificity of nuclear power generation as much as possible, and is designed to reflect the spirit of shared growth through win-win and cooperation in order to solve the challenges of the times while considering the characteristics as much as possible as possible. KHNP's shared growth activities can be said to be the practice of the spirit of the times(Zeitgeist). The spirit of the times given to us now is that companies should strive for sustainable growth as social air. KHNP has been striving to establish a creative and leading shared growth ecosystem. In particular, considering the positions of partners, it has been promoting continuous system improvement to establish a fair trade culture and deregulation. In addition, it has continuously discovered and implemented new customized support projects that are effective for partner companies and local communities. To this end, efforts have been made for shared growth through organic collaboration with partners and stakeholders. As detailed tasks, it also presents fostering new markets and new industries, maintaining supply chains, and emergency support for COVID-19 to maintain the nuclear power plant ecosystem. This reflects the social public good after the recent COVID-19 incident. In order to improve the management conditions of partner companies, productivity improvement, human resources enhancement, and customized funding are being implemented as detailed tasks. This is a plan to practice win-win growth with partner companies emphasized by corporate social responsibility (CSR) and ISO 26000 while being faithful to the main job. Until now, ESG management has focused on the environmental field to cope with the catastrophe of climate change. According to KHNP is presenting a public enterprise-type model in the environmental field. In order to strengthen the future capabilities of the nuclear power plant industry as a state-of-the-art energy company, it has set tasks to attract investment from partner companies, localization and new technologies R&D, and commercialization of innovative technologies. This is an effort to develop advanced nuclear power plant technology as a concrete practical measure of eco-friendly development. Meanwhile, the EU is preparing a social taxonomy to focus on the social sector, another important axis in ESG management, following the Green Taxonomy, a classification system in the environmental sector. KHNP includes enhancing local vitality, increasing income for the underprivileged, and overcoming the COVID-19 crisis as part of its shared growth activities, which is a representative social taxonomy field. The draft social taxonomy being promoted by the EU was announced in July, and the contents promoted by KHNP are consistent with this, leading the practice of social taxonomy

• The Journal of Society for e-Business Studies
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• v.27 no.1
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• pp.43-62
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• 2022

This paper is a study to analyze when ISV(independent software company) has more active participation in the platform ecosystem. According to previous studies, companies are active in technological innovation when they can appropriate the outcome of innovation and when they have complementary assets (marketing, manufacturing capabilities, etc.) that can convert the innovation into value. The effect of these two conditions to join platform ecosystem is investigated. The duplication between the ISV's product portfolio and platform service is also included as an independent variable. The two sample groups are composed of independent SW companies that signed a partner agreement with platform companies and non-participating companies in the platform. As a result of empirical study, it is found that the patent rights do not affect participation in the platform. The ISVs might have believed that the benefits from cooperation with platform companies are greater than the risks of exposure to innovative technologies and unique Biz models. On the other hand, downstream's capability and the duplication of product portfolio affect participation in the platform. If ISVs have the downstream capability to transform cooperation into value creation, ISVs are actively participating in the platform. In addition, cooperation is active when the product portfolio is complementary to platform service rather than competition. This study is the empirical study of open innovation between Korean independent software companies and digital platform companies. There are similar prior studies abroad, but there are no similar studies in Korea. It is meaningful in that the determinants of platform ecosystem participation were investigated through empirical analysis by composing a sample group of companies participating in the platform ecosystem and companies not participating in the platform ecosystem.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.5
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• pp.43-52
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• 2014

It becomes to be essential for firms to build up collaboration ecosystem with diverse entities and to be common for firms to absorb knowledge from external environment for their innovation. Companies try to transfer technological or knowledge asset to other firms through open innovation. The purpose of this research is to suggest the role of universities in University-Industry Collaborations besides research collaboration and we focus on the role of university to strengthen the regional business ecosystem network. For this research, we analyze a specific UIC(University Industry Collaboration) program called as "Business Clinic Day" which provides a consulting service for firms, especially, SMEs with a specific problem by a group of consultants including CEOs, professors, and heads of regional public or private service providers. Then we studied how the business network has changed after the program with network analysis. Also, we try to find out the main pattern of network structure extension of business ecosystem with interview. This study illustrates that changing types of network are formed between university and SMEs by clinic day. The result shows that not only new role as a network promoter, but also the partner as a technology-provider in the regional business ecosystem.

• Information Systems Review
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• v.18 no.2
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• pp.1-22
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• 2016

In response to changes in the global market environment, companies in the Information and Communications Technology (ICT) industry have begun to pursue cooperation and competition on a business ecosystem level. In particular, to become a leader in the new growth engine industry of Internet of Things (IoT), companies around the globe aim to consolidate vertically up the value chain through a solid establishment of their platforms. This paper looks at Samsung and Xiaomi, whose strategies for creating an ecosystem based on their own platforms differ in accordance to the ecosystem in which they compete. An analysis of these two companies indicate that Samsung pursues a strategy to become the market standard by openly sharing its platform with complementary companies, whereas Xiaomi pursues a strategy that achieves value as a channel owner through the restriction on which companies may become partners. This paper concludes that as Samsung and Xiaomi strive to become IoT industry leaders, each company pursues a variant of a platform-based value chain integration strategy based on the specific nature of the ecosystems in which they compete, thereby creating value through a symbiotic relationship with their partner companies.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.3
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• pp.77-84
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• 2013

In this paper, we focus the changing role of universities of University-Industry Collaboration (UIC) for enriching the regional business ecosystem network. For this research, we analyze 'Regional Innovation System(RIS)' - a specific UIC program- which provides a marketing service for firms, especially, SMEs with a specific problem by a group of consultants including CEOs, professors, and heads of regional public or private service providers. Then we have analyzed using network analysis how the business network was changed from RIS. Moreover, we will interview the participants in the important position of the network and investigate the reason for bringing a change in the network structure by using this program. This study illustrates that various types of network are formed between university and SMEs. Furthermore, the networks surrounding SMEs are extended to the other people connected to them. This means that the business network of SMEs had been diversified via the facilitation of university. This study throws new highlights on the new role for the university as a network promoter in addition to the partner as a technology-provider in the regional business ecosystem. Moreover, the network analysis between before-and-after can be used for the evaluation of the effectiveness of the various UIC programs.

• The Journal of Small Business Innovation
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• v.20 no.4
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• pp.3-10
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• 2018

With the advancement in digital transformation with smart technologies and the collapse of industry borders, increasing is the importance of understanding customer problems, fostering employee capabilities, and enhancing the partner capabilities to properly provide the best service to customers. This is what is called the humane entrepreneurship in the 4th Industrial Revolution. Humane entrepreneurship is believed to play a critical role in developing business ecosystems and thus economic growth of nations. We empirically tested the ideas that 1) entrepreneurship as a meta-structuring action shape the healthiness of business ecosystem and 2) subsequently both entrepreneurship and business ecosystems affect economic development of a country. The results indicate that humane entrepreneurship does not directly affect healthiness of business ecosystem, but the balanced humane entrepreneurship together with opportunity in business ecosystems has a positive relationship with GDP growth. In other words, opportunity can be appropriated by entrepreneurs who have balanced sense between human and enterprise dimension. Data collection and methodologies are discussed further in the paper.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.29 no.2
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• pp.94-99
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• 2021

UTM is an air traffic management ecosystem under development for autonomously controlled operations of UAS by the FAA, NASA, other federal partner agencies, and industry. They are collaboratively exploring concepts of operation, data exchange requirements, and a supporting framework to enable multiple UAS operations beyond visual line-of-sight at altitudes under AGL 500ft in airspace where air traffic services are not provided. Minimum Safe Altitude is a generic expression, used in various cases to denote an altitude below which it is unsafe to fly owing to presence of terrain or obstacles. The European drone regulation mentions that the UAS is maintained within 120 metres from the closest point of the surface of the earth during flight, except when overflying an obstacle. This study attempted to develop a minimum flight altitude database system. Based on domestic and international rules and regulations on setting the minimum flight altitude it is expected that it can be applied to the operation of aircraft and unmanned aerial system in UTM environments for specific area in Korea.

• International Journal of Advanced Culture Technology
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• v.11 no.2
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• pp.125-131
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• 2023

OVO is a digital platform that provides simple payments and smart financial services, as well as one of the largest digital payment platforms in Indonesia. It has wide coverage and security when making payments, and supports multiple settlement currencies. The purpose of this study is to explore the history, business model, and future strategic direction of OVO, an Indonesian e-wallet. To date, OVO has built its own mobile payment ecosystem covering a wide range of consumer scenarios including e-commerce, travel, offline shopping and finance. And it supports mobile banking, online banking, debit cards or selected partner merchants. Its three largest transaction categories are in the transportation, retail and e-commerce sectors. With over 110 million consumers and 1.3 million merchant users, it is one of the dominant e-wallets in Indonesian market and has become the country's e-payment market leader. OVO eWallet's 'One Card' model offers convenience and choice for users, thus contributing to the rapid growth of OVO eWallet. And OVO eWallet competes fiercely with other competitors, but OVO eWallet continues to grow in terms of the number of users and market share. Finally, this study analyzes the strategic goals and plans of OVO eWallet, predicts its future direction. OVO eWallet has a huge success, but there are still competition and challenges to face.