• Proceedings of the Korea Technology Innovation Society Conference
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• 2017.05a
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• pp.219-219
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• 2017

This study aims at examining each firm's decision-makings of complex product and system (hereafter CoPS) innovation strategy, so that it tries to reveal the nature and role of CoPS innovations strategy. And it designed a comparative case study along with qualitative methods, by having two mobile operators' digital rights management (hereafter DRM) innovation in South Korea's digital music service industry. Through literature review, this study formulated three research propositions: (i) Each firm's decision-makings of CoPS innovations strategy are analytical negotiation process among economic actors in an industry; (ii) Each firm's market power originated from its market share from the installed base through network effect and switching cost influence decision-makings of CoPS innovation strategies; (iii) Each firm's decision-makings of different CoPS innovation strategies are related to their intension of achieving better market power, consequently dominant design. Through empirical examination of two mobile operators' decision-makings of DRM innovation strategy, this study empirically verified three research propositions.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.4
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• pp.49-56
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• 2013

KakaoTalk, a Korean mobile instant messenger service launched by KAKAO Inc., has grown remarkably popular in a short period of time, with its number of subscribers exceeding 100 million as of July 2013. Today, KakaoTalk is an everyday communication tool among most Korean mobile users. Although KAKAO has been the subject of many business and consumer studies, the KakaoTalk platform strategy has not been studied thoroughly. In this study, we analyze its platform strategy through the lens of several widely utilized frameworks such as Platform Leadership (Gawer & Cusumano 2002, 2008), Winner-take-all dynamics (Eisenmann et al. 2006), and Open Service Innovation (Chesbrough 2011). Our results show that Eisenmann et al (2006)'s "Winner-Take-All" platform best explains how KakaoTalk dominated its rivals, Mypeople by Daum Communications and Line by Naver Corporation. In surpassing its rivals, KAKAO delivered a solution to the 'essential problem' that mobile social communication should be upgraded from mobile companies' paid "Short Message Service" (SMS). By doing so, KakaoTalk fulfilled the first requirement of Gawer & Cusumano (2008)'s "Coring" strategy, which explains how a new platform is created. KakaoTalk also satisfied the second requirement of "Coring" by providing economic incentives for KakaoTalk members to interact through its Games and Items store. Actively accepting its customers' ideas and upgrading its services, KAKAO reinforced its platform leadership to its customers and put Chesbrough (2011)'s "Outside In - Open Service" innovation strategy into practice.

• Proceedings of the Korea Technology Innovation Society Conference
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• 2006.11b
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• pp.315-321
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• 2006

• Journal of Korean Society of Industrial and Systems Engineering
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• v.42 no.1
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• pp.21-32
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• 2019

The flow of the $4^{th}$ Industrial Revolution calls for the innovation of the traditional business models of the manufacturers. Servitization is a corporate strategy to respond to changes in the business environment. These days, the value that the market demands can be created on the basis of the product-service integration. Thus the manufacturers must pursue the fundamental innovation of the current strategy and business models. It is necessary to create common values with customers through providing product-service integrated offerings beyond the development, production, and delivery. The purpose of this study is to develop the evaluation indicators for selecting suppliers when the manufacturer who offers the value of product-service integration needs to obtain the resources from outside. The case company in this study is the manufacture firm conducting the retail IoT business as a new business. The Delphi method is used to develop the evaluation indicators for selecting suppliers. This study suggests the academic implications providing the perspective of Servitizaiton by using Delphi method, and the practical implications applying the creating value method of Servitization by collecting the opinions from both value providers and value consumers in the process of developing the evaluation indicators.

• Journal of Service Research and Studies
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• v.7 no.2
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• pp.43-51
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• 2017

The first goal of this study is to confirm validity and reliability of service innovation and service performance concepts in Chinese service industry and to verify positive relationship between the two concepts empirically. Furthermore, as the second goal of this study, we tried to check if cost leadership strategy and differentiation strategy have positive moderate effect on the relationship. Based on the results of survey on 203 Chinese service companies, we verified that service innovation and service performance are valid concepts and that the former has positive effect on the latter and, additionally, differentiation strategy, not cost leadership, showed positive moderate effect on that relationship.

• The Journal of Society for e-Business Studies
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• v.16 no.1
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• pp.49-70
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• 2011

While new service development has become one of the most popular topics among practitioners and academics, methodologies development for new service development is only in its infancy. Especially, despite the growing interests in open innovations that effectively utilize external resources for R&D, existing research on new service development methodology designed to use external resources is scant. This article proposes a new methodology to generate new service business models that utilize massive external resources in combination with internal resources using ICT. The "Open Collaboration Innovation Methodology (OCIM)" is built based upon the theory of open innovation model and social psychology theories on behavioral motivation for cooperation. The model begins with the procedures to identify external resources that meet service objectives and requirements, and suggests motivation, control and monitoring mechanisms to implement a new service model. A business case is followed to demonstrate the use of the model. We expect that this model can be practically used by companies that are planning for developing new business models, and will provide a better understanding on open collaboration models, collective intelligence and crowd sourcing models.

• Proceedings of the Technology Innovation Conference
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• 2002.02a
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• pp.133-149
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• 2002

This study aims to investigate the impact of wide use of digital technology, in particular, the Internet, on innovation process and corporate strategy in electronics industry. The introduction of digital technology has changed innovation process, business model and organizational structure of the electronics companies. With the introduction of digital technology, the entire value chain of electronics industry from procurement, sales, and marketing to R&D and manufacturing has been restructured. E-commerce has been a major agenda for e-business. Recently, collaboration among electronics companies through e-marketplace has emerged as an important issue. A web-based e-commerce standard, so called RosettaNet, has been developed for facilitating e-transactions of electronics firms. The development of digital technology has dramatically increased the processing speed and sophisticated the virtual reality technology. As simulation becomes easier and more effective, the uncertainty and risk involved in R&D has decreased significantly. Another positive impact is closer cooperation between R&D and manufacturing functions. Taking advantage of automated and flexible production technology, has a new type of firm, so called, EMS (Electronics Manufacturing Services) emerged, whose strategic focus is on manufacturing only. The EMS can be seen as a kind of innovative organization, that is, a modular organization for production function. Digital technology has made convergence of computer and communication possible at early years but right now the convergence has been accelerated in extensive areas of communication, broadcasting, information appliances, software, contents, and services. Firms' effort for an innovative product and service has been intensified and the competition for a new standard product and service has become severe in electronics industry. Business activities are always realized in a specific organizational context. Accordingly building up innovation-friendly organization has emerged as a critical concern. Due to the striking decrease of transaction cost, a network type of organization has proliferated, and a business function turns into a modular organization. As a whole, digital technology has pushed electronics firms into developing their own business model, which takes consideration of standardization of business platform and their core competency.

• International Commerce and Information Review
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• v.9 no.2
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• pp.87-101
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• 2007

This study developed seven assumptions to demonstrate the effect of personal innovation, social influences, service quality, mobility and accessibility on perceived usability, perceived convenience use and use intention using a technology acceptance model developed by Davis(1989), and the results are presented as follows: First, the assumption that personal innovation and service quality of mobile banking service will influence the perceived usability was adopted while the assumption that social influences will affect the perceived usability was rejected. Second, the assumption that mobility and accessibility of mobile banking services will influence the perceived convenient use was selected. Third, the assumption that the perceived usability of mobile banking service will influence use intention was rejected while the assumption that the convenient use will influence use intention was adopted. This study suggests that as personal innovation, service quality, mobility and accessibility have a significant influence on use of mobile banking, service providers should pay more attention to development of security programs and diversification of contents.

• Korean Management Science Review
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• v.22 no.1
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• pp.179-197
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• 2005

This study examines market acceptance for DMB service, one of the touted new business models in Korea's next-generation mobile communications service market, using adoption end diffusion of innovation as the theoretical framework. Market acceptance for DMB service was assessed by predicting the demand for the service using the Bass model, and the demand variability over time was then analyzed by integrating the innovation adoption model proposed by Rogers (2003). In our estimation of the Bass model, we derived the coefficient of innovation and coefficient of imitation, using actual diffusion data from the mobile telephone service market. The maximum number of subscribers was estimated based on the result of a survey on satellite DMB service. Furthermore, to test the difference in diffusion pattern between mobile phone service and satellite DMB service, we reorganized the demand data along the diffusion timeline according to Rogers' innovation adoption model, using the responses by survey subjects concerning their respective projected time of adoption. The comparison of the two demand prediction models revealed that diffusion for both took place forming a classical S-curve. Concerning variability in demand for DMB service, our findings, much in agreement with Rogers' view, indicated that demand was highly variable over time and depending on the adopter group. In distinguishing adopters into different groups by time of adoption of innovation, we found that income and lifestyle (opinion leadership, novelty seeking tendency and independent decision-making) were variables with measurable impact. Among the managerial variables, price of reception device, contents type, subscription fees were the variables resulting in statistically significant differences. This study, as an attempt to measure the market acceptance for satellite DMB service, a leading next-generation mobile communications service product, stands out from related studies in that it estimates the nature and level of acceptance for specific customer categories, using theories of innovation adoption and diffusion and based on the result of a survey conducted through one-to-one interviews. The authors of this paper believe that the theoretical framework elaborated in this study and its findings can be fruitfully reused in future attempts to predict demand for new mobile communications service products.

• Asia-Pacific Journal of Business
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• v.12 no.4
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• pp.313-329
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• 2021

Purpose - Digital trade, which started in the early 2000s, is showing a sharp increase due to the recent pandemic. However, despite this proliferation, users' acceptance of innovation is very slow. Cloud services are at the center of digital trade activation. This study aims to contribute to the spread of digital trade through empirical analysis of the resistance factors that hinder the use of cloud service-based digital trade using the innovation resistance theory and the status quo bias theory. Design/Methodology/Approach - In order to achieve the research purpose, this study was conducted with 171 entrepreneurs using cloud service-based digital trade. Structural equation model(SEM) was used through empirical analysis. Findings - As a result of the study, it was found that the complexity of technology, perceived risk, compatibility, and trust in service providers had a significant effect on innovation resistance, and policy trust did not affect innovation resistance. Also, security concerns and institutional trust were analyzed to have a significant effect on the trust of service providers. Research Implications - This study is meaningful to help the rapid diffusion of innovative technologies through empirical analysis of factors that lower the intention to accept cloud service-based digital trade.