• Journal of Korean Society of Industrial and Systems Engineering
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• v.35 no.1
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• pp.154-160
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• 2012

This paper reviewed the two proposed hypotheses. The first hypothesis is to test the relationship between knowledge management and incremental innovation, and the second hypothesis is to test the moderating effect of firm-size on that relationship. Data were gathered from 434 employees in service industry, and multiple regression analysis was used to test two proposed hypotheses. In the first hypothesis, it was appeared that knowledge acquisition and knowledge transfer have positive effects on all incremental innovation factors (process innovation, operation innovation, service innovation). In the second hypothesis, it was appeared that firm-size has an positive interaction effect on incremental innovation in knowledge transfer, but not in knowledge acquisition. It means that knowledge transfer has more positive effect on incremental innovation in large firm-size than in small firm-size.

• Asian Journal of Innovation and Policy
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• v.1 no.2
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• pp.148-167
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• 2012

This paper analyzes the impact of the change in telecommunication regulation changes including the unification of telecommunication service on network investment. The unification of telecommunication service plays a role of separating behavior regulation from entrance regulation and reducing entrance constraints. Therefore, it is expected that the market spillover effect is high through the improvement of behavior regulation. In addition, the effects of the other regulation changes in the 2010 Telecommunications Business Act revision are analyzed. This paper discusses critical factors affecting the decision making process in respect to the firm level and analyzes the impact path guiding investment and innovation. The key findings are as follows. First, the impact of entrance deregulation depends on the intensity of deregulation. If the intensity is not high, this regulation increases the incentive on investment and innovation. However, if the intensity is high as shown in abolishing of licensing, it affects the incentive negatively. Second, if interconnection regulation focuses on existing facilities or the intensity is not strong, this light handed regulation might increase investment and innovation. However, if interconnection obligation is expanded to the facility not constructed or the facility applying new technology, this regulation might deteriorate investment. Third, price deregulation increases the competition of service but it also increases the business opportunity, which means positive effect on investment. Finally, the paper proposes the guideline for telecommunications policy.

• 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 Korean Society for Quality Management
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• v.41 no.4
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• pp.555-566
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• 2013

Purpose: The purpose of this study is to develop innovation index of hospital service integrating 6 sigma and SERVQUAL. Methods: This study used DMA(Define, Measure and Analysis) from 6 sigma and 5 Factors from SEVQUAL. To test data, chi-squire text, association analysis and behavior analysis was conducted. Results: This study indicated the management index through CTQ (Critical to Quality) and Chosen few X using 6 sigma process. Finally, And this study developed 5 Factors; Equipment Utilization in Tangibility, Ratio of Patients/Disease/Behavior/Treatment in Reliability, Survival RAte, Canselation Rate of Reservation, Churn Rate, Interval of Treatment and Confidence in Responsiveness, Frequency of Patients/Disease/Behavior/Treatment in Assurance and Contrast to Best Department/Best Doctor/Best Doctor in Faculty/Average of Mine in Empathy. Conclusion: This study developed innovation index of hospital service. Managing this index, hospital is able to achieve the decline of total treatment cycle, adjustment of patients behavior and increase of equipment utilization. Ultimately, hospital is able to accomplish innovation of healthcare service.

• Journal of the Korea Institute of Information and Communication Engineering
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• v.19 no.3
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• pp.674-682
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• 2015

RnD Service firms are the innovative company that supports innovation, determines the healthy ecosystem in the high tech business sector. RnD service also brings up a regional innovation through the business ecosystem. This study conducted a case study RnD Service firms leading to the activation of high tech industry. We analyze the role of the RnD Service firms through reports and interviews with corporate managers. We understand the growth process was RnD Service firms, and identify the cost of organizing. RnD Service firms are independent economy, but was also a problem that appears is dependent on universities and research institutions sometimes. When the subject of a regional innovation take place the RnD Service sector, It should be noted that the emergence of innovative business. RnD Service model should not be developed by universities and public institutions, it should be a technology development model that occur between companies.

• Journal of the Korea Safety Management & Science
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• v.13 no.3
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• pp.191-197
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• 2011

This paper reviewed the relationship between organizational commitment and incremental innovation, and the moderating effect of tenure. The results of hierarchical multiple regression analysis, based on the responses from 434 employees in service industry, showed that affective and nonnative commitment relates positively with incremental innovation, but continuous commitment relates negatively with incremental innovation. In the moderating effects, affective commitment appeared to have more negative effect on operation innovation in longer tenure employee group, and also nonnative commitment appeared to have more negative effect on process and service innovation in longer tenure employee group.

• Journal of Information Technology Services
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• v.10 no.4
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• pp.295-307
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• 2011

The purpose of this research is to find a better knowledge service R&D management process. There are four basic characteristics in service : intangibility, inseparability, inconsistency, and no inventory. These intrinsic characteristics require us to change the traditional manufacturing sector based R&D management process. It is necessary to develop an effective knowledge service R&D management model to improve the competitiveness of the service industry and Korean economy. A model case knowledge service R&D has been performed to find a better R&D management model. The whole cycle of R&D process, such as planning, selection, performing, and evaluation has been reviewed by real experience. Several important aspects of R&D process are compared between manufacturing R&D and service R&D. A knowledge service R&D management framework has been suggested. The results of this research can be used for building a better service R&D management process.

• 한국디지털정책학회:학술대회논문집
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• 2007.06a
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• pp.51-58
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• 2007

Considering innovation a key to raising living standards, the Ministry of Science and Technology has put in place various measures meeting the needs of the newly promoted Deputy Prime Minister of Science and Technology. Such measures include business process reengineering as streamlining the work process to achieve the improvement in quality and efficiency: building the integrated performance management system to promote performance-or tented environment; and running the 1ifelong learning system for better competitiveness of government officials. Further to the innovation efforts at work, the number of steps of the R&D budget execution is streamlined from eight to five and its payment period is considerably reduced to 15 days from 60 days. In addition, the digitalized R&D budget management systems such as e-Contract System, One-click Processing Monitoring System, and Information Service System through Short Message Service (SMS) will contribute to improving R&D performance. And these systems are efficiently integrated into a portal interface named "Yeon-gu-ma-ru." The Ministry of Science and Technology, spearheading nationwide innovation, will continue efforts to make viable achievements of innovation.

• Journal of Korea Technology Innovation Society
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• v.6 no.4
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• pp.492-507
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• 2003

Material is enabling technology that creates the product performance and the service of most industrial sectors and fields of technology. However, compared to the other fields such as IT, BT, and NT etc., relatively little attention has been paid to the research on strategy and innovation of materials technology. This bias should have resulted in the misfit of policy and less than enough investment in materials innovation. This paper discusses the characteristics, process, and future of the materials innovation. The process and status of materials technology in Korea are analyzed based on the discussions above. Finally, some suggestions for R＆D strategies of Korea are presented on the basis of the nature, trend and barriers of materials innovation.

• Journal of Service Research and Studies
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• v.1 no.1
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• pp.123-148
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• 2011

The types and characteristics of the service business are various in the service process and product. So the communication and sharing for learning about experience and knowledge are very important. But up to the present, the academic and systemic research have not been activated in this field. Recently, the demand and supply in the service business are growing rapidly, the related researches by the scientific and systemic approach are required. In this study, the some research area discussed and suggested in the perspective of service innovation by the Ostrom's research(2010)'s category and suggestions mainly. In the service planning area, some research theme candidates, research trends, and examples are introduced in the categories of the fostering service infusion and growth, the improving well-being through transformative service, and the creating and maintaining a service culture. Also, in the service development area, various research theme candidates, trends, and suggestions are described in the categories of the stimulating service innovation, the enhancing service design, and the optimizing service networks and value chains.