• Journal of Digital Convergence
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• v.8 no.2
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• pp.203-216
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• 2010

This study corresponds to an exploratory survey that identifies and organizes important decision factors for establishing R&D strategic portfolio in the application of digitalized Korean human-dataset. In the case of countries that have performed the above, the digitalized human-dataset and its visualization application development research are regarded as strategic R&D projects selected and supervised in national level. To achieve the goal of this study, we organize a professional group that reviews articles, suggests research topics, considers alternatives and answers questionnaires. With this study, we draw and refine the detailed factors; these are reflected during a strategic planning phase that includes R&D vision setting, SWOT analysis and strategy development, research area and project selection. In addition to this contribution for supporting the strategic planning, the study also shows the detailed research area's definition/scope and their priorities in terms of importance and urgency. This addition will act as a guideline for investigating further research and as a framework for assessing the current status of research investment.

• Journal of the Korea Convergence Society
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• v.10 no.11
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• pp.387-399
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• 2019

This study examines the effects of entrepreneurship and organizational innovation capacity(strategic planning capacity, R&D capacity, technology commercialization capacity) and strategic directionality (customer orientation, technology orientation) The relationship between corporate entrepreneurship and innovation capacity. First, the research model and the hypothesis were set up based on the literature review, and 400 questionnaires were distributed and retrieved for the manufacturing workers in Gyeongbuk province. As a result of the study, it accepted that the corporate entrepreneurship had significant influence on organizational innovation capacity. And confirmed a significant moderating effect of strategic directionality. However, the moderating effect of customer orientation was rejected in relation to entrepreneurship and technology commercialization. These findings can provide guidelines for organizational management in terms of culture by identifying the effects of corporate entrepreneurship and strategic orientation at organizational level.

• Asia-Pacific Journal of Business
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• v.14 no.4
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• pp.191-204
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• 2023

Purpose - The purpose of this study was to analyse the relationship between R&D tax support policy and firm innovation activity using data on firms engaged in 12 national strategic technology sectors. Design/methodology/approach - This study collected survey data from 664 companies engaged in national strategic technologies. The data were then analysed using the Propensity Score Matching (PSM) analysis. Findings - First, corporate R&D tax support had a statistically significant positive (+) relationship with firm innovation performance. Second, there was a statistically significant positive (+) relationship with incremental innovation, but there was no statistical significance with radical innovation. Third, there was a statistically significant positive (+) relationship with the firm's first innovation, but there was no statistical significance with the world's first innovation. Fourth, there was a statistically significant positive (+) relationship with the number of R&D projects of a firm. Finally, there was a statistically significant positive (+) relationship with a firm's open innovation. Research implications or Originality - First, in terms of policy effectiveness, the government needs to consider promoting R&D tax support policies in areas where R&D competition is fierce. For private companies engaged in the 12 national strategic technology fields, the R&D tax support policy is working in the direction of promoting corporate innovation activities, and this positive policy effect is likely to be effective in areas where R&D competition is fierce. Second, if the government wants to improve the quality of corporate innovation activities through R&D tax support policies, it needs to provide incentives higher than the current level.

• KDI Journal of Economic Policy
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• v.14 no.3
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• pp.3-21
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• 1992

By localizing the production of core parts and intermediate goods previously imported from Japan, Korean firms have been striving to increase their market share and profit in the final goods market in which Japanese firms are dominating. Korean producers' efforts, however, have often been thwarted by Japanese suppliers' "strategic" behavior. This competitive strategy involves Japanese exporters supplying parts and intermediate goods at very high prices until Korean firms must locally develop them, and then setting the prices far below the previous level so that the profitability of localization is dramatically reduced, or even means a loss for the Korean manufacturer. This paper intends to explain the strategic behavior of Japanese firms through the concepts of strategic interactions and joint economies. Strategic interactions can be aggressive or accommodating depending on whether competitors are dealing with strategic substitutes or complements. Joint economies exist in multi-stage competition when competition in the previous state favorably influences "profits" of the ensuing stage. Competiton between Korean and Japanese firms (a two-stage game involving production and technology rivalries) can be characterized by joint economies and strategic substitutes: joint economies since technological improvement results in more profits in the production stage; and strategic substitutes since an increase in marginal profits of one firm brings about a decrease in marginal profits of the other in a duopolitic production stage. This implies that the flood of "low price" Japense substitutes is an almost "natural" phenomenon in the context of the duopolistic market described in this paper. In the technology competition stage, on the other hand, technology development and technology transfer can be either strategic complements or substitutes. This implies that, in typical comparative static analyses, the effect of changes in exogenous variables cannot be expected a priori. Thus it becomes very difficult to determine the desirability of applying various policy measures such as countervailing duties, R&D subsidies, and creating demand for localized products. For these reasons, it is indeed likely that the measures suggested as means of circumventing the strategic behavior of Japanese firms (and enhancing technological development of Korean firms) may not work.

• Strategy21
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• s.41
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• pp.108-152
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• 2017

This paper aims to analyze hegemonic competition and the role of naval power. To this end the paper is composed of four chapters titled introduction, the role of naval power in the hegemonic competition, the role of naval power in the East Asia, and the lessons and implications for the Korean Peninsula. Since the modern era, the hegemonic competition in the East Asian region has been the intrusion and struggle process between the world system and the East Asian regional system, and the ocean between these two systems has become the goal and means of supremacy(hegemony). Currently, the hegemonic competition between the US and China consists of systemic competition at the global level and marine competition at the regional level. When South Korea is forced to make strategic choices in the course of the US-China hegemonic competition, naval power will be the first factor to be considered. The ROK is asymmetrically maintaining a deep dependency relationship with the United States in terms of security and China in relation to the economy. And while the ROK's national economic power is acquired from the ocean, the ROK's military power is imbalanced because it is centered on the ground forces. These international relations and asymmetric-unbalanced resources distribution will not be able to effectively cope with the hegemonic competition between the US and China in the future, and will limit Korea's strategic choice. Since naval power and forces are the prerequisites for the hegemonic competition or the maintenance of supremacy we must construct balanced naval forces(naval power) that are not subordinate to the ground forces at the national strategic level for the future of the country.

• Journal of Environmental Impact Assessment
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• v.13 no.3
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• pp.125-135
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• 2004

Environmental Impact Assessment(EIA) in Korea has been used to improve environmental conservation and decision-making. Since environmental impact statement(EIS) was introduced in 1981 with the promulgation of the Environmental Preservation Act in 1977, which replaced the Pollution Control Act legislated in 1963. With a rapid growth of environmental perception as well as the diversification of development activities, however, it has recently bring about a strong demand for a new assessment process related to the strategic level of policies, plan, programs. Method of this study includes analyses of the situation of local EIA and its problematic issues through survey and analysis of information and data, analysis of the level of environmental awareness of professionals and case studies including analysis of foreign strategic environmental assessment. Accordingly, I have elicited a concept of SEA. In addition, I have studied on costs of environmental assessment, and efficiency of internalization of HIA. The survey was carried between September and November 2003, and 177 professionals were asks to complete a questionnaire. As a result of questionnaire survey of environmental pundits, it revealed that 83.8% of participants were in favor of introduction of strategic assessment. This result demonstrated more or less higher approval rate than those of awareness survey done by the Ministry of Environment, i.e. 86.0% ayes, and 14.0% nays. 22.8% of participants agreed to the opinion; "For introduction of this system, earlier is better," 50% reported having an opinion such as, "Will introduce this system in an earliest possible time after correcting problems," 26.3% reported having an opinion such as, "Let's decide the time for introduction of this system after correcting problems first,' and 0.9% reported having an opinion, "it's too early to introduce this system." Specifically, the ratio of ayes on introduction of the system marked 72.8%, and it revealed that a majority of respondents have an opinion such as, "Will introduce this system in an earliest possible time after correcting problems." As means of solutions for the problem regarding the limits of applications that existed in SEA System, factors, such as collecting a wide variety of opinions, securing experts, and faithful implementation, etc. were reported important, and in addition to these factors, respondents revealed having opinions such as, consistent research and development, reflection of public interest, establishment of professional organization, enforcement of after-management service, expanding investments in large, systemizing reference materials, and encouraging public participation, etc. To improve problems involving with present EIA system, it has been identified through this study that SEA is efficient and useful. In order to have SEA introduced successfully, it has been cleared that internalization of effectiveness of environmental cost together with HIA must be accomplished.

• Management & Information Systems Review
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• v.25
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• pp.297-319
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• 2008

Dramatic increase of social concerns on the environments has led companies to take into account environmental issues in strategic decision-making. The strategic consideration on environmental management is essential to the modern companies. This study was initiated with a research purpose to explain the level and the characteristics of corporate environmental strategy through comparing the Hyundai, GM and Toyota Motor Company. The research method adopted by this research is a case analysis. The degree of environmental management strategy was evaluated in functional sectors or value chain including the production, research and development, procurement, logistic and recycling etc. Consequently, this study could find that Toyota is the most advanced company in the level of environmental management strategy. Also there are many differences among three companies in the level and degree of environmental management strategy. Hyundai and GM did not consider environmental management in foreign subsidiaries as much as Toyota. Motor Company. Also the study find out there are actual gaps between the rhetoric and reality in environmental management strategy in Hyundai Motor Co. All companies included in this study consider importantly ISO14001 as the tool to maintain the environmental management of their companies.

• Journal of the HCI Society of Korea
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• v.7 no.2
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• pp.11-16
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• 2012

R&D Strategic Planning plays a crucial role in determining success or failure of R&D. However, current automatic services for supporting the purpose merely provide fragmentary quantitative/qualitative analytics, and force domain experts to carry out further manual analysis by themselves. Thus, this study aims at automatically supporting R&D strategic planning with efficiency and effectiveness. To achieve the goal, we design major services in the viewpoint of the relationship between technology and R&D actor, which are essential elements in R&D. 'Trends and Predictions', 'Technology Levels', 'Relationship Paths', 'Roadmaps', and 'Competitors and Collaborators' services were designed and implemented on about 15 millions papers and patents. Future works will include the support of higher level in the hierarchy of strategic intelligence.

• Journal of Distribution Science
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• v.20 no.1
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• pp.1-11
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• 2022

Purpose: Increasing advancements in the technology industry are forcing people to become more accustomed to digital financial transaction activities. The need for fast and secure payment mechanisms has birthing new idea to digital financial transaction services. Along with increasing access to technology in digital payments, new service is developed in the form of digital wallets as the successor for electronic money. Research design, data and methodology: This research aims to find out whether using QR code as digital payment tool can build customer loyalty in consumers, especially to measure the factors of satisfaction, trust and commitment of customers to do payments with QR Codes. The QR code in this study is refer to the Quick Response Code Indonesian Standard (QRIS) which was officially implemented by Bank Indonesia starting on January 1, 2020 as a means of payment for digital transactions nationally. The research method uses a quantitative approach by way of surveying questionnaires using Likert scale of 100 samples. Results: The hypothesis analysis proved that the variables of satisfaction, trust and commitment together have positive and significant influences on customer loyalty. Conclusion: This research found that there are high interest in Millennials to do transaction using QRIS because it is deemed to be more easy, quick and safe. If a customer achieves a level of loyalty in the usage of digital transaction using QRIS then cashless society lifestyle can be considered successful and can be used in the future.

• Review of Culture and Economy
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• v.17 no.2
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• pp.29-62
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• 2014

Game industry, one of cultural-content industry which is considered as a typical knowledge-based industry and creative industry, is not like the overseas expansion of traditional manufacture, and has different strategy and performance of export expansion through product or project-based strategy. Therefore, it should be approached by each content unit, and necessary to look at the factors that make their decision makings of foreign market entry vary. This study focuses on discovering creativity, absorptive capacity and strategic orientation(market orientation and innovation orientation) which affect the difference of distribution's decision making of entry into foreign market in game industry This paper examined 252 cases of online games in order to investigate creativity, absorptive capacity and strategic orientations for each foreign market and what entry type(among licensing, joint distribution, exclusive distribution) they chose according to the products developed in team level. This helps us analyze the factors affecting market orientation and innovation orientation in the perspectives of creativity and absorptive capacity in comprehensive way, and notice the phenomena which use different foreign distribution strategy though there are company incorporated abroad and their results. This study supplements the limit of the existing Resource-Based View, Resource-Dependent View, and traditional international business theories such as Transaction Cost Theory or OLI Paradigm(Eclectic Framework), and proves how company could reduce asymmetry of uncertainty and information in creative industry and whether they accomplish successful overseas expansion according to strategic orientations.