• Asia pacific journal of information systems
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• v.11 no.3
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• pp.63-89
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• 2001

The purpose of this research is to develop strategic alternatives for the high-tech products development by comparatively studying characteristics of the industry and R&D structures in Korea and the US. Some of the environmental, strategic, organizational and project teams' characteristics are studied. Data were collected from Korea and US high-tech companies through interviews and questionnaires and event analysis method was used to analyze them. The findings are as follows: First, when the level of market concentration is high, cycle time tends to be longer. Therefore, if there are many competitors in the market, new products development should be swift due to competitive pressures. Second, the developmental strategy should be directed toward the existing customers to speed up new products development. That is, a defensive strategy would result in a shorter cycle time and response time compared to a strategy directed to a niche market. Third, when the level of formalization is high, cycle time tends to be shorter. This means that formal procedures for new products idea development or new products development policies shorten new products development time.

• 한국정책학회보
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• v.23 no.4
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• pp.179-209
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• 2014

Transition studies have been gaining attention among innovation researchers from the early 1990's mainly influenced by emerging global agendas on sustainability. In this paper, we review research issues and trends focusing on four prominent transition theories - Technological innovation systems, Multi-level perspective, Transition management and Strategic niche management. After reviewing main characteristics, research trends and debates of each theory from established literatures, we conduct comparative analysis of these theories and suggest integrated framework that can be considered when modeling transition policy. This integrated framework is applied to the case study on smart-grid policy of Korea.

• Korea and Global Affairs
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• v.3 no.1
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• pp.151-182
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• 2019

Rise of China has correspondingly seen increased Chinese involvement at global stage and regional levels in different parts of the world. This has attracted claims of strategic competition and rivalry between China and U.S., as China is said to be working towards replacing hitherto U.S. influence. Consequently there have been calls for U.S. to counter increased Chinese involvement to safeguard U.S. influences and interests. This study aims to contribute to this debate by examining the extent to which increased Chinese involvement in Africa has, if any, supplanted U.S. strategic interests in the continent. The study contends that, Chinese involvement in Africa has entailed China creating own niche that does not necessary threaten U.S. interests in the continent as widely portrayed and imagined. This is premised on the fact that, U.S. has historically had relatively minimal strategic interests in Africa as compared to other more strategic parts of the world that China could significantly threaten. Seen in this way, increased Chinese penetration in Africa has not had immediate threats to U.S. core strategic interests, thus explaining U.S. measured response to counter Chinese presence in Africa.

• Journal of Science and Technology Studies
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• v.18 no.1
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• pp.219-265
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• 2018

Recently, interest in energy tranisition is rising. Energy transition requires active participation and cooperation of diverse stakeholders, including users / citizens, in that it requires not only changes in technological factors but also changes and coordination of various social factors. Living labs are attracting attention as one of the ways to do this. This article is a detailed analysis of the activities of the mini-PV living lab in the urban area from 2016 to 2017 at the Seoul, Sung Dae Goal. Through the Living Lab, mini PV DIY products, backup centers, local financial services, and the development of a variety of education and training strategies have been achieved. These activities and achievements were analyzed through questions raised on strategic, tactical, and operational levels, as well as through multi-level perspective and interaction between initiative, regime, and niche. In conclusion, this living lab activity confirmed the possibility of a 'transition lap' to solve social problems such as sustainability of energy production and utilization. In particular, it gained remarkable results in terms of the operational leves of transition management governance, that is, transition experiment, and it was also remarkable in that it was the initiative of citizens. However, it did not proceed without difficulty. In particular, structural problems such as the conflict between the flexibility inherent in living lab and the bureaucratic rigidity of the financial support organization have appeared. There was also a limitation that there was no 'transition field' on the strategic level necessary to replicate and expand strategic niches while spreading the knowledge gained from the transition experiment, forming the vision of transition.

• Journal of Global Scholars of Marketing Science
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• v.19 no.3
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• pp.28-36
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• 2009

While existing literature has focused extensively on the strengths and weaknesses of the Chaebol and their ownership and governance, there have been few studies of Korean non-Chaebol firms. However, Lee, Lee and Pennings (2001) did not specifically investigate the competitive strategies that non-Chaebol firms use to survive against the Chaebol in the domestic Korean market. The motivation of this paper is to document, through four exploratory case studies, the successful competitive strategies of non-Chaebol Korean companies against the Chaebol and then offer some propositions that may be useful to other entrepreneurial firms as well as public policy makers. Competition and cooperation as conceptualized by product similarity and cooperative inter.firm relationship respectively, are major dimensions of firm.level marketing strategy. From these two dimensions, we develop the following $2{\times}2$ matrix, with 4 types of competitive strategies for non-Chaebol companies against the Chaebol (Fig. 1.). The non-Chaebol firm in Cell 1 has a "me-too" product for the low-end market while conceding the high-end market to a Chaebol. In Cell 2, the non-Chaebol firm partners with a Chaebol company, either as a supplier or complementor. In Cell 3, the non-Chaebol firm engages in direct competition with a Chaebol. In Cell 4, the non-Chaebol firm targets an unserved part of the market with an innovative product or service. The four selected cases such as E.Rae Electronics Industry Company (Co-exister), Intops (Supplier), Pantech (Competitor) and Humax (Niche Player) are analyzed to provide each strategy with richer insights. Following propositions are generated based upon our conceptual framework: Proposition 1: Non-Chaebol firms that have a cooperative relationship with a Chaebol will perform better than firms that do not. Proposition 1a; Co-existers will perform better than Competitors. Proposition 1b: Partners (suppliers or complementors) will perform better than Niche players. Proposition 2: Firms that have no product similarity with a Chaebol will perform better than firms that have product similarity. Proposition 2a: Partners (suppliers or complementors) will perform better than Co.existers. Proposition 2b: Niche players will perform better than Competitors. Proposition 3: Niche players should perform better than Co-existers. Proposition 4: Performance can be rank.ordered in descending order as Partners, Niche Players, Co.existers, Competitors. A team of experts was constituted to categorize each of these 216 non-Chaebol companies into one of the 4 cells in our typology. Simple Analysis of Variance (ANOVA) in SPSS statistical software was used to test our propositions. Overall findings are that it is better to have a cooperative relationship with a Chaebol and to offer products or services differentiated from a Chaebol. It is clear that the only profitable strategy, on average, to compete against the Chaebol is to be a partner (supplier or complementor). Competing head on with a Chaebol company is a costly strategy not likely to pay off for a non-Chaebol firm. Strategies to avoid head on competition with the Chaebol by serving niche markets with differentiated products or by serving the low-end of the market ignored by the Chaebol are better survival strategies. This paper illustrates that there are ways in which small and medium Korean non-Chaebol firms can thrive in a Chaebol environment, though not without risks. Using different combinations of competition and cooperation firms may choose particular positions along the product similarity and cooperative relationship dimensions to develop their competitive strategies-co-exister, competitor, partner, niche player. Based on our exploratory case-study analysis, partner seems to be the best strategy for non-Chaebol firms while competitor appears to be the most risky one. Niche players and co-existers have intermediate performance, though the former do better than the latter. It is often the case with managers of small and medium size companies that they tend to view market leaders, typically the Chaebol, with rather simplistic assumptions of either competition or collaboration. Consequently, many non-Chaebol firms turn out to be either passive collaborators or overwhelmed competitors of the Chaebol. In fact, competition and collaboration are not mutually exclusive, and can be pursued at the same time. As suggested in this paper, non-Chaebol firms can actively choose to compete and collaborate, depending on their environment, internal resources and capabilities.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.14 no.2
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• pp.45-55
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• 2006

Air transportation industry becomes more competitive because that the restrictions on new access to market were eased and related enough for each airline to choose the freight rate and the route without rein. New competitors are pursuing convergence strategy which focuses on low freight rate as a niche strategy for increasing market share by stimulating low cost demand. This strategy is now spreading all over the world such places as Europe, Asia, Oceania and etc. As of December 1, 2004, hundreds of low cost carriers are participating actively in the market and finding their level as a new strategic group in the air transportation industry with expanding their market. In case of USA, however, many airlines, which had newly entered to the market, went into bankruptcy in the mid-1980s. People Express in USA established in 1980 is one of the examples of failure. In case of Japan, Hokkaido International Airline, a typical low cost carrier which established in 1997, filed for bankruptcy. This study is for examining the strategic implication closely through the study on management strategy and cases of failure of low cost carriers.

• Journal of Distribution Science
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• v.11 no.10
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• pp.37-45
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• 2013

Purpose - Appropriate response to the fast changing economic environment determines SMEs' competiveness in the era of globalization and open market and, therefore, government policies to strengthen SME's competitiveness will be very important in the future. It is time to investigate the element of strategic orientation that is necessary for strengthening the competitiveness of SMEs, and its effect on the success of a business start-up. This study analyzes the network orientation in addition to existing strategic orientation, and focuses on price and quality management capability as mediators for strategic orientation and outcomes of business start-ups. Research design/data/methodology - The orientations of technology-based business founders were classified into market, technology, network, and entrepreneurial orientation. We then investigated the effect of these orientations on product price and quality management capability, as well as the influence of price and quality management capability on the outcome of a business start-up. This study is based on the nation-wide survey of the founders and members of technology-based business establishments. The survey was administered to 300 selected companies via email for a period of one month, at the end of which 175 companies replied with valid answers. Further, for effective and objective research, we used SPSS 14.0 and Amos 7.0 for structural equation modeling assumptions and hypothesis verification. Results - Except for entrepreneurial orientation, the other three orientations, namely, technology, market, and network orientations, affect the price management capability according to our results. The price management capability relates significantly with the sales and customer satisfaction. Especially, technology orientation is the core competency of start-ups that affects price and quality management capabilities. However, technology and entrepreneurial orientation do not influence the outcome of business start-ups, but affect their quality management capabilities. Conclusions - This study confirms that the strategic orientation affects product price as well as quality management capabilities, to introduce new products and achieve successful outcomes. In conclusion, new business founders face the dilemma of trade-off between price and quality in the planning stage of new product development. In particular, price management capability directly affects the outcome. Therefore, price management is more important for a successful start-up than quality management. Especially, during the initial stages of starting up a new business, price management capability entails following the market-leading company, or price penetration strategy. In this stage, price management is dependent on the information from outside rather than on the founder's decision, and it directly affects sales performance and customer satisfaction. In contrast, quality management capability is directly related to the technology capability and market experience of founders. In this case, subjective and proactive decision making is required for differentiation and development of demand in the niche market, which does not directly influence the sales performance and customer satisfaction.

• Journal of Science and Technology Studies
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• v.11 no.1
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• pp.61-88
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• 2011

This paper presents theoretical discussions on socio-techical system transition, by shedding light on the STS context. With a rising attention paid by STI policy researchers, the socio-technical system perspective seems particularly promising in applying to the pursuit for the sustainable development. The normative strand in STI policy research has been strongly influenced by the STS tradition that emphasizes active and participatory roles not only of academian but also of science and technology. Throughout reviewing the development of the socio-technical system perspective, its theoretical components of environment, drivers and dynamics are discussed, often being linked to older perspectives. STI policy involves in socio-technical transition in a manner of transition management and governance, which is the final part of this paper.

• Journal of Distribution Science
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• v.22 no.6
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• pp.69-81
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• 2024

Purpose: Small airports are social and economic enablers and facilitate businesses and individuals. They contribute significantly to the distribution and logistics of the local produce - be it goods or services, thereby impacting the economy but have limited access to funds and poor management restricts their development. Despite the importance, small airports in small cities struggle financially as they are unable to earn profits and have higher operating costs. In other words, this is a paradoxical situation for small airports wherein, despite losses, the regional or national public authorities still finance such airports under socio-economic obligations. Therefore, this study aims to identify the critical success factors for improving small airports' performance and propose a business model. Research design, data and methodology: Using the qualitative research, interviews with 16 stakeholders from Guwahati, Tirupati, Bhubaneswar and Dehradun airports in india were examined. Results: The analysis reveals strategic planning and low cost, non-passenger services, and development of airport economic region as the main factors contributing towards small airports' success. Additionally, providing logistics to the local businesses and creating niche markets are suggested. Conclusions: Small airports, based on their services and the means of targeting customers, could select the relevant approach to improve their overall performance and improve profitability.

• Journal of Korea Technology Innovation Society
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• v.19 no.1
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• pp.1-28
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• 2016

Current Korean innovation system is facing a new turning point while the growth-oriented and S&T provide-oriented development strategy. Accordingly, there are needs for not only system transition in various area, such as sustainable energy, agriculture, and rural area but also STI policy paradigm shift to create a new innovative pathway. Living lab is being discussed in European country as a new innovative model based on user participation and as a niche experiments for sustainable system transition. This study attempts to analyze the living lab cases which are for the purpose of energy transition, agriculture rural areas system transition, and STI policy paradigm shift. Based on this analysis, the implications were derived in Korea. European Suslab project, C@R project, and Taiwan living lab, promoted diverse transitional experiments successfully by collecting users' background and experiences from pre-planning stage and by maintaining the user-driven innovative actions within the whole development process. This result provides various suggestions to current Korean situation that central government and local governments are considering the introduction of living lab. Living lab can also be utilized as a strategic niche experiments for socio-technical system transition in region or country, as a mean of policy integration, and as a new regional innovation model. In addition, it can be an important platform to realize the policy integration reflecting the user and demand-side which are highlighted in recent innovative policy paradigm.