• Journal of the Korea Academia-Industrial cooperation Society
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• v.22 no.4
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• pp.441-456
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• 2021

Enterprise is focused on R&D innovative activities in order to achieve sustainable growth & secure competitive advantage. There are many factors that influence enterprise innovation performance, but enterprise innovation activities do not always have a positive effect. Therefore, this study analyzed the effects of on innovation performance, focusing on innovation acceleration factors and innovation hindrance factors. The research model analyzed 2,081 national manufacturing enterprises that responded to the 2016 Korean Innovation Survey (STEPI). SPSS 25.0 was used to perform reliability, feasibility, and logistic regression analysis. The results are as follows. First, innovation activities have positive effects on enterprise product and process innovation performance. On the other hand, government support had the opposite results. Second, the collaboration of technology showed a positive effect on product innovation performance, independent of innovation acceleration and hindrance factors. Third, innovation activities showed a positive effect on process innovation performance, regardless of the innovation acceleration and hindrance factors. Unlike prior studies limited to technological innovation, this study analyzed the attitudes of enterprises toward innovation acceleration and hindrance factors. This study is expected to contribute to establishing a strategy for reducing the failure and risk of innovation due to its findings on how innovation performance varies by groups.

• Industry Promotion Research
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• v.8 no.4
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• pp.267-276
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• 2023

Based on the tourism input-output data of five provinces and cities in China's Bohai Rim region from 2015~2021, this study analyzes the efficiency of regional tourism using DEA-BCC and DEA-Malmquist index, as well as its contribution to regional economic efficiency, and identifies factors influencing the comprehensive efficiency. The research results indicate that the comprehensive efficiency of the tourism industry in the China Bohai Sea region has reached an optimal level of 88.9%, but there is still room for improvement, with overall fluctuations. The overall productivity of the tourism industry exhibits a "U"-shaped fluctuating pattern, with growth mainly driven by technological advancements. Due to the impact of the COVID-19 pandemic, the region experienced a nearly 50% decrease in total factor productivity in 2019~2020. However, in 2021, with the implementation of various government stimulus policies, the tourism efficiency rapidly recovered to 80% of pre-pandemic levels. In terms of the impact of the tourism industry on the regional economy in the China Bohai Sea region, Hebei Province stands out as a significant contributor. Based on the aforementioned research findings, the following recommendations are proposed in three aspects: optimizing the supply structure, increasing innovation investment, and strengthening internal collaboration. These recommendations provide valuable insights for enhancing regional tourism efficiency and promoting regional synergy.

• Journal of Global Scholars of Marketing Science
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• v.20 no.2
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• pp.110-122
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• 2010

The emergence of the field of organizational buying behavior in the mid-1960’s with the publication of Industrial Buying and Creative Marketing (1967) set the stage for a new paradigm of thinking about how business was conducted in markets other than those serving ultimate consumers. Whether it is "industrial marketing" or "business-to-business marketing" (B-to-B), organizational buying behavior remains the core differentiating characteristic of this domain of marketing. This paper explores the impact of several dynamic factors that have influenced how organizations relate to one another in a rapidly increasing interdependence, which in turn can impact organizational buying behavior. The paper also raises the question of whether or not the major conceptual models of organizational buying behavior in an interdependent world are still relevant to guide research and managerial thinking, in this dynamic business environment. The paper is structured to explore three questions related to organizational interdependencies: 1. What are the factors and trends driving the emergence of organizational interdependencies? 2. Will the major conceptual models of organizational buying behavior that have developed over the past half century be applicable in a world of interdependent organizations? 3. What are the implications of organizational interdependencies on the research and practice of organizational buying behavior? Consideration of the factors and trends driving organizational interdependencies revealed five critical drivers in the relationships among organizations that can impact their purchasing behavior: Accelerating Globalization, Flattening Networks of Organizations, Disrupting Value Chains, Intensifying Government Involvement, and Continuously Fragmenting Customer Needs. These five interlinked drivers of interdependency and their underlying technological advances can alter the relationships within and among organizations that buy products and services to remain competitive in their markets. Viewed in the context of a customer driven marketing strategy, these forces affect three levels of strategy development: (1) evolving customer needs, (2) the resulting product/service/solution offerings to meet these needs, and (3) the organization competencies and processes required to develop and implement the offerings to meet needs. The five drivers of interdependency among organizations do not necessarily operate independently in their impact on how organizations buy. They can interact with each other and become even more potent in their impact on organizational buying behavior. For example, accelerating globalization may influence the emergence of additional networks that further disrupt traditional value chain relationships, thereby changing how organizations purchase products and services. Increased government involvement in business operations in one country may increase costs of doing business and therefore drive firms to seek low cost sources in emerging markets in other countries. This can reduce employment opportunitiesn one country and increase them in another, further accelerating the pace of globalization. The second major question in the paper is what impact these drivers of interdependencies have had on the core conceptual models of organizational buying behavior. Consider the three enduring conceptual models developed in the Industrial Buying and Creative Marketing and Organizational Buying Behavior books: the organizational buying process, the buying center, and the buying situation. A review of these core models of organizational buying behavior, as originally conceptualized, shows they are still valid and not likely to change with the increasingly intense drivers of interdependency among organizations. What will change however is the way in which buyers and sellers interact under conditions of interdependency. For example, increased interdependencies can lead to increased opportunities for collaboration as well as conflict between buying and selling organizations, thereby changing aspects of the buying process. In addition, the importance of communication processes between and among organizations will increase as the role of trust becomes an important criterion for a successful buying relationship. The third question in the paper explored consequences and implications of these interdependencies on organizational buying behavior for practice and research. The following are considered in the paper: the need to increase understanding of network influences on organizational buying behavior, the need to increase understanding of the role of trust and value among organizational participants, the need to improve understanding of how to manage organizational buying in networked environments, the need to increase understanding of customer needs in the value network, and the need to increase understanding of the impact of emerging new business models on organizational buying behavior. In many ways, these needs deriving from increased organizational interdependencies are an extension of the conceptual tradition in organizational buying behavior. In 1977, Nicosia and Wind suggested a focus on inter-organizational over intra-organizational perspectives, a trend that has received considerable momentum since the 1990's. Likewise for managers to survive in an increasingly interdependent world, they will need to better understand the complexities of how organizations relate to one another. The transition from an inter-organizational to an interdependent perspective has begun, and must continue so as to develop an improved understanding of these important relationships. A shift to such an interdependent network perspective may require many academicians and practitioners to fundamentally challenge and change the mental models underlying their business and organizational buying behavior models. The focus can no longer be only on the dyadic relations of the buying organization and the selling organization but should involve all the related members of the network, including the network of customers, developers, and other suppliers and intermediaries. Consider for example the numerous partner networks initiated by SAP which involves over 9000 companies and over a million participants. This evolving, complex, and uncertain reality of interdependencies and dynamic networks requires reconsideration of how purchase decisions are made; as a result they should be the focus of the next phase of research and theory building among academics and the focus of practical models and experiments undertaken by practitioners. The hope is that such research will take place, not in the isolation of the ivory tower, nor in the confines of the business world, but rather, by increased collaboration of academics and practitioners. In conclusion, the consideration of increased interdependence among organizations revealed the continued relevance of the fundamental models of organizational buying behavior. However to increase the value of these models in an interdependent world, academics and practitioners should improve their understanding of (1) network influences, (2) how to better manage these influences, (3) the role of trust and value among organizational participants, (4) the evolution of customer needs in the value network, and (5) the impact of emerging new business models on organizational buying behavior. To accomplish this, greater collaboration between industry and academia is needed to advance our understanding of organizational buying behavior in an interdependent world.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.2
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• pp.63-77
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• 2018

In the rapidly to change global market in recent years, as the era of merging and integrating industries and the evolution of technology have come to an era in which everything can not be solved as a single company, it is evolving into competition for the enterprise network rather than the competition for the enterprise unit. In a competitive business environment, it is necessary to provide not only for the efforts as an individual companies but also the mutual development efforts to enhance output through the innovation activities based on the interrelationship with the business partners. In spite of the recent efforts and research through core competencies and innovation activities, some of business activities were unable to achieve enough progress in business performance and this study mainly focused to improve business performance for those companies. This study targeted CEOs and Directors who participates in "manufacturing performance innovation partnership project" carried by The foundation of Large, SMEs, Agriculture, Fisheries cooperation Korea and studied the influences of innovation activities to the core competencies and business performance. Detailed variables in this study were extracted from the previous research and used for verification. The study is designed to determine the influence of individual innovation activities to the core competencies and business performance. Innovation activities as a parameter, the relationship between core competencies and business performance was examined. In the examination of the innovation activities as a meditated effect, those activities carried by SMEs (Collaboration in Technology, Manufacturing, and Management innovations with Large Scale Business) through partnership in manufacturing innovation is significantly related business performance. Therefore, the result reveals that the individual SMEs are having own limitation in the achievement of significant progress in business performance with their own capabilities, and using the innovation activities act as catalyst through the collaboration with large scale businesses would result significant progress in business performance. Mutual effort in collaborative innovation activities between large scale businesses and SMEs is one of the most critical issues in recent years in Korea and the main focus of this study is to provide analysis which demonstrates where the SMEs are required to focus in their innovation activities.

• Journal of the Korean Association of Geographic Information Studies
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• v.24 no.2
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• pp.12-28
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• 2021

Based on the global smart city promotion trend, in 2018, the "Fourth Industrial Revolution Committee" selected "sustainability" and "people-centered" as keywords in relation to the direction of domestic smart city policy. Accordingly, the Living Lab program, which is an active citizen-centered innovation methodology, is applied to each stage of the domestic smart city construction project. Through the Living Lab program, and in collaboration with the public and experts, the smart city discovers local issues as it focuses on citizens, devises solutions to sustainable urban problems, and formulates a regional development plan that reflects the needs of citizens. However, compared to citizen participation in urban regeneration projects that have been operated for a relatively long time, participation in smart city projects was found to significantly differ in level and sustainability. Therefore, this study conducted a comparative analysis of the characteristics of citizen participation at each stage of an urban regeneration project and, based on Arnstein's "Participation Ladder" model, examined the level of citizen participation activities in the Living Lab program carried out in a smart city commercial area from 2018 to 2019. The results indicated that citizen participation activities in the Living Lab conducted in the smart city project had a great influence on selecting smart city services, which fit the needs of local residents, and on determining the technological level of services appropriate to the region based on a relatively high level of authority, such as selection of smart city services or composition of solutions. However, most of the citizen participation activities were halted after the project's completion due to the one-off recruitment of citizen participation groups for the smart city construction project only. On the other hand, citizens' participation activities in the field of urban regeneration were focused on local communities, and continuous operation and management measures were being drawn from the project planning stage to the operation stage after the project was completed. This study presented a plan to revitalize citizen participation for the realization of a more sustainable smart city through a comparison of the characteristics and an examination of the level of citizen participation in such urban regeneration and smart city projects.

• Journal of Venture Innovation
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• v.5 no.1
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• pp.107-127
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• 2022

Global challenges such as the corona pandemic, climate change and the war-on-tech ensure that the demand who the technologies of the future develops and monitors prominently for will be on the agenda. Development of, and applications in, agrifood, biotech, high-tech, medtech, quantum, AI and photonics are the basis of the future earning capacity of the Netherlands and contribute to solving societal challenges, close to home and worldwide. To be like the Netherlands and Europe a strategic position in the to obtain knowledge and innovation chain, and with it our autonomy in relation to from China and the United States insurance, clear choices are needed. Brainport Eindhoven: Building on Philips' knowledge base, there is create an innovative ecosystem where more than 7,000 companies in the High-tech Systems & Materials (HTSM) collaborate on new technologies, future earning potential and international value chains. Nearly 20,000 private R&D employees work in 5 regional high-end campuses and for companies such as ASML, NXP, DAF, Prodrive Technologies, Lightyear and many others. Brainport Eindhoven has a internationally leading position in the field of system engineering, semicon, micro and nanoelectronics, AI, integrated photonics and additive manufacturing. What is being developed in Brainport leads to the growth of the manufacturing industry far beyond the region thanks to chain cooperation between large companies and SMEs. South-Holland: The South Holland ecosystem includes companies as KPN, Shell, DSM and Janssen Pharmaceutical, large and innovative SMEs and leading educational and knowledge institutions that have more than Invest €3.3 billion in R&D. Bearing Cores are formed by the top campuses of Leiden and Delft, good for more than 40,000 innovative jobs, the port-industrial complex (logistics & energy), the manufacturing industry cluster on maritime and aerospace and the horticultural cluster in the Westland. South Holland trains thematically key technologies such as biotech, quantum technology and AI. Twente: The green, technological top region of Twente has a long tradition of collaboration in triple helix bandage. Technological innovations from Twente offer worldwide solutions for the large social issues. Work is in progress to key technologies such as AI, photonics, robotics and nanotechnology. New technology is applied in sectors such as medtech, the manufacturing industry, agriculture and circular value chains, such as textiles and construction. Being for Twente start-ups and SMEs of great importance to the jobs of tomorrow. Connect these companies technology from Twente with knowledge regions and OEMs, at home and abroad. Wageningen in FoodValley: Wageningen Campus is a global agri-food magnet for startups and corporates by the national accelerator StartLife and student incubator StartHub. FoodvalleyNL also connects with an ambitious 2030 programme, the versatile ecosystem regional, national and international - including through the WEF European food innovation hub. The campus offers guests and the 3,000 private R&D put in an interesting programming science, innovation and social dialogue around the challenges in agro production, food processing, biobased/circular, climate and biodiversity. The Netherlands succeeded in industrializing in logistics countries, but it is striving for sustainable growth by creating an innovative ecosystem through a regional industry-academic research model. In particular, the Brainport Cluster, centered on the high-tech industry, pursues regional innovation and is opening a new horizon for existing industry-academic models. Brainport is a state-of-the-art forward base that leads the innovation ecosystem of Dutch manufacturing. The history of ports in the Netherlands is transforming from a logistics-oriented port symbolized by Rotterdam into a "port of digital knowledge" centered on Brainport. On the basis of this, it can be seen that the industry-academic cluster model linking the central government's vision to create an innovative ecosystem and the specialized industry in the region serves as the biggest stepping stone. The Netherlands' innovation policy is expected to be more faithful to its role as Europe's "digital gateway" through regional development centered on the innovation cluster ecosystem and investment in job creation and new industries.

• Journal of Intelligence and Information Systems
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• v.20 no.1
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• pp.149-161
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• 2014

The export of domestic public services to overseas markets contains many potential obstacles, stemming from different export procedures, the target services, and socio-economic environments. In order to alleviate these problems, the business incubation platform as an open business ecosystem can be a powerful instrument to support the decisions taken by participants and stakeholders. In this paper, we propose an ontology model and its implementation processes for the business incubation platform with an open and pervasive architecture to support public service exports. For the conceptual model of platform ontology, export case studies are used for requirements analysis. The conceptual model shows the basic structure, with vocabulary and its meaning, the relationship between ontologies, and key attributes. For the implementation and test of the ontology model, the logical structure is edited using Prot$\acute{e}$g$\acute{e}$ editor. The core engine of the business incubation platform is the simulator module, where the various contexts of export businesses should be captured, defined, and shared with other modules through ontologies. It is well-known that an ontology, with which concepts and their relationships are represented using a shared vocabulary, is an efficient and effective tool for organizing meta-information to develop structural frameworks in a particular domain. The proposed model consists of five ontologies derived from a requirements survey of major stakeholders and their operational scenarios: service, requirements, environment, enterprise, and county. The service ontology contains several components that can find and categorize public services through a case analysis of the public service export. Key attributes of the service ontology are composed of categories including objective, requirements, activity, and service. The objective category, which has sub-attributes including operational body (organization) and user, acts as a reference to search and classify public services. The requirements category relates to the functional needs at a particular phase of system (service) design or operation. Sub-attributes of requirements are user, application, platform, architecture, and social overhead. The activity category represents business processes during the operation and maintenance phase. The activity category also has sub-attributes including facility, software, and project unit. The service category, with sub-attributes such as target, time, and place, acts as a reference to sort and classify the public services. The requirements ontology is derived from the basic and common components of public services and target countries. The key attributes of the requirements ontology are business, technology, and constraints. Business requirements represent the needs of processes and activities for public service export; technology represents the technological requirements for the operation of public services; and constraints represent the business law, regulations, or cultural characteristics of the target country. The environment ontology is derived from case studies of target countries for public service operation. Key attributes of the environment ontology are user, requirements, and activity. A user includes stakeholders in public services, from citizens to operators and managers; the requirements attribute represents the managerial and physical needs during operation; the activity attribute represents business processes in detail. The enterprise ontology is introduced from a previous study, and its attributes are activity, organization, strategy, marketing, and time. The country ontology is derived from the demographic and geopolitical analysis of the target country, and its key attributes are economy, social infrastructure, law, regulation, customs, population, location, and development strategies. The priority list for target services for a certain country and/or the priority list for target countries for a certain public services are generated by a matching algorithm. These lists are used as input seeds to simulate the consortium partners, and government's policies and programs. In the simulation, the environmental differences between Korea and the target country can be customized through a gap analysis and work-flow optimization process. When the process gap between Korea and the target country is too large for a single corporation to cover, a consortium is considered an alternative choice, and various alternatives are derived from the capability index of enterprises. For financial packages, a mix of various foreign aid funds can be simulated during this stage. It is expected that the proposed ontology model and the business incubation platform can be used by various participants in the public service export market. It could be especially beneficial to small and medium businesses that have relatively fewer resources and experience with public service export. We also expect that the open and pervasive service architecture in a digital business ecosystem will help stakeholders find new opportunities through information sharing and collaboration on business processes.