• Journal of Information Technology Applications and Management
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• v.20 no.2
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• pp.39-56
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• 2013

There have been many studies that open innovation activities have positive effects on firm performance. However, the previous studies have shown conflicting results, depending on the characteristics of companies or the timing of the product launch. This study empirically compares open innovation performance of first-mover companies and follower companies. The analyses are performed on the samples of the Korean Innovation Survey 2010 companies that explored external information and performed R&D cooperation. The results indicate that open innovation activities can have different effects depending on a company's status in the market. For the first-mover companies, the intensity of utilizing external information has greater impact on the firm's performance than the diversity of it. By contrast, for the follower companies, the diversity of utilizing external information has greater impact on the firm's performance than the intensity of it. In terms of R&D cooperation, the external cooperation is found not to have significant effects on a first-mover company's performance. However, external R&D cooperation of a follower company is showing positive impact on the firm's performance. The implication of the study is to analyze the firm's Open-Innovation performance by comparing first-mover companies with follower companies. Therefore, companies need to execute the Open-Innovation strategy by considering firm characteristics or the timing of the product launch.

• Asia Marketing Journal
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• v.24 no.4
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• pp.178-189
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• 2023

As the necessity of customer relationship management (CRM) increases, measuring the performance of CRM have been actively discussed. Customer equity (CE) is regarded as an appropriate indicator for evaluating the outcomes of marketing activities. There are three drivers of CE: brand, value, and relationship equity. This study aims to investigate the impact of three drivers on customer satisfaction. Market competition is an environmental factor that affects the effectiveness of CRM. This study divides target firms into leaders and followers. This study found that the differential impact of CE drivers on customer satisfaction depends on the firm's status (leader or follower). Specifically, the brand equity driver significantly impacts the leader firm. However, the impacts of value and relationship equity drivers are bigger for follower firms. The above results suggest that firms need to build CRM strategies that consider the competitive situation of the market and their position.

• Journal of Korea Trade
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• v.24 no.2
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• pp.53-67
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• 2020

Purpose - The purpose of this paper is to study strategic trade policies under international process research and development (R&D) competition with or without market leaders for free trade and a subsidy regime and compare the effects of R&D subsidies and export subsidies on the equilibrium levels of firm profit and social welfare. Design/methodology - For the analysis, we use previous work by Haaland and Kind (2008) and construct a differentiated goods duopoly model, wherein two firms compete via quantity in a third-country market for free trade and the subsidy regime. We consider simultaneous-move quantity competition when the two firms choose their quantities simultaneously and sequential-move quantity competition when they choose their quantities sequentially. The results are compared to those of Balboa, Daughety and Reinganum (2004), who studied export subsidies. Findings - The following are the findings. First, the results of firm preference orderings regarding firm position from Dowrick (1986) and Balboa, Daughety and Reinganum (2004) may not hold in our model when the firms' strategies are strategic substitutes under free trade. Second, the preference rankings under Cournot competition for free trade and a subsidy regime are the same as those in the strategic trade policy of export subsidy. Third, except for the cases of too close substitutes and complements, the results of firm and government preferences regarding firm position are different from those of Balboa, Daughety and Reinganum (2004) in that Stackelberg leadership in a subsidy regime is advantageous when the goods are substitutes but is disadvantageous when the goods are complements. Moreover, the equilibrium level of firm profit is the highest in the Cournot-Nash play when the goods are substitutes in a subsidy regime. Fourth, except for the cases of too close substitutes and complements, the results of firms' and their respective governments' trade regime preferences are similar to those of Balboa, Daughety and Reinganum (2004) in that a Stackelberg leader firm and government prefer free trade if the goods are substitutes and prefer a subsidy regime if the goods are complements. Furthermore, a Stackelberg follower firm and government strongly prefer a subsidy regime to free trade. Originality/value - By analyzing the effects of R&D subsidies and export subsidies in international markets, we can find similarities and differences between them in international markets.

• Proceedings of the Korean Institute of Information and Commucation Sciences Conference
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• 2003.05a
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• pp.804-807
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• 2003

Recently, standardization is essential strategic tool for a firm to preoccupy a market. Also WTO TBT(Technical Barriers to Trade) makes importance of standardization greater in telecommunication industry. Therefore countries, not to speak of firms, recognize standards essential strategy to preoccupy markets. In this paper, we will examine the standardization competition between a leader and a follower and their strategies through dynamic incomplete information game model.

• Journal of the Korean Operations Research and Management Science Society
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• v.22 no.4
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• pp.71-80
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• 1997

In this paper, we consider with a market pioneering game among symmetric firms in highly competitive situation. To describe the puzzling situation of timing competition, we construct a dynamic game model and explore the equilibrium solution. As a result, we find a subgame perfect mixed strategy Nash equilibrium conceptually defined by 't$_{0}$ + .elsilon. equilibrium'. Our major finding s include : i) market entry will be occurred in sequential manner even though the condition of each firm is symmetric ii) the optimal timing of market pioneering will be advanced until almost all of the monopolist's profit is dissipated, iii) as the market position of the pioneer is stronger, the timings of the pioneer and the follower are separated, iv) and as the slope of the profit flow is steeper, the entry timing of the two players will be pooled together.

• Journal of Korea Society of Industrial Information Systems
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• v.25 no.2
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• pp.73-85
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• 2020

While Korea became one of manufacturing powers in the world through a fast-follower strategy as well as implementing the approach of advancing manufacturing business focused on quantitative input, The advent of the fourth industrial revolution and demand becoming more complicated than ever both require a system that quickly detects the change of markets in advance and reflects it in the manufacturing strategy. Accordingly, the introduction of a smart factory is not optional but mandatory in order to strengthen the competitiveness of manufacturing business using ICT. This paper aims to investigate key factors having influence on the intention to continuously use a smart factory, the innovative IT device, on the basis of the technology acceptance model. This paper analyzed the influence of the leadership of CEO, organizational learning and perceived switching costs on the intention to continuously use a smart factory by the parameters of perceived ease of use and usefulness, the major belief valuables of the IT acceptance model.

• Asia pacific journal of information systems
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• v.17 no.2
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• pp.123-137
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• 2007

The advent of the Internet and related Web technologies has created an easily accessible link between a firm and its customers, and has provided opportunities to a firm to use information technology to support supplementary after-sale services associated with a product or service. It has been widely recognized that supplementary services are an important source of customer value and of competitive advantage as the characteristics of the product itself. Many of these supplementary services are information-based and need not be co-located with the product, so more and more companies are delivering these services electronically. Net-based customer service, which is defined as an Internet-based computerized information system that delivers services to a customer, therefore, is the core infrastructure for supplementary service provision. The importance of net-based customer service in delivering supplementary after-sale services associated with product has been well documented. The strategic advantages of well-implemented net-based customer service are enhanced customer loyalty and higher lock-in of customers, and a resulting reduction in competition and the consequent increase in profits. However, not all customers utilize such net-based customer service. The digital divide is the phenomenon in our society that captures the observation that not all customers have equal access to computers. Socioeconomic factors such as race, gender, and education level are strongly related to Internet accessibility and ability to use. This is due to the differences in the ability to bear the cost of a computer, and the differences in self-efficacy in the use of a technology, among other reasons. This concept, applied to e-commerce, has been called the "e-commerce divide." High Internet penetration is not eradicating the digital divide and e-commerce divide as one would hope. Besides, to accommodate personalized support, a customer must often provide personal information to the firm. This personal information includes not only name and address, but also preferences information and perhaps valuation information. However, many recent studies show that consumers may not be willing to share information about themselves due to concerns about privacy online. Due to the e-commerce divide, and due to privacy and security concerns of the customer for sharing personal information with firms, limited numbers of customers adopt net-based customer service. The limited level of customer adoption of net-based customer service affects the firm profits and the customers' welfare. We use a game-theoretic model in which we model the net-based customer service system as a mechanism to enhance customers' loyalty. We model a market entry scenario where a firm (the incumbent) uses the net-based customer service system in inducing loyalty in its customer base. The firm sells one product through the traditional retailing channels and at a price set for these channels. Another firm (the entrant) enters the market, and having observed the price of the incumbent firm (and after deducing the loyalty levels in the customer base), chooses its price. The profits of the firms and the surplus of the two customers segments (the segment that utilizes net-based customer service and the segment that does not) are analyzed in the Stackelberg leader-follower model of competition between the firms. We find that an increase in adoption of net-based customer service by the customer base is not always desirable for firms. With low effectiveness in enhancing customer loyalty, firms prefer a high level of customer adoption of net-based customer service, because an increase in adoption rate decreases competition and increases profits. A firm in an industry where net-based customer service is highly effective loyalty mechanism, on the other hand, prefers a low level of adoption by customers.

• Journal of Technology Innovation
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• v.2 no.1
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• pp.89-115
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• 1994

Japanese firms have developed their own distinctive human resource management(HRM) practices for R&D scientists and engineers. These practices consist of homogeneity of work group, standardized in-house training programs, great standardization and company control of careers, and broad job rotation following the process of commercialization of developed technology. These practices facilitate human and informational exchange and sharing between basic laboratories and development departments as well as between R&D and marketing department which contribute to the ket competitive advantage of Japanese products. But recently Japanese firm are forced to change their HRM practices. They face some srious problems in continuing their long0standing strategy of being a rapid and skillful‘ technology follower’,drawing on the basic research performed in the advanced nations and embodying it in products that are produced with high quality at relatively lower cost. There is a growing trend of strengthening basic research among Japanese firms today. In accordance with the emphasis on basic research, Japanese firms have been adopting new HRM practices for scientists and engineers which are in the opposite direction of the traditional one. These newly developed practices stress on individual vitality rather than group cohesiveness from the fusion of individual difference. These include heterogeneity of work group, multiple career paths to be chosen by individuals, incentive plan based individual performance.

• 한국벤처창업학회:학술대회논문집
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• 2021.04a
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• pp.33-42
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• 2021

Based on the findings of Lee et al.(2020) and Lee & Oh(2021), this paper aims to fill the gap in our knowledge regarding the relationship between strategic choices and corporate growth by utilizing a novel dataset of 'Unicorn' and 'Hyper-growing' companies. Two previous studies provide coherent findings that the relationship between firms' strategies and their performance should be explored under a more comprehensive framework with consideration of both internal and external factors. Therefore, in this study, we apply a single conceptual framework to two different datasets, which considers the strategy factors as independent variables, and the industry(market) and the firm age as moderating variables. For our dependent variables, valuations for unicorn companies and revenue CAGR for hyper-growing companies are used after categorizing them into three uniform groups. The strategy variables include 'Generic (Cost-leadership, Differentiation, focus) strategies', 'Growth(Organic, M&A) strategies', 'Leading(Pioneer, Fast-follower) strategies', 'Target market(B2B, B2C, B2G, C2C) strategies', 'Global(Global, Local) strategies', 'Digital(Online, Offline) strategies.' For industry(market) factors, it consists of historical growth rate for industries and economic, demographic, and regulatory aspects of states and countries. To overcome the differences in their units, they are also uniformly categorized into multiple groups. Before we conduct a regression analysis, we analyze the industry distribution of the 'Unicorn' and the 'Hyper-growing' companies with descriptive statistics at the integrated and individual levels. Next, we employ hierarchical regression models on Study A('Unicorn' companies in 2019) and Study B('Hyper-growing' companies in 2019) under the same comprehensive framework. We then analyze the relationship between the 'strategy' and the 'performance' factors with two different approaches: 1) an integrated regression model with both the sample of Study A and B and 2) respective regression models on Study A and B. This empirical study aims to provide a complete understanding and a reference to which strategy factors should be considered to promote firms' scale-up and growth.

• Korea Trade Review
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• v.48 no.1
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• pp.83-126
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• 2023

The revenue histogram of venture businesses is shifting from bell-shaped normal distribution to power-law distribution, which implies that the fitness landscape of the venture businesses ecosystem is changing to be more rugged terrain. We argue that the firm should adopt both exploitation (fast follower) and exploration (or first mover) strategies not to get stuck in local maxima in the rugged fitness landscape from the complex system perspective. By designing and performing agent-based modeling simulation experiments which consist of three types of agents (new technologies, entrepreneurs, and consumers), we demonstrated that the ambidexterity strategy showed the highest performance score in three of four different environment except 'Fast Widening' case where the exploitation strategy showed the highest performance score under low technology appropriation and fast disruptive technology development speed. By investigating the financial and other statistics of 617 top venture businesses who have earned 100B won or higher annual revenue, we concluded that 82% and 9% of firms are bent on the exploitation and exploration strategy.