• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.3
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• pp.185-198
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• 2017

Since the year 2000, the growth rate of domestic manufacturing has declined and the sales and employment have decreased. Major developed countries have established a variety of strategies to strengthen their manufacturing competitiveness, and promote manufacturing innovation through the convergence of technology and ICT. The key to manufacturing innovation is to reduce the time and cost for developing new products using modeling and simulation (M&S) technology in the product design stage. M&S industries, which belong to the top sector of the industry value chain, have a huge ripple effect across other industries. On the other hand, the competitiveness of the domestic M&S industry is weak compared to developed countries and even the definition and classification of domestic M&S companies have not been made. In this paper, by analyzing the Korea Standard Industry Classification (KSIC), five fine industry classifications included in M&S service companies were derived. In addition, the 307 M&S service companies were derived in accordance with the selection procedure of 3 steps from the 11,822 related companies. To analyze the capabilities of domestic M&S service companies, the current status of the selected M&S service companies was investigated. Considering the Korean economy's high dependence on the manufacturing industry, strengthening the competitiveness of manufacturing industry is required by enhancing the capacities and building an ecosystem in domestic M&S services for future sustainable economic growth.

• Journal of Technology Innovation
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• v.22 no.1
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• pp.149-175
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• 2014

This study analyzed the effect of corporate innovation strategies on patent production and ultimately on technological change and new product development of firms in South Korea. The intent was to derive efficient strategies for enhancing technological performance of the firms. For the empirical analysis, three sources of data were combined: four waves of the Human Capital Corporate Panel Survey (HCCP) data collected by the Korea Research Institute for Vocational Education and Training (KRIVET), corporate financial data obtained from the Korea Information Service (KIS), and corporate patent data provided by the Korean Intellectual Property Office (KIPO). The patent production function was estimated by zero-inflated negative binomial (ZINB) regression. The technological performance function was estimated by two-stage regression, taking into account the endogeneity of patent production. An ordered logit model was applied for the second stage regression. Empirical results confirmed the critical role of corporate innovation strategies in patent production and in facilitating technological change and new product development of the firms. In patent production, the firms' R&D investment and human resources were key determinants. Higher R&D intensity led to more patents, yet with decreasing marginal productivity. A larger stock of registered patents also led to a larger flow of new patent production. Firms were more prolific in patent production when they had high-quality personnel, intensely investing in human resource development, and adopting market-leading or fast-follower strategy as compared to stability strategy. In technological performance, the firms' human resources played a key role in accelerating technological change and new product development. R&D intensity expedited new product development of the firm. Firms adopting market-leading or fast-follower strategy were at an advantage than those with stability strategy in technological performance. Firms prolific in patent production were also advanced in terms of technological change and new product development. However, the nexus between patent production and technological performance measures was substantially reduced when controlling for the endogeneity of patent production. These results suggest that firms need to strengthen the linkage between patent production and technological performance, and take strategies that address each firm's capacities and needs.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.1
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• pp.13-29
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• 2023

Overcoming the death valley, a period in which resources are depleted and profitability declines or stagnates in the entrepreneurial process, is an essential procedure for success. In this study, we examined how the strategic orientation(technology, customer, competitor orientations) and absorptive capacity(potential, realized capacities) of startups affect the possibility of startups to overcome the challenges of death valley, and also empirically analyzed whether support of open innovation and venture capital has a moderating influence to the overcoming of death valley. The result of this study shows that customer orientation and realized absorptive capacity have a positive influence on overcoming the death valley. In addition, we found that the support of open innovation and venture capital has a moderating effect only in the technology orientation among the three types of strategic orientations. The result of this research emphasizes (1) the need for startups to take a more customer-oriented approach to overcome the death valley. The customer-oriented behavior and strategies of startups are vital for their longterm survival and success if we consider the fact that most of the companies investigated in this study were technology-based startups and only customer orientation showed significant results in overcoming the death valley. The research outcome also shows that (2) implementing innovation in a more open way and securing venture capital funding can make it easier for startups to overcome the death valley. This study has academic significance in that it empirically analyzed the relationship of key factors influencing the overcoming of death valley in a situation where the majority of existing research remains at the conceptual level of discussion or methodology of case study. Furthermore, this research also provides practical implications for the establishment and implementation of effective strategies to confront the challenges of death valley for startups, government and related organizations.

• Journal of Korea Technology Innovation Society
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• v.21 no.3
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• pp.1077-1100
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• 2018

The present study analyzed the effect of firms' external research and development (R&D) on corporate productivity, while investigating the moderating effect of firm size on the external R&D-productivity nexus. In the empirical analysis, we estimated South Korean manufacturing firms' total factor productivity (TFP) using the firm level data drawn from the Survey of Business Activities (Korea National Statistical Office) for the years 2006-2015. Thereafter, focusing on the role of external R&D and its interaction with the firm size in determining firms' TFP, the productivity function was estimated as well. To this end, we used ordinary least squares (OLS) and quantile regression to highlight the heterogeneous impacts of external R&D by companies' productivity level. Empirical results confirmed that firms' external R&D significantly enhanced corporate productivity in all manufacturing industries, from high-tech to low-tech. The moderating effect of firm size in determining the productivity effect of external R&D was not as prominent as in the case for internal R&D, which exhibited some degree of the size premium in the productivity-enhancing effect. These results suggest that regardless of the firm size, external R&D can be an important channel for corporate productivity improvement, and can be a particularly effective strategy for SMEs with relatively limited internal R&D capacities.

• Asia pacific journal of information systems
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• v.23 no.3
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• pp.25-53
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• 2013

This study analyzes the effect of Computer Aided Innovation (CAI) to improve R&D Capabilities empirically. Survey was distributed by e-mail and Google Docs, targeting CTO of 235 SMEs. 142 surveys were returned back (rate of return 60.4%) from companies. Survey results from 119 companies (83.8%) which are effective samples except no-response, insincere response, estimated value, etc. were used for statistics analysis. Companies with less than 50billion KRW sales of entire researched companies occupy 76.5% in terms of sample traits. Companies with less than 300 employees occupy 83.2%. In terms of the type of company business Partners (called 'partners with big companies' hereunder) who work with big companies for business occupy 68.1%. SMEs based on their own business (called 'independent small companies') appear to occupy 31.9%. The present status of holding IT system according to traits of company business was classified into partners with big companies versus independent SMEs. The present status of ERP is 18.5% to 34.5%. QMS is 11.8% to 9.2%. And PLM (Product Life-cycle Management) is 6.7% to 2.5%. The holding of 3D CAD is 47.1% to 21%. IT system-holding and its application of independent SMEs seemed very vulnerable, compared with partner companies of big companies. This study is comprised of IT infra and IT Utilization as CAI capacity factors which are independent variables. factors of R&D capabilities which are independent variables are organization capability, process capability, HR capability, technology-accumulating capability, and internal/external collaboration capability. The highest average value of variables was 4.24 in organization capability 2. The lowest average value was 3.01 in IT infra which makes users access to data and information in other areas and use them with ease when required during new product development. It seems that the inferior environment of IT infra of general SMEs is reflected in CAI itself. In order to review the validity used to measure variables, Factors have been analyzed. 7 factors which have over 1.0 pure value of their dependent and independent variables were extracted. These factors appear to explain 71.167% in total of total variances. From the result of factor analysis about measurable variables in this study, reliability of each item was checked by Cronbach's Alpha coefficient. All measurable factors at least over 0.611 seemed to acquire reliability. Next, correlation has been done to explain certain phenomenon by correlation analysis between variables. As R&D capabilities factors which are arranged as dependent variables, organization capability, process capability, HR capability, technology-accumulating capability, and internal/external collaboration capability turned out that they acquire significant correlation at 99% reliability level in all variables of IT infra and IT Utilization which are independent variables. In addition, correlation coefficient between each factor is less than 0.8, which proves that the validity of this study judgement has been acquired. The pair with the highest coefficient had 0.628 for IT utilization and technology-accumulating capability. Regression model which can estimate independent variables was used in this study under the hypothesis that there is linear relation between independent variables and dependent variables so as to identify CAI capability's impact factors on R&D. The total explanations of IT infra among CAI capability for independent variables such as organization capability, process capability, human resources capability, technology-accumulating capability, and collaboration capability are 10.3%, 7%, 11.9%, 30.9%, and 10.5% respectively. IT Utilization exposes comprehensively low explanatory capability with 12.4%, 5.9%, 11.1%, 38.9%, and 13.4% for organization capability, process capability, human resources capability, technology-accumulating capability, and collaboration capability respectively. However, both factors of independent variables expose very high explanatory capability relatively for technology-accumulating capability among independent variable. Regression formula which is comprised of independent variables and dependent variables are all significant (P<0.005). The suitability of regression model seems high. When the results of test for dependent variables and independent variables are estimated, the hypothesis of 10 different factors appeared all significant in regression analysis model coefficient (P<0.01) which is estimated to affect in the hypothesis. As a result of liner regression analysis between two independent variables drawn by influence factor analysis for R&D capability and R&D capability. IT infra and IT Utilization which are CAI capability factors has positive correlation to organization capability, process capability, human resources capability, technology-accumulating capability, and collaboration capability with inside and outside which are dependent variables, R&D capability factors. It was identified as a significant factor which affects R&D capability. However, considering adjustable variables, a big gap is found, compared to entire company. First of all, in case of partner companies with big companies, in IT infra as CAI capability, organization capability, process capability, human resources capability, and technology capability out of R&D capacities seems to have positive correlation. However, collaboration capability appeared insignificance. IT utilization which is a CAI capability factor seemed to have positive relation to organization capability, process capability, human resources capability, and internal/external collaboration capability just as those of entire companies. Next, by analyzing independent types of SMEs as an adjustable variable, very different results were found from those of entire companies or partner companies with big companies. First of all, all factors in IT infra except technology-accumulating capability were rejected. IT utilization was rejected except technology-accumulating capability and collaboration capability. Comprehending the above adjustable variables, the following results were drawn in this study. First, in case of big companies or partner companies with big companies, IT infra and IT utilization affect improving R&D Capabilities positively. It was because most of big companies encourage innovation by using IT utilization and IT infra building over certain level to their partner companies. Second, in all companies, IT infra and IT utilization as CAI capability affect improving technology-accumulating capability positively at least as R&D capability factor. The most of factor explanation is low at around 10%. However, technology-accumulating capability is rather high around 25.6% to 38.4%. It was found that CAI capability contributes to technology-accumulating capability highly. Companies shouldn't consider IT infra and IT utilization as a simple product developing tool in R&D section. However, they have to consider to use them as a management innovating strategy tool which proceeds entire-company management innovation centered in new product development. Not only the improvement of technology-accumulating capability in department of R&D. Centered in new product development, it has to be used as original management innovative strategy which proceeds entire company management innovation. It suggests that it can be a method to improve technology-accumulating capability in R&D section and Dynamic capability to acquire sustainable competitive advantage.

• Journal of Digital Convergence
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• v.6 no.3
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• pp.45-52
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• 2008

For the domestic digital contents, it is particularly important that the planning and mediating functions should cover the whole Industries so that dividends and assistance to reach all the way back to the primary contents-creating level, where economic risks are especially high. A proactive cooperation system or framework between the government, the businesses and research institutions, which would allow for free flow of interaction among these players, can play that role. We can broadly define cooperation frameworks into two; one between the central and the local governments and another among private-sector groups, such as companies, associations and groups. These players in the framework have differing, sometimes, conflicting views regarding the digital contents industry whether the digital contents should aim for skilled applicability or the abstract or whether the emphasis should rest on public interest or profitability. Immature competition and lack of trust among these players also give rise to such inefficiencies as overlap in investments, inexpertness and inefficient use of resources. We have proposed and realized the National Integrated Cooperation System to bridge these gaps among the major players in the industry. The National Integrated Cooperation System rests on the following major functions. The first major function of the NICS is to decipher any ambiguity that may be embedded in external Inputs by stratified role and bias. The second function is to create cooperative groups that will deal with the ambiguities based on its consequent situation. The third is a feedback function that will draw out a new cooperative way by re-feeding the capacities and the conflicts that stem from the existing organizations and strategies into cooperation and adjustment process. Our NICS has compared and evaluated with England and Australia digital content industry models under AHP(Analytic Hierarchy Process) method. NICS has turned out to be well designed and have strong points based on OECD innovation and cooperation criteria.

• 한국디지털정책학회:학술대회논문집
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• 2006.06a
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• pp.379-390
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• 2006

For the domestic digital contents, it is particularly important that the planning and mediating functions should cover the whole industries so that in order for dividends and assistance to reach all the way back to the primary contents-creating level, where economic risks are especially high. A proactive cooperation system or framework between the government, the businesses and research institutions, which would allow for free flow of interaction among these players, can play that role. We can broadly define cooperation frameworks into two; one between the central and the local governments and one among private-sector groups, such as companies, associations and groups. These player sin the framework have differing, sometimes, conflicting views regarding the digital contents industry whether the digital contents should aim for skilled applicability or the abstract or whether the emphasis should rest on public interest or profitability. Immature competition and lack of trust among these players also give rise to such inefficiencies as overlap in investments, inexpertness and inefficient use of resources. We have proposed and realized the National Integrated Cooperation System to bridge these gaps among the major players in the industry. The National Integrated Cooperation System rests on the following major functions. The first major function of the NICS is to decipher any ambiguity that may be embedded in external inputs by stratified role and bias. The second function is to create cooperative groups that will deal with the ambiguities based on its consequent situation. The third is a feedback function that will draw out a new cooperative way by re-feeding the capacities and the conflicts that stem from the existing organizations and strategies into cooperation and adjustment process. Our NICS has compared and evaluated with England and Australia digital content industry models under AHP(Analytic Hierarchy Process) method. NICS has turned out to be well designed and have strong points based on OECD innovation and cooperation criteria.

• Journal of Distribution Science
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• v.14 no.10
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• pp.137-146
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• 2016

Purpose - Korean agriculture is facing internal and external environmental changes and the need for secure stable outlets. Active participation and mutually beneficial cooperation between enterprises and agricultural is necessary for a win-win situation. This study investigates the case for distribution cooperation and a cooperative system. To respond to the diverse needs of consumers and market reclamation, there is a need to analyze and categorize distribution cooperation. Research design, data, and methodology - A literature study, relevant interviews with enterprises, and meetings with local government practices were conducted. A survey frame was derived through the participation of agricultural enterprises and distribution cooperation models were categorized identifying win-win cooperation and best practices. It was organized on the basis of six best practice examples of distribution cooperation between industry and agricultural sectors, divided into three types: opening distribution channels, exporting cooperation, and developing new products. Results - An innovation management system that can adapt to environmental changes and problems of agriculture is necessary. A company has to supply high-quality agricultural products reliably to meet the preferences of consumers by introducing products that promote domestic market differentiation. In addition, consumers are choosing a variety of products that may include not only high quality products but also local products and safe products. The main areas of cooperation are the direct provision of agrifood raw materials to consumers. Next, would be to help agricultural sectors distribute and pioneer international markets. The ideal step for distribution cooperation is the joint investment in new products by business and agriculture. Conclusions - Agriculture and win-win cooperation with enterprises is in an early stage of social contribution. To implement a distribution cooperation model between business and agricultural sectors, it is crucial to establish a structured support system including joint councils. Additional requirements include strengthening agricultural capacities, creating a legal basis for provision, and producing a win-win cooperation environment. The promotion of win-win cooperation and agricultural enterprises needs to exist in various forms in order to establish a different type of incentive system.

• Journal of the Economic Geographical Society of Korea
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• v.20 no.2
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• pp.228-244
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• 2017

This paper aims to evaluate the Industrial Complex Campus Program and to provide policy recommendations for promoting effectiveness of industrial complex campuses through the in-depth case study on the Changwon Industrial Complex Campus Program. The survey shows that the program contributes to not only strengthening the R&D capacities of SMEs within the cluster, but also promoting the interactions between local companies and local universities. But it claims that the industrial complex campus program reveals some limitations to supporting effectively local enterprises. First, It is necessary to maintain regional balance in terms of the sites of the implementation of the program. Second, the policy management plan and the monitoring system of the program should be established for the purpose of the self-reliance of industrial complex campuses, regardless of the government financial support.

• Journal of Korean Society of Steel Construction
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• v.29 no.6
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• pp.479-486
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• 2017

Steel beams with corrugated web have been widely used in the steel structures. However, it is challenging to weld the section between the corrugated web and the flange straight, which increases the cost of production. In order to solve this issue, steel beam with intaglio and embossed web (It is called an IEB) was invented. A web with embossment is produced by cold pressing and welded to flange by automatic welding machine. The loading tests were conducted to investigate the load-carrying capacity of IEB, and its test result was compared with that of H-shaped beam having a same size of flange and web. The test results of IEB series showed about 40% higher load capacities than H-shaped series. As a result of comparing the IEB specimen with Eurocodes for steel beams with corrugated web, all of specimens tested in this study did not meet the design value. Therefore, it is difficult to apply existing formula to IEB and new design formula should be presented for field application.