• Knowledge Management Research
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• v.13 no.3
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• pp.17-36
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• 2012

With wide recognition of significant roles of venture companies in economic and industrial developments, substantial academic attention has been paid to understanding venture success and numerous policy measures have been made to help them. A serious problem, however, is that only a few limited number of venture could successfully grow to be large firm. The goal of this paper is to identify critical factors to drive 'leapfrogging' growth of venture companies by analyzing the success cases in Daejeon area. The theoretical analysis and case study suggest 1) founders' entrepreneurship continuity as a significant internal organization factor for growth and highlight importance of 2) exploring foreign markets and globalization of business operation in the early stage of growth. Furthermore, the research results identify two critical innovation strategies, 3) ambidextrous R&D strategy and 4) open innovation strategy, for entrepreneurial founders to effectively catch the business chances brought by environment change.

• Journal of Information Technology Applications and Management
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• v.19 no.2
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• pp.249-263
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• 2012

Recently the open innovation is considered as one of the important issues for the survival strategy of a company in the industry. There have been several researches and practices on this topic. However, previous researches are mainly focused on the study of successful cases and some statistical analyses on the relationship between the open innovation and its performance. There are rare researches on the hindrance factors in the practical level. This paper tries to find some hinderance factors for the open innovation in Korean large-scale companies based on the WFGM(Want-Find-Get-Manage) model proposed by Gene Slowinski(2006). Especially this research focused on each processes of open innovation by in-depth interviews for two representative large companies in Korea. From the result of this research we come to know that the critical hindrance factor in the WANT step is the uncertain definition of the necessary technologies for the company. Issues on establishing and maintaining the innovation network are in the FIND step. Technology evaluation, technology introduction channel and technology copying issues are in the GET step. Communication issues, technology feasibility and lack of competition are in the MANAGE step. This paper finds some hindrance factors in each process step of open innovation, which gives some implications for the companies that want to adopt open innovation.

• Korean Management Science Review
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• v.24 no.1
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• pp.147-160
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• 2007

Six Sigma's concept has long been used as an effective way of restructuring the management process of a firm. In literature regarding Six Sigma, a number of successful cases were reported, where Six Sigma based management activities could enhance firm's strategic performance dramatically for year. However, there exist very few researches investigating the effect of Six Sigma on process innovation and quality improvement. Therefore this study propose a research model testing whether Six Sigma innovation could improve process innovation and quality improvement by industrial classification. We collected 332 valid questionnaires from expert in Six Sigma activities, and applied PLS. Empirical results showed that Six Sigma activities could contribute to process innovation and quality improvement.

• Journal of the Korean Mathematical Society
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• v.35 no.3
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• pp.575-581
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• 1998

We are interested in random phenomena that will vary as time goes by, being interfered with by fluctuation. These phenomena are often expressed as functionals of white noise. We therefore discuss the analysis of those functionals, where the white noise is understood as a system of idealized elementary random variables. The system is, in many cases, taken to be the innovation of the given random phenomena. The use of the innovation provides a powerful tool to investigate stochastic processes and random fields in line with white noise analysis.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.22 no.50
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• pp.293-302
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• 1999

This paper presents an efficient reengineering technique for the logistics process innovation which is the foundation of supply-chain management. Based on consulting experience on the domestic manufacturing firms, this paper provides promotion step for logistics innovation and six reengineering points including check system for customer's credit limit, check system of real-time inventory information, automatic system for sequential production plan, automatic order-release system, automatic packing system, and happy-call system for order-forward information. For each reengineering point, application cases in domestic industry are also presented.

• IE interfaces
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• v.22 no.3
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• pp.243-251
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• 2009

The driving force of the manufacturing field is members' mind-set and activity. However, there is no appropriate program of change management for workers who work in the manufacturing field. Most of the small group activities were focused on the fixed tools and processes to make improvement only, not the change itself. Therefore, it was difficult to have self generating energy without actually motivating people of change. Study of IFI(Integrated Field Innovation) means change of management. This study will introduces IFI which is a new methodology of change and innovation of workers, and will describe how workers participated in the activities voluntarily. The principle of IFI is that letting employees to find the problems of the sites -anything that makes employees considering as the problem while they are working- and solve those problems through any tools own their own. Workers do not have to waste their time on bounding by unnecessary tools and processes. There are several cases that company "D" has been actually applied the IFI methodology in 2008. Through these cases, IFI proved that it was a optimized methodology for workers who work in the manufacturing field.

• International Journal of Railway
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• v.2 no.1
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• pp.1-7
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• 2009

The development of structural solutions for high-speed or very high-speed tracks that minimize total life cycle costs of the system is a key issue to improve the operational profitability of new investments. In opposition to conventional ballasted tracks, slab track solutions can be a cost-effective solution, but only in the cases where the benefits due to the increase in track availability and the reduction of track maintenance offsets its much higher construction costs. In the cases where such investment is not feasible, it is worth to evaluate possible structural improvements to ballasted track that allow reducing its maintenance needs without increasing too much its construction costs. This paper evaluates the design requirements and the impact of improving conventional high-speed ballasted tracks by using a bituminous subballast layer. It is divided into two main parts: first the design requirements of the structural solutions with bituminous subballast and its possible benefits on high-speed track deterioration, and secondly the evaluation of the economic impact, in terms of construction costs, of using this structural solution material in future Spanish high-speed lines.

• Knowledge Management Research
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• v.11 no.5
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• pp.25-36
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• 2010

It is widely known that KMS (Knowledge Management System) plays a role of facilitator that contributes to upgrading the organizational performance. Despite this widespread belief, actual operation of KMS has been stalled at the level of being used only for the plain knowledge administration, not reaching the level of utilizing KMS strategically. In this sense, this case study suggests three successful KMS operation strategies-personalization strategy, socialization strategy, and technological strategy. Cases adopted in this study include HIRA(Health Insurance Review & Assessment Service) and KORAIL (Korea Railroad) where KMS has been successfully utilized to improve their organizational innovation and performance as well. Through scrutinizing the two cases, it was concluded that the proposed three KMS operation strategies have potentials of being generally applied to other KMS operation cases.

• Asian Journal of Innovation and Policy
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• v.7 no.3
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• pp.606-624
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• 2018

Patent infringement is defined as implementing a whole patent product without authorization, which is called literal infringement. However, the alleged infringer sometimes does not directly produce the same product with the patented invention, but they simply replace some claimed elements with new materials, or they only produce a certain part of the patent product. Therefore, there is an issue on whether the above cases should also be deemed as patent infringement. This paper uses specific cases to analyze the formation and development process of the doctrine of equivalents and indirect infringement theory in Japan. Then, by discussing the interpretation of Article 101 of the current Japanese patent law, this paper makes it clear that whether it constitutes direct or indirect infringement in some particular cases. The objective of this paper is to clarify the specific requirements of patent infringement under Japanese patent law by case studying and comparing with the patent legal system of China.

• Journal of Korea Technology Innovation Society
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• v.13 no.3
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• pp.471-493
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• 2010

The service industry has become very important for almost every country. The same goes for Korea, as its service industry accounts for more than 60 percent of GDP. However, it is true that the competitiveness of Korea's service industry is very low compared to that of major developed countries. It is particularly true for knowledge-intensive service sectors. In this reason, Korea needs to strengthen the competitiveness of domestic service sectors. There have been many studies on service innovation models. 1his paper tries to explore how to enhance the competitiveness of Korean service industry. It argues that the science and technology will play an essential role in strengthening the competitiveness of many service sectors and technology and innovation management will be very important also for them. Therefore, based on the review on existinf models, this paper suggests a "Model of Strategic Services Innovation Management" which is composed of strategic intent, technological innovation, and organizational innovation. Based on this model this paper analyzes two cases: Wal-Mart and Incheon International Airport Co. According to our analyzes, both companies have enhanced their competitiveness significantly based on technological and organizational innovations, which have been initiated at corporate leveL Therefore, the Korean service industry should actively adopt the Strategic Services Innovation Management Model in order to enhance its competitiveness and productivity.