• Asian Pacific Journal of Cancer Prevention
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• v.16 no.2
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• pp.551-557
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• 2015

Background: Differentiating morphologic features based on hematoxylin-eosin (HE) staining is the most common method to classify pathological subtypes of non-small-cell lung cancer (NSCLC). However, its accuracy and inter-observer reproducibility in pathological diagnosis of poorly differentiated NSCLC remained to be improved. Materials and Methods: We attempted to explore the role of immunohistochemistry (IHC) staining in diagnosing pulmonary squamous cell carcinoma (SQCC) with poorly differentiated features by HE staining or with elevated serum adenocarcinoma-specific tumor markers (AD-TMs). We also compared the difference of epidermal growth factor receptor (EGFR) mutation rate between patients with confirmed SQCC and those with revised pathological subtype. Logistic regression analyses were used to test the association between different factors and diagnostic accuracy. Results: A total of 132 patients who met the eligible criteria and had adequate specimens for IHC confirmation were included. Pathological revised cases in poor differentiated subgroup, biopsy samples and high-level AD-TMs cases were more than those with high/moderate differentiation, surgical specimens and normal-level AD-TMs. Moreover, biopsy sample was a significant factor decreasing diagnostic accuracy of pathological subtype (OR, 4.037; 95% CI 1.446-11.267, p=0.008). Additionally, EGFR mutation rate was higher in patients with pathological diagnostic changes than those with confirmed SQCC (16.7% vs 4.4%, p=0.157). Conclusions: Diagnosis based on HE staining only might cause pathological misinterpretation in NSCLC patients with poor differentiation or high-level AD-TMs, especially those with biopsy samples. HE staining and IHC should be combined as pathological diagnostic standard. The occurrence of EGFR mutations in pulmonary SQCC might be overestimated.

• Journal of Global Scholars of Marketing Science
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• v.16 no.2
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• pp.55-75
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• 2006

This study aims to identify the unknown essential condition to form the blue ocean market, in addition to the innovation of customer value which does not become a sufficient condition though it is one of the essential conditions to form a blue ocean market, and induce companies to take a firm foothold in the blue ocean market after going to the blue ocean market by segmenting the market after setting up appropriate strategies. On the basis of those goals of this study, we dealt with subjects like the problem of approaching the market that possesses factors of differentiated value innovation, the segmentation of value innovative market, the problem about the major variables that shed light on the character of blue ocean optical illusion market, the strategy for following companies to enter the market, which we applied to the actual analysis based on the investigation into the literature related to value innovation and blue ocean strategy, investigation into the actual cases and objective data. We analysed a domestic refrigerator market and a domestic chewing gum market as representative examples of durables and nondurables and segmented each market on a value innovation market. We discovered the blue ocean and the blue ocean's illusive market of the two markets. I've mentioned and studied the characters of those positively.

• Journal of Korean Society for Quality Management
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• v.34 no.2
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• pp.68-76
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• 2006

It is generally thought that the quality management and the six-sigma management innovation are not applicable to service industry, which might be derived from some differences between service and manufacturing industries. However, both are substantially alike in some intrinsic attributes. KT is leading the quality management and the six-sigma innovation activities in service industry, especially among telecommunication companies in Korea. Six sigma management innovation has been fostered in KT within short period of time and played an important role in helping KT privatized successfully. The successful cases of six sigma innovation activities in KT could be introduced to other Korean companies in service industry. Five key factors for the success of six-sigma innovation activities are suggested, The hidden factory in all the fields of company should be eliminated. Six-sigma projects need to be connected with the company strategy. The project should be carried out intensively in a short time. The innovation activities in the field need to be integrated. The best practice of six-sigma should be disseminated in the field.

• Journal of Technology Innovation
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• v.16 no.2
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• pp.125-145
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• 2008

The paper evaluates the Korean science, technology, and innovation policy(STIP) in terms of an individual firm. The firm is Viromed(Ltd), a new technology-based venture company in the field of biotechnology. The case is compared with the 'Hwang Project', which is known as a typical failure case in Korea. In order to evaluate the Korean STIP, we establish 6 areas, which are technological infrastructure, institutional infrastructure, human capital infrastructure, technology market, industrial base, and innovation networks. The study shows that the policy schemes relating with technological infrastructure, institutional infrastructure, human capital infrastructure, and industrial base play a positive role in the start-up, development and innovation of Viromed(Ltd). However, we can hardly find the role of Korean government in fostering the technology market, transferring the technological output to economic performance. Although the international networks with the British, American, and Japanese firms or investors were a key success factor of the growth of Viromed(Ltd), the role of the government in this policy area was not enough. As for the 'Hwang Project', we suggest that the government should consider the possibility of commercialization in choosing R&D projects and determining the size of financial aids. Since the evaluation of the Korean STIP is based on an individual firm, the results of the paper need to be confirmed by a systematic comparison with other cases or industries.

• Proceedings of the Korean Institute of Information and Commucation Sciences Conference
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• 2021.05a
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• pp.597-599
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• 2021

As the number of successful business design innovation product cases increases, interest in design innovation is increasing. This study aims to examine how the design innovation (functionality, ergonomics, aesthetics) of Bluetooth speaker products affects the customer's preference and purchase intention. It proposes a research model through rational behavior theory (TRA) and technology acceptance model (TAM) for empirical research. The questionnaire is composed of questions to understand the influence of design innovation, favorability, and purchase intention. This is a study to increase the possibility of success of design innovation products by examining how design innovation through research results affects customer preference and purchase intention.

• Asian Journal of Innovation and Policy
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• v.4 no.2
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• pp.217-241
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• 2015

This paper, based on two engineering industry SME case studies, traces the origin and process of technological innovations enabling the development and introduction of new products leading to market expansion and enterprise growth. The study throws light on how entrepreneurs played a decisive role in recognizing market opportunities, building up crucial in-house technological capability, supplementing it with appropriate external assistance, to carry out technological innovations. A constant interaction with its customers is in-built into the system. As a result, the SMEs could achieve successful product innovations leading to their gradual growth, over time. Finally, based on the observations and inferences derived out of the two cases, a theoretical construct of the growth of innovation in SMEs is postulated. This is done linking the three stages of their development: (i) start-up and stabilizing, (ii) building up technological capability and implementing innovations; and (iii) opening up of new markets resulting in firm growth.

• Journal of Science and Technology Studies
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• v.13 no.2
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• pp.111-136
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• 2013

Meeting and solving persistent societal problems and challenges through science, technology, and innovation is now an emerging policy agenda in Korea. This socially-oriented innovation needs integrated approach on technological and social innovation. This study aims to suggest the necessity of new process named 'socio-technical planning' and propose its characteristics and implications. It deals with some cases of socio-technical planning activity and classifies their characteristics and types. And then, this study suggests the direction of socio-technical planning development.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.04a
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• pp.227-235
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• 2006

It is generally thought that the quality management and the six sigma management innovation are not applicable to service industry, which might be derived from some differences between service and manufacturing industries. However, both are substantially alike in some intrinsic attributes. KT is leading the Quality management and the six sigma innovation activities in service industry, especially among telecommunication companies in Korea. Six sigma management innovation has been fostered in KT within short period of time and played an important role in helping KT privatized successfully. The successful cases of six sigma innovation activities in KT could be introduced to other Korean companies in service industry.

• Management & Information Systems Review
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• v.16
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• pp.59-76
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• 2005

The inner and outer environment surrounding companies becomes more insecure and unpredictable due to sudden changes. Because the change of environment surrounding companies can deeply affect the existence of companies, continuous innovation of organization is required to develope management ability. Also, to conquer insecure present and future of companies effectively, organizations of companies have voluntarily coped with insecurities and intense competitions through endless organization innovation. Externally, globalization, openness, and relaxed regulation intensify competitions; consumers' requests get varied; consciousness of members of organizations have changed. Due to those factors, companies are placed in a situation that they should practice endless inner innovation. Internally, competitive power has weakened due to decline in productivity and inefficiency of indirect parts of company has increased. From those factors, managers increasingly request inner innovation and pursue organization innovation for the purpose of effective usage of extra resources and being prepared for the future. The managers who operate organization innovation think that systematized approach to organization innovation is the most practical, and actually operate the thought. However, the negative side of the thought is not neglectable. To minimize inner and outer resistance and to operate organization innovation successfully, some innovation strategies that properly reflect several issues related to organization innovation should be prepared. Another words, organization innovation should be operated differently by cases that if it focuses on personal perspective or on organization's. For many cases of our country, several techniques of organization innovation have been adopted in a short time and operated without making its original use. Therefore, this study looks into major Issues that should be considered for more successful operation of organization innovation, from both personal aspect and organizational aspect. When considering such aspects and operate organization innovation, there is more possibility to succeed on organization innovation. Now, Korean companies have overcame trial period and reborn as global companies. Take warnings by the ordeal under IMF administration, this is time to secure international competitive power by using developed innovation techniques and transform to superior company. Managers need to recognize that to try successful organization innovation is the shortcut to reborn as competitive company, and should take a continuous and profound search for decisive factors to succeed on organization innovation. To operate successful organization innovation, first, at the step of planning organization. innovation, the company should understand the company's capability, position in market and relationship with competitors. Then, the company should establish a distinguished innovation strategy which is of the whole company's aspect, so that the company can freely choose various technique of organization innovation that suits for the company's capability and needs, and unfold the organization innovation movement. Establishing strategy in the aspect of the total company is very important because it offers clear focus of the purpose of adopt, priority and distribution of resources. Second, at the step of operating organization innovation, the company should define concrete purpose and method to evaluate the results that are expected to obtain by adopting organization innovation in advance. While pushing forward, the company should set proper time of examination(milestone) and inspect if expected results are shown. Third, at the step of afterward management of operating organization innovation, the company requires a thorough afterwards verification if targeted results are obtained and of confirmation of successful or failure factors. Also, the company should cultivate specialists in the company who can accumulate and continuously spread the know-how learned during organization innovation promotion, so the know-how don't remain only in certain departments or to a few people in charge. The company should also give effort to maintain the accumulated innovation techniques to be continued.

• 지역과문화
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• v.6 no.4
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• pp.47-72
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• 2019

The purpose of this paper is to explore what roles can and should regional culture play in establishing a regional innovation system, which has been recently described as an essential factor for balanced regional development and specialized regional development. In doing so, we first investigated key concepts and discourses regarding regional innovation system and examined the success factors of a regional innovation system. We also explored how the Korean policy makers have developed the nation's regional innovation policy and regional cultural policy in order to understand the policy context and its limitations. After examining the theoretical background, we reviewed the representative cases of regional innovation in Japan, Yufuin and Yubari, to grasp the way in which 'culture' plays its roles in the formation of the regional innovation system. Since culture has a role as a unique sector, such as art and content industry, as well as a community's style of life, this study tried to explore the aspects and ways of how culture can contribute to the establishment of regional innovation systems considering these distinctive levels. In drawing the implications of the case study, we found that special attention is required for the 'process of formation' of regional innovation systems. We also confirmed that the success of the core activities at each stage heavily relies on the culture of the region; in order to fully understand the relations, it is necessary to re-establish the existing concept of culture and cultural policy with a more holistic perspective.