• Journal of Korea Society of Industrial Information Systems
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• v.14 no.4
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• pp.153-162
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• 2009

Innovation, especially business process innovation, has evolved into a core focus area for all successful organizations. To ensure long-tenn survival, an enterprise must place innovation at the top of daily business operations to drive desired revenue stability and growth. Business Process Innovation is a key success factor for the next generation enterprise. Companies need to nurture an environment that encourages and enables process innovation. Business Process Management (BPM) must become the focal point of innovation initiatives. But the most BPM solutions are for large company. The cost is too high to build for small and medium sized company. We need the light and easy BPM solution for small and medium sized company. In this paper, we introduce the SESS which is BPM solution for small and medium sized company.

• Information Systems Review
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• v.19 no.1
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• pp.169-183
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• 2017

As global competition is heating up and product life cycle has been rapidly shortened, each company pursues a variety of competitive technology innovations through different means of innovation. In this study, we assume that open innovation can be a shift motive of the technology innovation paradigm of small and medium enterprises (SMEs) being beyond the limitations of R&D within a company. We analyze the process and content of open innovation and performance. In addition, we identify the problems generated in the open innovation process and analyze the ways to strengthen open innovation. This study is based on the investigations into the technological competitiveness of local SMEs. The innovation ecosystem is analyzed from the perspective of product/service innovation, organizational innovation, and marketing innovation. Situational analysis is presented on the relationship between the innovation capabilities of information and communication technology SMEs and innovation performance.

• Journal of Korea Technology Innovation Society
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• v.11 no.1
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• pp.118-143
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• 2008

This paper examines the effect of innovation strategy and R&D organization on the innovation performances in the Korean small and medium sized enterprises(SMEs). For the SMEs with limited resources and capabilities, the one of key strategic issues is to allocate innovation resources to the exploitation of existing technological capabilities and/or the exploration of new technological capabilities. Based upon survey data from 769 SMEs, this study investigated relationships among exploitation and exploration strategies, the existence of R&D organization, and innovation performance. Exploration is positively related to product and process innovation performances across the industrial sectors. However, exploitation is positively related only to the process innovation performance in the traditional manufacturing sectors. The existence of R&D organizations has positive effects on the product innovation performance and not on the process innovation performance. Finally, it discusses the managerial implications, the limitations of this study and the future research directions.

• Management & Information Systems Review
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• v.31 no.1
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• pp.183-203
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• 2012

This paper investigates how small-medium firms deploy organizational culture, job stability and environmental uncertainty for technological innovation(product and process innovation). This paper suggests that organizational culture has significant effects on technological innovation, that job stability and environmental uncertainty moderate relationship between organizational culture and technological innovation. To test the hypotheses, data were collected from small-medium firms. The survey data of 258 firms were collected and integrated as the empirical base for testing the hypotheses. Major results are as follows: Firstly, when organizational culture as well as control variables are considered, organizational culture had significant and positive effects on product innovation. This result implies that organizational culture is an important means by which small-medium firms can promote innovation. Secondly, the interaction between organizational culture and job stability had a positive and significant effects on product innovation. Thirdly, the interaction between organizational culture and environmental uncertainty had a positive and significant effects on product innovation and process innovation. This paper suggests implications and several future researches need to overcome the limitations of this paper.

• Proceedings of the Korea Technology Innovation Society Conference
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• 2006.11a
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• pp.59-75
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• 2006

Independent innovation is the key factor to enhance competitiveness in China auto industry. This article is based on current status analysis of China auto industry independent innovation and it points out the problems and causes that exist in the independent innovation process. It also proposes policy and suggestions to accelerate cultivation of independent innovation in China auto industry.

• Polymer(Korea)
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• v.32 no.6
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• pp.537-543
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• 2008

Crosslinked agar-g-poly(acrylic acid) (x-agar-g-PAA) super absorbent with a water absorbency ($Q_{H2O}$) of approximately 660 g/g was synthesized by the copolymerization of agar with an acrylic acid monomer. KPS and MBA were used as the initiator and crosslinker, respectively. Grafting was performed in air. Infrared spectroscopy was used to identify the product of copolymerization. The optimum conditions to synthesize the x-agar-g-PAA superabsorbent were 0.1 g of agar, 0.1 g of the KPS initiator, for 15 min; 50% AA monomer, 0.005 g of the MBA crosslinker, for a propagation time of 5 min; and 1 M NaOH for 15 min to allow for saponification. The reaction temperature was $80{^\circ}C$.

• Asian Journal of Innovation and Policy
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• v.7 no.3
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• pp.411-437
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• 2018

This paper articulates the STI strategy development principles and methodologies that have been elaborated through iterative processes of STI strategy development cases for the past ten years. The consultation cases include poverty traps in Nepal and Laos, African health challenges in Nigeria and Tanzania, and ASEAN global challenges in Indonesian Water, Vietnamese Green Energy, and Filipino Food, in partnership with some multilateral agencies.The iterative elaboration process has continued with consultation activities on Thailand and on Cambodia, Laos and Myanmar in planning partnership with Thailand. The principles were originally conceptualized from the benchmarking process of the Korean STI development experience. They were further incorporated as methodologies with which relevant planning bodies are guided to address individual and regional challenges through science, technology and innovation strategies. The methodologies are strong in providing plausible holistic perspective scenarios by which various stakeholders can be engaged in the planning and implementation process. But it is heuristic in nature and can be learned only through on-the-job training process. This is the structural limitation for scaling up.

• Journal of Service Research and Studies
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• v.13 no.2
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• pp.82-98
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• 2023

This study investigates consumers' perceptions when customers participate in the process of innovating new products or new services essential to companies in the era of the 4th industrial revolution. Specifically, this study investigates how consumers' product evaluation varies depending on two types of innovation for a company's new product development (technology-based innovation and market-based innovation) and two customer roles (as information providers and as co-developers) participated in the development process. The research questions are as follows: As technology-based innovation and market-based innovation are different types of innovations, will consumers' product evaluation vary depending on these different types of innovation? If customers participate in the development process of a new product reflecting each innovation, how will the information that the customer participated be perceived by other consumers? In addition, this customer participation method can serve as an information provider and a co-developer, and will consumers' evaluation of new products vary depending on this role? As a result of verifying the hypothesis using an experimental method, it shows that consumers' product evaluation differs significantly depending on the role of customers who participated in the process of developing new product development process. In other words, the results indicate that the case where customers participated as market information providers in the process of developing new products is more favorable to the new product evaluation than the case where they participated as co-developers of the new products. In addition, there is an interaction effect between the type of product innovation and the role of customer participation. To be specific, when a product reflecting technological innovation is released, there is no difference in consumers' product evaluation according to the roles of two different customer participations. However, when a market-based innovation product is released, product evaluation is more favorably perceived when customers participated as information providers than they were involved in the new product development process as co-developers. This study is of theoretical significance in that it distinguishes each type of innovation and verified how other consumers' perceptions vary depending on their role when customers participate in the innovation process. Finally, limitations and future study directions are suggested along with practical implications.

• Journal of Service Research and Studies
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• v.3 no.2
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• pp.75-89
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• 2013

In the services industry and firms, the successful new service development is very important issue today, But the innovation process for service firms is comprehensively little treated until now. This study was performed to suggest the new service development process model for the firms level in the perspective of the radical service innovation. So, in this paper the new process development model can be made by reviewing the concepts about the radical service innovation and by analyzing the some existing new service development process models. In the suggested service development process model, the three key process such as technology forecast, market analysis, and strategy development were included for front phase activity as the new service development process. Also the four key process for searching phase, and the other three key process for implementation phase were included. And for the application for the service firms' service innovation, the innovation's outcome estimation reference model is included. I hope to be executed the various case research and the improvement and optimization for this suggested process model in the future.

• Journal of Korea Technology Innovation Society
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• v.21 no.1
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• pp.92-129
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• 2018

In general, a technology and innovation strategy has been established first. Then, the technology and innovation activities are conducted accordingly. The literature on the technology management process points out that the technology and innovation activities exist in some sequences, nonlinear or linear pattern. However, it is also argued that a certain technology and innovation activity can be occurred or disappeared at certain timing. In this paper, it has been analyzed and clarified how the technology and innovation activities are performed and working together with the technology and innovation strategies in certain context especially when the handset market moves from feature phone to smartphone during a last decade. Empirical results show that the starting point of the technology and innovation activity changes according to the technology and innovation strategies. And, technology innovation activities exhibit multi-layer architecture types. It is confirmed that technology and innovation activities follow a specific pattern. However, if there are some changes in the technology and innovation strategy due to the external environment change, some technology and innovation activities can be skipped because the priority of the technology and innovation activities would be changed. If the firm which has the strategy type of 'innovators' fails to adapt to the fast changing external environment and has the inadequate technology and innovation activities, it is required to change the technology and innovation strategy. It will have a huge impact on the firm's survival.