• Journal of the Korean Regional Science Association
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• v.34 no.4
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• pp.61-74
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• 2018

This study aims to analyze the convergence change of smart city industries in Korea. Industries of Smart city can be defined ICTs and Knowledge embedded construction industry. The input output model and structural path analysis have been done using the input output tables published by Bank of Korea in 1980 and 2014. GDP deflator was applied to the input output tables. 403 industries were reclassified into 27 industries and 8 industries categories: Agriculture and Mining(AM), Non-IT Manufacture(NITM), IT Manufacture(ITM), Energy Supply(EnS), Construction as smart city(C), IT Service(ITS), Knowledge Service(KS), Etc. Service(EtS). The results are as follows; First, the input output coefficient analysis showed that The information and communication service industry(ITS) and the energy supply industry(EnS) have increased input to the construction industry(C). On the other hands, knowledge service industry(KS) and etc. service industries(EtS) decreased. Second, the multiplier analysis revealed that construction industry(C) led by smart city had a great influence on ITS, EnS, ITM and NITM directly and indirectly. Furthermore, The IT industry had the biggest change from 1980 to 2014. Third, the smart city industry has created a new convergence of 117, and it has been leading to segmentation of the structure. Change of convergence has been proceeding mainly in the ITS and EnS, NITM, ITM industries.

• Journal of Technology Innovation
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• v.12 no.2
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• pp.209-225
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• 2004

This study aims to explore and understand the role of knowledge intensive service activities in the industrial innovation of Korea. It analyzes public and private service inputs to the innovation of manufacturers. The contribution of KISs to the innovation of both service suppliers and manufacturers was analyzed by using survey questionnaire. The results of the analysis revealed that the contribution of KISs to the innovation capability of manufacturers is significant. Large manufacturers that hold internal capability to supply KISs are also active in using external KISs. The manufacturing firms that utilized KISs intensively proved to be more innovative than those did not. Heavy KISs users also entertained benefits of capability enhancement as they improved monitoring and achieved efficient application of knowledge asset into product and process innovation. The role of public KISs in the innovation of manufacturers appeared to be indirect and done mainly through education and public R&D activities. Direct input, such as public software service, was not utilized as much in service suppliers themselves. The major reason is that public KISs may not be relevant to their actual needs. Manufacturers have implemented both tighter integration of familiar KISs and loosely coupled unfamiliar KISs.

• Journal of Service Research and Studies
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• v.9 no.3
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• pp.61-72
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• 2019

Design is a knowledge service industry that is undervalued in Korea despite its large impact on the development of high - tech industries such as national industrial policy and the fourth industrial revolution. In the design industry, the strategic outsourcing system collapses. This phenomenon is not confined to the domestic market, and the design service companies of design-developed countries such as Europe and the US are also struggling with the classic. Accordingly, some implications were found through the case study of domestic design projects, including overseas, that private companies are more concerned with design cost reduction and cost structure to secure liquidity rather than improving design quality level and pursuing innovation through design outsourcing. It is big. As design is a core competency of a company, internalizing core design tasks, and as products and services become platforms, regional design countermeasures have been reduced, which has led to a decline in the cost standard for large companies' design service outsourcing. In design service industry, design outsourcing is performed at the request of the client, and the service value of the outsourcing is received. In the early 2000s, the importance of design management led global consulting companies to pursue M & A rather than cooperate with design service companies, and Samsung Electronics and other large corporations acquired a large number of excellent design personnel and developed their own design management research institute. This study investigated the design service outsourcing cases of public and private companies (large corporations, midsize companies) widely in relation to the design service price criterion, and grasped the indicators of the actual size and level of the design industry. I will make suggestions about the value and direction of the global design industry through interviews with experts and literature on the changes and influences of these cost criteria.

• Knowledge Management Research
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• v.20 no.3
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• pp.17-38
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• 2019

Rrecently, companies have made great efforts to satisfy various needs and heightened expectations of customers, and the importance of customer center as customer contact department for customer relationship management is increasing. In the knowledge ecosystem, corporate customer centers are emerging as a new alternative to acquiring corporate competitiveness by increasing sales and increasing market share by improving marketing support activities and customer relationship management at customer contact points. As a result, the interest in the customer center has increased rapidly because it provides the opportunity to contact with the customer. In addition, in the era of the fourth industrial revolution, the customer center, which is a collection of information and communication technologies, has a big databased voice recognition technology to elaborate customer service, thereby enhancing customer satisfaction and contributing to marketing through continuous interaction with customers. Of course, we have the opportunity to transform into the frontline business intelligence front for customer knowledge. This study is a comparative case study on how the customer center of K Life Insurance that takes the lead in the customer center industry has successfully renewed and established their key information systems to improve customer services and reinforce marketing support competencies. Based on the above, this study will present factors affecting successful implementation and settlement of the customer service information systems of customer centers by independently analyzing two individual cases.

• Journal of Distribution Science
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• v.19 no.5
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• pp.35-48
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• 2021

Purpose: This research aims to analyze the influence of relational penetration capability on salesperson performance and the influence of customer orientation, customer knowledge accessibility, and salesperson-customer relationship quality on the relational penetration capability of the insurance service industry in Central Java. Research design, data, and methodology: This explanatory research involved 211 respondents. Path analysis was used to analyze the primary data obtained. Results: The customer orientation positively influences relational penetration capability and customer knowledge accessibility which can improve salesperson performance. The salesperson-customer relationship quality shows a positive impact on the salesperson's relational penetration capability, salesperson performance, and relational penetration capability which will lead to an improved salesperson-customer relationship. Higher knowledge levels of customer necessity have important implications for a salesperson's capability of finding potential customers and of fulfilling customers' requirements through careful analysis of necessity. Conclusions: The salespeople should be capable of building and maintaining a good relationship with their customers as an indication that salespeople of Insurance Service Company Distribution in Central Java have good performance.

• STI Policy Review
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• v.2 no.1
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• pp.35-53
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• 2011

This paper originates from the questions concerning why Korea has had difficulties in boosting R&D service industries regardless of government efforts over a decade. We first review the intrinsic nature of the R&D services and set up four criteria such as establishment type, diversification of business models, coverage of client firms, and role of R&D service firms as innovation drivers and IP strategies, that will be used in interviewing and analyzing R&D service firms. Second, we carry out in-depth interviews of eighteen R&D service firms to understand business behaviors and relevant characteristics. Finally, we identify five groups of R&D service firms and conclude that differentiated polices have to be implemented according to the groups for promoting the industry effectively.

• Journal of Information Technology Applications and Management
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• v.27 no.6
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• pp.75-87
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• 2020

The Human Resource (HR) system comprises of various interrelated HR practices that forms the bundles. These bundles of Human Resource practices impact the organizational performance. The hard and soft HR bundles are the two sets of the same continuum that describes the strategic approach of the HR system. The purpose of this study is to identify the hard and soft HRM practices from the literature and then empirically test them with the help of factor analysis. The study is conducted on the service industry employees in India. The survey includes the employees from the middle and top-level executives of the service firms. The sample size for the study is 160. Principal component analysis with VARIMAX rotation and Confirmatory Factor Analysis was used to obtain the results. The data analysis was done on SPSS V.20 and AMOS V.22. The results provide knowledge of the HR practices under the hard and soft HRM bundles implemented in the service industry.

• Knowledge Management Research
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• v.11 no.3
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• pp.13-29
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• 2010

This study aims to investigate the effect of mentoring functions (career development, role modeling, and psychosocial function) on the motivation to adopt knowledge and the success of knowledge transfer in formal mentoring relations. There are considerable empirical investigation into the antecedents and consequences of mentoring, such as organizational commitment, organizational citizenship behavior, job satisfaction, In this paper, based on the relevant literatures, hypotheses are established and empirically tested that are about the effect of mentoring functions on the motivation to adopt knowledge, and the effect of motivation to adopt knowledge on the success of knowledge transfer. Using a sample of 287 service industry employees, the empirical results shows that career development and role modeling functions ware positively related to motivation to adopt knowledge, but psychosocial function was not significantly related. In addition, the motivation to adopt knowledge was positively related to the success of knowledge transfer. Based on these findings, implication and future direction are discussed.

• Asia pacific journal of information systems
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• v.23 no.1
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• pp.87-106
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• 2013

In the service-oriented economy, knowledge and skills are considered core resources to secure competitive advantages and service innovation. Knowledge management capability, which facilitates to produce, share, accumulate and reuse knowledge, becomes as important as knowledge itself to create service value. Along with knowledge management capability, dynamic capability and operational capability are the key capabilities related to managing service delivery processes. Previous studies indicated that these three capabilities are related to service innovation. Although separately investigate the relationship between the three capabilities. The purpose of this study is 1) to define variables that have effects on service innovation including knowledge management capability, dynamic capability and operational capability, and 2) to empirically test to identify relationship among variables. In this study, knowledge management capability is defined as the capability to manage knowledge process. Dynamic capability is regarded as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Operational capability refers to a high-level routine that, together with its implementing input flows, confers upon an organization's management a set of decision options for producing significant outputs of a particular type. The proposed research model was tested against the data collected through the survey method. The survey questionnaire was distributed to the managers who participated in an educational program for management consulting. Each individual who answered the questionnaire represented a knowledge based service firm. About 212 surveys questionnaires were sent via e-mail or directly delivered to respondents. The number of useable responses was 93. Measurement items were adapted from previous studies to reflect the characteristics of the industry each informant worked in. All measurement items were in, 5 point Likert scale with anchors ranging from strongly disagree (1) to strongly agree (5). Out of 93 respondents, about 81% were male, 82% of respondents were in their 30s. In terms of jobs, managers were 39.78%, professions/technicians were 24.73%, researchers were 12.90%, and sales people were 10.75%. Most of respondents worked for medium size enterprises (47,31%) in their, less than 30 employees (46.24%) in their number of employees, and less than 10 million USD (65.59%) in terms of sales volume. To test the proposed research model, structural equation modeling (SEM) technique (SPSS 16.0 and AMOS version 5) was used. We found that the three organizational capabilities have influence on service innovation directly or indirectly. Knowledge management capability directly affects dynamic capability and service innovation but indirectly affect operational capability through dynamic capability. Dynamic capability has no direct impact on service innovation, but influence service innovation indirectly through operational capability. Operational capability was found to positively affect service innovation. In sum, three organizational capabilities (knowledge management capability, dynamic capability and operational capability) need to be strategically managed at firm level, because organizational capabilities are significantly related to service innovation. An interesting result is that dynamic capability has a positive effect on service innovation only indirectly through operational capability. This result indicates that service innovation might have a characteristics similar to process innovation rather than product orientation. The results also show that organizational capabilities are inter-correlated to influence each other. Dynamic capability enables effective resource management, arrangement, and integration. Through these dynamic capability affected activities, strategic agility and responsibility get strength. Knowledge management capability intensify dynamic capability and service innovation. Knowledge management capability is the basis of dynamic capability as well. The theoretical and practical implications are discussed further in the conclusion section.

• Journal of the Korean Society of Food Culture
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• v.26 no.2
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• pp.151-158
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• 2011

The purpose of our study was to examine the effects of dietitians' sanitation training performance on the sanitation knowledge and management practice level of culinary employees. We developed a questionnaire to measure the sanitation knowledge and management practice level of culinary employees and the sanitation training performance of dietitians. The questionnaire was completed by 53 dietitians and 337 culinary employees working in food service in the Chungbuk Province. We found that the sanitation training performance of dietitians had a significant positive affect on the sanitation knowledge and management practice level of culinary employees. There was also a correlation between sanitation knowledge and the management practice level of culinary employees. We conclude that sanitation training performance by dietitians is an effective method of improving the sanitation knowledge and management practice level of culinary employees. Thus, we suggest strengthening the sanitation training programs given by dietitians to improve food hygiene and safety in the foodservice industry.