• 한국기술혁신학회:학술대회논문집
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• 한국기술혁신학회 2015년도 추계학술대회 논문집
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• pp.151-157
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• 2015

• 지식경영연구
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• 제17권2호
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• pp.75-101
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• 2016

Since 2009, China has become biggest automobile supplier and consumer all over the world. Chinese government and automobile firms have been executed strategic and aggressive industry policy and business strategy for nurturing automobile industry as a core manufacturing industry. However, can we assure that all of these policy and strategy have positive effect on Chinese automobile industry? For fulfilling this gab, our research examined the government policy and firm's strategy in different development stage of Chinese automobile industry. According to research result, at initial stage(1983-1996), Chinese automobile industry has grown by technological learning and reverse engineering from Soviet Union, Japan and Germany. In rapid growing stage(1996-2009), Chinese automobile firms have succeed to develop and produce own brand product with 100% own technology. And this kind of quantum jump in technology development was conducted by joint venture policy and M&A strategy. However, at the fourth stage(2010-), Chinese government and firms have over invested and focused on Electric Vehicle manufacturing without developing core technology or SW. Overall, the old-fashioned policy and strategy module in manufacturing industry of China could have negative effect on its industry development.

• 정보화정책
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• 제17권2호
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• pp.25-44
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• 2010

조직의 생존 과정에서 지식관리의 기능은 지식의 흐름을 용이하게 할 수 있는 네트워크 구조의 구축을 강조하는 구조적 접근방법과 각각의 맥락에 맞는 새로운 지식을 창출 또는 재창출하기 위한 과정으로서 지식활동 주체들 간 사회적 네트워킹의 활성화를 강조하는 과정적 접근방법의 통합적 관점에서 논의될 수 있다. 이러한 맥락에서 혁신포탈은 혁신 지식 네트워크를 형성하여 기존 지식의 공유 및 새로운 지식의 창출 또는 재창출을 촉진시킴으로써, 각 주체의 혁신역량을 강화하고 혁신 효율성 및 성과를 제고하기 위한 목적으로 2005년에 구축 개통되었다. 구축 당시 참여정부의 혁신방향이 참여형 거버넌스의 강화에 있었음을 감안할 때, 혁신포탈은 정부혁신을 한 단계 성숙시키는 중요한 정책수단이 될 것으로 기대되었다. 그러나 혁신포탈은 이와 같은 기대를 충족시키지 못한 채, 2008년 이명박 정부의 출범과 함께 폐쇄되었다. 이에 본 연구에서는 정부기관의 웹사이트 간 하이퍼링크 네트워크 분석을 적용하여 당시 혁신포탈의 실효성을 통합적인 지식관리 관점에 초점을 맞추어 분석함으로써, 향후 정부포탈의 구축 및 운영에 관한 이론적 정책적 함의를 모색하였다.

• STI Policy Review
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• 제3권2호
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• pp.130-151
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• 2012

Fraunhofer was founded in 1949 and grew into Europe's largest application-oriented research organization. Fraunhofer currently employs over 20,000 members in Germany, is internationally networked, and manages an R&D budget of over 1,8 Billion Euros per year. An important step for Fraunhofer to become an integral component of the German innovation system was the introduction of the Fraunhofer Model of financing based on a performance-related system of financial management. The underlying model of the allocation and distribution of public funding to Fraunhofer that is subsequently allotted to specific research groups is one of the success factors of Fraunhofer. Fraunhofer is proud of its decentralized organizational model. Fraunhofer is comprised of 60 Institutes in Germany working in different fields, under one legal framework, and with a strong brand value. Every Fraunhofer Institute is affiliated with a German University and every institute director simultaneously holds a chair at the affiliated university. It is a challenge for the headquarter organization to balance the intended competition of individual Fraunhofer Institutes with complementarity cooperation in science among Fraunhofer-Institutes, especially when coming from different knowledge domains; however, this goal results in a significant advantage. The unique strengths of Fraunhofer offer system solutions in a world with increasingly complex R&D challenges. While growing to become the largest organization on Europe to focus on applied research it is the challenge to remain an agile organization that is flexible in organizational structure. Fraunhofer has reached a well-recognized position in the European innovation landscape. It is often referred to by science and governments as a role model for innovation policy and a key element of the latest successes in the German economy that has recovered quicker from the latest economic crisis than most other western economies. The paper explains Fraunhofer as an organizational paradigm and its underlying management model to elaborate on the challenges of managing a research organization. We wish to show how it is possible to transfer the management model and philosophy of Fraunhofer to innovation systems with different framework conditions and challenges. A universal conclusion may be drawn based on the description of Fraunhofer; however, changes in existing structures and innovation systems cannot be implemented over night.

• Journal of East Asia Management
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• 제3권2호
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• pp.43-64
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• 2022

Exploring innovations for latecomers to catch up has been a popular concern in industry and academia. Over the last decade, more and more East Asian latecomer firms have moved beyond imitation and are delivering innovative products and services to the market. However, the semiconductor latecomers from China have limited success in catching up with more mature semiconductor firms. Our study examines how semiconductor latecomers to break through the latecomer's dilemma by innovation and achieve catch-up. We use a single-case approach for the Semiconductor Manufacturing International Corporation (SMIC) vertical development process to analysis its innovation path of catching up. The study's results showed that SMIC relied on the government's policy and funding support, and based on the strategic endurance of entrepreneurs, it persisted in technology R&D investment and independent innovation for 20 years. SMIC finally smashed the dilemma of latecomers and successfully achieved catch-up. With these findings, we believe that the path of catching up innovation for semiconductor latecomers should be equipped with independent innovation of technology, strategic leadership of entrepreneurs and support of government policies. As these factors are combined, latecomer firms' position is expected to rise and catch-up will become visible. Our study contributes to some enlightenment on the innovation path for latecomers in China and global semiconductors to achieve their catch-up.

• 디지털융복합연구
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• 제7권2호
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• pp.1-12
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• 2009

This study explored which the component factors on innovation brand to building an organizational culture of government. The innovation brand perception of organizational officers are in order brand awareness(recognition, discrimination) and brand loyalty(identification, ease of memory, meaning diffusion, the reaction of customer needs), brand salience, brand knowledge and brand innovation. The result of Importance-Performance analysis are as follows. We can see that Brand loyalty have Quadrant I meaning good management implementation. Brand Knowledge have Quadrant II meaning concentrate improving. Brand Uniqueness have Quadrant III meaning improving. And Recognition, familiarity and salience have Quadrant IV meaning low relative importance and high performance. The Quadrant IV consider the cost and benefit of brand management.

• 한국기술혁신학회:학술대회논문집
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• 한국기술혁신학회 2017년도 춘계학술대회 논문집
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• pp.651-685
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• 2017

This study examines how experience diversity of chief technology officer (CTO) drives radical innovation of the firm, and the moderation effect of group attributes of top management team. Using data of 148 firms in U.S. manufacturing industries, this study finds that a CTO's diverse functional experience increases a firm radicalness, and diverse industrial experience also increases the radicalness. This study also examined the moderating effect of top management team (TMT) characteristics such as TMT size, TMT tenure, and gender composition in TMT. The positive relationship of CTO knowledge diversity and firm radicalness is weakened as TMT size or TMT tenure increased while the relationship is strengthened as gender diversity in TMT increased. These results of the analysis of firm-level radicalness provide implications for both academics and practitioners.

• 산업경영시스템학회지
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• 제30권3호
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• pp.150-157
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• 2007

Certification about management innovation business (Mainbiz) was added in 2006 newly along with existent technical innovation business certification (Innobiz) and venture business certification with government's policy connected with reform style small and medium enterprises 30 thousand upbringings. Drew dividing management innovation business evaluation figure by manufacturing industry and service industry through leading study, gives weight by industry about drawn evaluation figure and must give estimation point of suitable level. This studies judge importance about evaluation figure by industry and consider priority order by evaluation figure using AHP (Analytic Hierarchy Process) that use expert group and gave point.

• 한국병원경영학회지
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• 제spc호
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• pp.51-60
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• 2016

The forms of healthcare service delivery emerges from the interaction between technological progress and institutional changes. Building a healthcare system which enables effective and efficient patient care is a imperative to a sustainable operation of a society. Identifying of a promising medical technologies and diffusing them consists of the basic tasks of a good healthcare system. Inducing of a promising innovation in healthcare and utilization of the innovation requires a deep understanding of healthcare innovation system and delicate governmental intervention to the effective functioning of the system. Therefore, the support for R&D in healthcare field should be given to social and institutional technologies for the better organization of healthcare delivery and consumption system as well as basic and applied medical sciences.

• 한국산학기술학회논문지
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• 제18권11호
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• pp.308-320
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• 2017

최근 국가 차원에서는 물론 지방자치단체 차원에서도 뿌리산업 육성을 위한 노력이 진행되고 있으며, 대전지역 역시 이 분야를 육성할 필요성이 존재한다. 그간 뿌리산업에 대한 많은 연구가 진행되어 왔으나, 대전지역 뿌리산업의 혁신활동 및 실제 기업들의 애로사항 등에 대한 조사보고는 많지 않아 정책적 방안 마련에 어려움이 존재하였다. 이에 본 연구에서는 대전지역 뿌리산업 업체들의 혁신활동 동향 및 문제점을 파악하고, 정책적 시사점을 제시하고자 한다. 이를 위해 과학기술정책연구원의 한국기업혁신조사 설문지를 사용하여 대전테크노파크의 뿌리산업 관련 사업의 지원을 받은 적이 있는 기업들을 대상으로 설문을 실시하였다. 본 논문에서는 이 기업들을 대전지역 뿌리산업 업체들로서 혁신의도가 높은 기업들로 가정하였으며, 이들 기업들에 대한 혁신활동 조사 결과는 과학기술정책연구원의 2014년 한국기업혁신조사와 비교하여 대전지역 뿌리산업 업체들의 혁신의 특성 및 문제점을 도출해 보았다. 연구결과 대전 뿌리산업 업체들은 많은 설문항목에서 전산업과 비슷한 맥락을 가지고 있는 가운데, 뿌리산업으로서의 특징과 대전이라는 지역 특유의 특성을 모두 보여주는 것으로 나타났다. 또한 혁신 미완 비율이 높으며 혁신활동 저해요인으로 내부 자금부족이 높게 나타난다는 특징이 있었다. 이에 따라 본 연구에서는 산업적 특징이 반영된 정책, 동일 산업 내에서도 지역성이 반영된 정책, 혁신 미완율 제고를 위한 지원방안 마련 등 정책적 시사점을 제시하였다.