• The Journal of Asian Finance, Economics and Business
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• v.7 no.2
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• pp.261-270
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• 2020

This study aims to examine the community empowerment model to develop sustainable tourism villages in Indonesia. This study applies a qualitative method. Data collection is conducted through interviews, observations, and focus group discussions held in Ponggok Village of Central Java Province - Indonesia. The results of this study found that the tourism development carried out in the Ponggok Village used four approaches (1) spatial approach as a basis in determining the direction of village development; (2) sectoral approach through increasing the role of the Village Owned Enterprises to build the village economy; (3) human resources to enhance the role of village communities in managing village potentials; and (4) use of information technology to improve service quality, transparency and accountability. The success of these four approaches is influenced by the leadership, innovation, collaboration, and good village governance. The success of the Ponggok village to become an independent village in improving the welfare of the community is inseparable from the success of the Ponggok village government in empowering the community to manage sustainable tourism development. The success of development with these four approaches is influenced by leadership, innovation, collaboration, and good governance.

• Asian Journal of Innovation and Policy
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• v.12 no.1
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• pp.001-026
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• 2023

This paper dealt with the Korean manpower policy in science and technology, focusing on the contents and tools of the Special Act and its Master Plans. After briefly introducing the historical development of the Korean manpower policy from the 1960s to the present, it discussed and analyzed the Special Act and Plans from the framework of personnel development, distribution, utilization and infrastructure. Korea's science and technology manpower policy has focused on fostering and supplying manpower in line with the country's industrial growth strategy. In the early stage of industrial development during the 1960s and 1980s, government research institutes were direct and effective tools for nurturing S&T manpower. Since the 1990s, the importance of university research has increased. The government fostered graduate research manpower through the research-oriented university policy of the BK21 program. After the IMF financial crisis in 1997, the tendency of students to avoid careers in science and technology led to enacting the Special Act (2004) governing the field of S&T human resources. The Special Act has contributed to leveling up the university education system in science and engineering and sophisticated the policy to include entrepreneurship training, spin-off startups, industry-university cooperation, and offering degree programs. The Special Act and the regularly revised Master Plans have been essential tools in systematically managing the science and technology manpower policies of the Korean government.

• The Journal of Industrial Distribution & Business
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• v.15 no.5
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• pp.29-37
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• 2024

Purpose: Numerous prior researchers have identified only that sustainable management of ESG factors promotes business value creation and shapes enhanced innovation performance. This study aims to determine the positive relationships between ESG management and economic development, focusing on the mutual benefits and risks and the various stakeholders involved in managing change. Research design, data and methodology: This study selected the PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) statement as a key methodology. Literature search used the following databases: Web of Science, Scopus, and Google Scholar. The quality assessment criteria for selected prior studies ranged from issues like design, sample size and the representativeness of the subjects, validity of measurements, and analytical strength. Results: The findings of this study indicates that there are four critical solutions for economic development triggers using ESG strategy, such as (1) ESG and Innovation-Driven Growth, (2) ESG and Human Capital Development, (3) ESG and Operational Efficiency, (4) ESG and Market Opportunities. This study insists that public-private partnerships are critical for enhancing sustainable economic development and meeting the needs of society. Conclusions: It is, therefore, important for governments and policymakers to play a critical role in setting the proper framework that allows for the uptake of ESG and an enabling environment for sustainable economic development.

• 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 Korea Entertainment Industry Association
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• v.15 no.3
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• pp.1-11
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• 2021

NC Soft will continue to dream of an entertainment innovation world where customers are connected through game and contents. NC Soft images an expansion in entertainment industry which open doors to the future of enjoy break through innovative online game and creative AI & IT technologies, focused on new business opportunities that are solely NC's own. This study starts with the implication on why focusing on exploration innovation and exploitation strategy at the same time in NC Soft is so challenging. NC Soft manages to their online & mobile gaming competencies in the long term and achieves their sustainable growth by incremental innovation (e.g. game planning, game programming, and graphic design). Also, for innovative success, pursuing exploration strategy is essential. NC Soft have built a strategic alliance spanning K-POP, digital contents platform, movie, and animation, sharing the connectivity of entertainment domains with major contents corporations. The findings of this study would also beneficial to entertainment and contents corporation executives and could provide some road-map on managing the dual challenges of exploration and exploitation implementations.

• Journal of Korea Technology Innovation Society
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• v.21 no.3
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• pp.1101-1126
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• 2018

As incipient organizations progress from formation to become larger entities, the procedures and rules that provided managerial and structural advantages in having established the organizations and promoting the growth impede the innovation and creativity vital to maintain the competitive advantage. Adopting Corporate Entrepreneurship (CE), large corporations have tried to overcome the dilemma and to sustain the innovation and creativity in order to effectively cope with harsh competitive realities. Recently, some advanced corporations are trying to enhance CE by setting up an internal venture program as a seed organization for CE. By making an in-depth analysis of the internal venture program, 'C-Lab' of Samsung that is promoting CE-related characteristics for enhancing CE, we attempt to shed light on (1) what kinds of environments should be built around the seed organization for CE (2) what are the major characteristics that should be promoted through the seed organization in relation to CE (3) What kinds of achievements can be made from the promoted characteristics (4) How the characteristics are spread over the entire organization. Based on the analysis, we suggest a generalized process in which CE can be enhanced. Since different approaches should be taken for managing the seed organization and spreading the characteristics depending on the strengths and weaknesses of a corporation, there must be the step, 'evaluation of corporate internal capabilities' in the process. We believe that each corporation can enhance CE by taking advantage of the process with reference to the C-Lab case study.

• International Journal of Quality Innovation
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• v.4 no.1
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• pp.54-76
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• 2003

The concept of quality is revisited to evidence its applicability beyond the product and economic transaction level, to cover every kind of human and social relation. A very important extension indeed in this globalization era, where an increasingly interconnected world badly needs rules and means to improve quality, both at economic and political level. To that aim, some commonplaces about quality need to be exposed to criticism and the close connection between ″value″ and ″quality″ concepts must be highlighted. Generalization of the quality related concepts could appear to be just a theoretical issue were it not for the fact that it opens the door to the extension of ″quality management″ concepts to every kind of organization: from the company to the state to the planet. ″Managing for quality″ appears to be a fundamental issue for all human-made systems.

• Journal of the Korean Operations Research and Management Science Society
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• v.30 no.2
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• pp.41-61
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• 2005

The concept of revenue management (RM) has been used widely in the air-transportation industry, and proven as a good system for managing perishable assets. While the airlines are the oldest and most sophisticated users of RM, these practices have been an enormously important innovation in other service industries such as the travel, the railway, the internet and the manufacturing industries. In this paper, reviewing several studies on RM, we introduce the fundamental concepts and the major models of RM covering seat allocation with multiple fare classes and overbooking. Future research directions also are suggested.

• Knowledge Management Research
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• v.19 no.3
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• pp.63-87
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• 2018

In a rapidly changing technology environment, managing and rearranging the patent portfolios is one of the main sources of competitive advantage for firms. This study analyzes the effects of patent portfolio composition on new product introduction related to resource allocation. This study also looks at the moderating role of rearranging the patent portfolios on new product introduction. Our empirical analysis of the global pharmaceutical industry shows that firms with high-value patent portfolios exhibit a tendency to launch new products, and patent portfolio diversity shows a U-shaped relationship with new product introduction. In addition, the patent portfolio rearrangement positively moderates the relationship between patent portfolio diversity and new product introduction. The results are expected to provide implications for firms' patent portfolio composition and patent portfolio rearrangement related to innovation performance such as new product introduction.

• Knowledge Management Research
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• v.17 no.3
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• pp.227-248
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• 2016

Customer satisfaction dominates research on customer-firm performance relationships; however, with a few exceptions, the authors of most prior studies did not examine the possibility that an organizations' customer relationship management can increase its knowledge management. Building on previous literature of information processing theory and transaction cost perspective, this paper investigates the effect of various characteristics of customer relationship an organization cultivates on its own innovativeness. Specifically, we identify closeness, communication, sympathy as three critical components of managing customer relationship. Data from a multi-informant survey conducted to 442 organizations in Korean bank industry show that an organization's relationship with its customers has significant effects on its innovativeness. This study highlights the importance of customer relationship in terms of enhancing innovations, and helps to explain interactive effects among customer relationship, organizational learning, and innovativeness.