• The Journal of the Korea Contents Association
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• v.9 no.12
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• pp.279-290
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• 2009

This study aims at analyzing the structure of the regional industries in Daejeon, including Choongchung area and the measurement of Regional Innovation Ability Index. The study also investigates the environment of the regional innovation activities in terms of Regional Location Quotient Index. The study mainly focuses on the estimation of four types of innovation ability indexes, i.e., human resource, knowledge creation, knowledge transfer and application, and innovation supporting finance output market. The findings indicate that Daejeon showed the highest index 2.977, and Seoul recorded 2.650 as the second rank. The indexes of Choongnam and Choongbuk were 2.034 and 2.082, respectively, which reached to 76%~78% of that of Seoul. The indexes of the other cities accounted for only 50%~60% of that of Deajeon city. This study concludes that there is a regional difference particularly in the knowledge creation area.

• STI Policy Review
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• v.1 no.2
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• pp.69-88
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• 2010

This paper explores the determinants of the innovation impact of publicly funded R&D projects along three broad dimensions, namely project, firm and market-related factors. In addition to these factors we examine the attributes of the research result per se and aspects of the commercialization process. The observations from empirical and qualitative analyses are based on R&D projects funded by the Fifth and Sixth Research Framework Programmes of the European Union. Firm size, prior experience, innovation culture, the nature of the project itself, explicit intension to commercialize, consortium management and strategy are the factors with the strongest effect on project success, defined in terms of product/process innovation and/or technical knowledge creation. The paper provides important implications for the organization, objectives, and management of public programmes that fund R&D and for project and participant selection.

• International Journal of Computer Science & Network Security
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• v.21 no.8
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• pp.327-341
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• 2021

The knowledge management was considered as the inevitable result of the rule of knowledge in this era, and its importance became clear in being the main source for achieving success, the need to consider and manage knowledge as an independent field that must be addressed with a clear scientific methodology has become intangible - they are very valuable and a strategic asset. On the other hand, the innovation process relates to all parts of the organization, and helps to improve the behavioral patterns of individuals and their attitudes towards adopting modern and innovative ideas, it is a purposeful process adopted by the senior management and works to provide the capabilities and requirements for embodying the innovative behavior in it. In the field of dealing with the market, it is a product of the organization's innovative approach, which aims at advancement, change, and intended and organized renewal. The main objective of this article is to determine the most appropriate ways to integrate knowledge management mechanisms to employ innovation factors within universities based on the role of universities in supporting innovation. This was achieved through reviewing many relevant research and listing the most prominent concepts of knowledge management, its importance, objectives, and processes determining the stages of knowledge management application, the requirements for applying knowledge management, and the obstacles that impede its application; Then the statement "Innovation in universities, through which it addressed the concept of innovation, its importance, stages, and requirements for its application, as well as identifying the most prominent models of innovation, and obstacles to innovation, in addition to that the role of universities in supporting innovation will be identified. From the surveyed study done in this article, we concluded that the relationship among organizational culture, knowledge management and innovation capability can provide useful insights for managers regarding developing a strong culture, promote knowledge management practices effectively and eventually enhance the whole organization's innovation capability. Also, we found that different components of Knowledge Management as Knowledge activities, Knowledge types, transformation of knowledge and technology have a significant positive effect in bringing innovation through transformation of knowledge into knowledge assets in universities.

• Journal of Information Technology Services
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• v.14 no.4
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• pp.269-281
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• 2015

The objective of this study is offering new on line business model for automotive market. In order for the research aim, we conduct direct in-depth interviews with CEO, including analysis of business patterns on eight automotive firms in Gwangju city. As a result, we suggest new business model so called, Online to offline (o2o) that combines advantages in both off-line and on-line business. Techniques that o2o automotive companies may employ include in-store pick up of items purchased online, allowing customers. Purchasing the automotive is not only a car but also services including insurance, warrant services. o2o business model suggested shows the operating of the goods and service sale. When it comes to characteristics of automotive conventional sale patterns, utilization of the online-to-offline commerce has not eliminated the advantages that e-commerce companies have. That model can enhance the new values for customers as well as new market creation. Also, this new business model (o2o) can contribute the emerging industry business model installed based in particular, emergence of Iot (Internet of thing) in terms of sharing knowledge and information between enterprise and customers.

• Management & Information Systems Review
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• v.26
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• pp.133-152
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• 2008

In the knowledge and network economy, standards and standardization become an important factor in determining the competitiveness of nations and firms. This paper analyses some cases of firms' strategic standardization. We defined the concept of standards, standardization, strategic standardization, and standardization management, which have been unfamiliar in the academic society. The standardization strategy can be categorized into four types according to firm's management objectives or benefits, including technological innovation, market creation/extension. cost-down, and accreditation. This classification of standardization strategy is very useful in analysing the various kinds of the cases of strategic standardization implementation. We found that standards and standardization have a positive influence on firm's overall performance. In some cases, for example, Dell Computer, Sun Microsystems, Deere & Company, etc., strategic standardization plays a role as a key success factor(KSF).

• The Research Journal of the Costume Culture
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• v.28 no.4
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• pp.527-543
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• 2020

The aim of this study is develop a state-funded education and training curriculum to contribute to the development of the fashion industry infrastructure. This will be achieved based on the service sector by the competitive clothing sales personnel and fashion startups. The study was conducted using a qualitative research method. The participants were 20 representatives of fashion-related companies and employees from one traditional market and two fashion outlets in Seogu, Gwangju. Data was collected from September 2015 to January 2017 by demand surveys and in-depth interviews. These were conducted on the same day at each clothing store office. In addition, existing literature was also reviewed. The collected data were first summarized into 64 meaning units from which three themes were derived by arranging, classifying, and analyzing the data. The findings of the study are as follows. First, the education and training curriculum for fashion job creation is aimed at job-oriented field-types with the objective of cultivating professional skills for online to offline fashion professionals. Second, the curriculum for fashion advisors was developed to consisted of 8 courses of 150 hours, including job knowledge, a foreign language, fashion-specific knowledge, fashion marketing & VMD, store management know-how, clothing repair, field trip, and internship. Third, the curriculum for fashion entrepreneurs consisted of 8 courses of 106 hours, including entrepreneurship, fashion practice, startup, field trip, finance & taxation accounting, marketing, social enterprise course, and internship.

• Journal of Distribution Science
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• v.10 no.10
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• pp.5-9
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• 2012

Purpose - The purpose of this study is to explore, examine, and analyze Journal of Distribution Science and its articles based on five key factors of journal selection process by Thompson and to provide foundations for further knowledge creation and theory building in the areas of distribution and distribution science. Research design, data, methodology - This study used an exploratory case study method to engage article analysis and reviews of Journal of Distribution Science. Thompson's five journal selection factors were used as criteria for the journal and article analyses and review. Results - Journal of Distribution Science is currently meeting or at least in the progress of meeting the following factors: timeliness of publication, international editorial convention, international diversity, and citation analysis. However, JDS is short of meeting the factor of editorial content. The research topics were not new, emerging, and/or distinctive, and they were not directly associated with specific region or country other than Korea. Conclusions - The findings from this study could lead the field of distribution to reexamine the core knowledge, to reestablish the fundamental concepts and principles, to formulate and propose academically and practically sound research methods, and to develop and focus on unique research topics in the area of distribution.

• Asia pacific journal of information systems
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• v.20 no.1
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• pp.33-56
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• 2010

The current business environment has been characterized as less munificent, highly uncertain and constantly evolving. In this environment, the company with dynamic capability is reported to be more successful than others in building competitive advantage. Dynamic capability focuses on the link between a dynamically changing environment, strategic agility, architectural reconfiguration, and value creation. Being characterized to be flexible and adaptive to market circumstance changes, an organization with dynamic capability is described to have high resource fluidity, which represents business process, resource allocation, human resource management and incentives that make business transformation faster and easier. Successful redeployment of the resources for dynamic adaptation requires organizational forms and reward systems to be well aligned with firm's technological infrastructures and business process. The alignment is considered to be an executive level commitment. Building dynamic capability is knowledge driven; relying on new knowledge to reconfigure firm's resources. Past studies established the link between the effective execution of a knowledge-focused strategy and relevant setting of architectural elements such as human resources, structure, process and information systems. They do not, however, describe in detail the underlying processes by which architectural elements are adjusted in coordinated manners to build knowledge-driven dynamic capability. In fact, understandings of these processes are one of the top issues in IT management. This study analyzed how a Korean corporation with a knowledge-focused strategy aligned its architectural elements to develop the dynamic capability and thus create value in the dynamically changing markets. When the Korean economy was in crisis, the company implemented a knowledge-focused strategy, restructured the organization's architecture by which human and knowledge resources are identified, structured, integrated and coordinated to identify and seize market opportunity. Specifically, the following architectural elements were reconfigured: human resource, decision rights, reward and evaluation systems, process, and IT infrastructure. As indicated by sales growth, the reconfiguration helped the company create value under an extremely turbulent environment. According to Ancona et al. (2001), depending on the types of lenses the organization uses, different types of architecture will emerge. For example, if an organization uses political lenses focusing on power, influence, and conflict. the architecture that leverage power and negotiate across multiple interest groups would emerge. Similarly, if an organization uses economic lenses focusing on the rational behavior of organizational actors making choices based on the costs and benefits of action, organizational architecture should be designed to motivate and provide incentives for the actors (Smith, 2001). Compared to this view, information processing perspectives consider architecture to be designed to maximize the capacity of information processing by the actors. Using knowledge lenses, the company studied in this research established architectural elements in a manner that allows the firm to effectively structure knowledge resources to form dynamic capability. This study is revelatory single case with a historic perspective. As a result of this study, a set of propositions and a framework are derived, which can be used for architectural alignment.

• Journal of Korea Society of Industrial Information Systems
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• v.13 no.5
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• pp.106-116
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• 2008

21 century is as time of infinite competition the knowledge base society where the creation knowledge and information become source of competitive power (Knowledge-based society) and the world-wide various nations leads and knowledge intensification of voice and existing industry of knowledge industry leadership grasp of competitive power high position security and world economy it concentrates a hazard national ability from new economic environment inside. Also, world economy the economic border collapsed with opening anger liberalization and the integration of world economy was accelerated and the restraint of advanced nation, pursuit of the late start developing country and competition from the enterprise for strategy helping each other back international market more were aggravating and information and knowledge with production element or the goods were wide in the economic whole and information knowledge revolution which circulates was developed and it followed hereupon and with the vitality where the knowledge base industry growth is new it rose to the surface.

• Knowledge Management Research
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• v.14 no.5
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• pp.15-34
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• 2013

In a turbulent environment, it is important for a firm to obtain competitiveness through acquiring new technologies and new knowledge. Many studies has shown that R&D has positive effects on innovation and performance. However, the limitation of resources and research personnel for SMEs leads to the needs of collaboration between government R&D and SMEs. The quantitative results of government R&D comes in the form of patents or publication of papers while the qualitative results comes in the form of commercialization (revenue increase or cost reduction) of the SMEs acquiring the technology through technology transfer. Korean government invested 16.9 Trillion Won in 2013 and achieved remarkable quantitative results but the qualitative results are still yet to be improved. The technology transfer rate in 2011 was 26.0% while the success rate of commercialization of the transferred technology is only 23.6%. Therefore it is meaningful to study the success factors of the technology commercialization in Korea. In this study, a case of technology commercialization between ETRI and Initech is studied. Initech was a venture firm which started in 1997 with 2 employees and after transfer of technology from ETRI in 1999, it has grown to a firm of 238 employees. In this study, Jolly's commercialization model was used to analyze the success factors of the commercialization. It was shown that four main factors that leads to the success are (1) mobilizing interest and endorsement through customer oriented R&D by ETRI, (2) mobilizing resources for demonstration through systematic technology commercialization process by ETRI, (3) mobilizing market constitutents through government standardization that leads to the reliability of the participants, and (4) mobilizing complementary assets for delivery by management strategies of Initech.