• Journal of Korea Technology Innovation Society
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• v.1 no.3
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• pp.285-298
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• 1998

Innovation with strategic interaction is to overcome the technological uncertainty and to create co-evolution through competition among individuals or organizations for the acceleration of innovation. The concept of innovation in the past was concentrated on cooperation rather than on competition for the efficient management of limited resources. However, in order to minimize the technological uncertainty, we need an innovation on the basis of competition between organizations. Competition stimulates technological adaptability. It is on the analogy of complex system. This is to satisfy consumers' needs, to transform the resources into a technology, and to apply for the development of new products and new technologies. If the emergence of a new technology threatens present technology and develops into a new level of technology through inter-relation, it becomes a mutually supporting technologies. When theses effects are simultaneously realized, it is possible for firm to have strategical innovation and to create a mutually evolutionary development. Furthermore, when the competition among more than two individuals or two organizations continues towards the same direction, the mutual competition and cooperation can be expected to create a synergy effect. The competitive environment should be composed of R&D, production, and consumers' choice. This will lead to interaction among organizations through strategic competition and cooperation. Intra-firm competition and Inter-firm competition are required to exist together.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.12 no.8
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• pp.3446-3451
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• 2011

Nowadays, industry clusters have been considered as critical factors for regional competitiveness and economic revitalization. It should be important to evaluate strategic positioning and establish competition strategies for Korean industry clusters. I proposed strategic positioning, identified problems, and established strategic directions by analyzing potential attractiveness based on growth and productivity and retained capabilities of proximity, networks, correlation and revenue increase for 7 regional industry clusters. In addition, I analyzed best practices of global industry clusters to provide implications on establishing competition strategies.

• Proceedings of the Technology Innovation Conference
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• 2002.06a
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• pp.225-237
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• 2002

The term "Strategic Alliance" which is not exactly defined in legal sector can apply to a wide variety of collaborative activities between firms, In spite of the vague conception Strategic Alliance, it has many benefit in the market. Especially, cooperation in R&D may reduce duplicative and unnecessary costs, lead to significant exchange of ideas and experience and thus result in products and technologies being developed more rapidly than would otherwise be the case. As a general rule, R&D cooperation tends to increase overall R&D activities. However, R&D agreements may cause competition problems such as restrictives effects on prices, output, innovation and variety or quality of products, To prevent its problems, competition authorities set out guidelines. The antitrust analysis of strategic alliances including R&D cooperation will vary according the substance of the actual agreement.

• Analyses & Alternatives
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• v.7 no.3
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• pp.115-144
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• 2023

Under the Trump administration, the U.S. has made clear that "China is America's strategic competitor, revisionist power and a major challenge to America's prosperity and security." The Biden administration has largely inherited this perception of China. China has also responded without backing down. Therefore, the U.S.-China strategic competition has become the most important background factor in the international system and has a great impact on the security situation in Northeast Asia. Nevertheless, if you look at the recent process of establishing trilateral security cooperation among ROK, the U.S. and Japan, we can find that ROK's foreign strategy adjustment has played a key role. This is because establishing trilateral security cooperation among ROK, the U.S. and Japan depends on improving ROK-Japan relations. And the Yoon Suk Yeol government is pushing for rapid improvement in ROK-Japan relations regardless of domestic political constraints. The trilateral summit at Camp David laid the groundwork for future cooperation among ROK, the U.S. and Japan in security and other broader areas. China is strongly dissatisfied with the formation of trilateral security cooperation among ROK, the U.S. and Japan. However, this paper argues that although ROK agrees to form trilateral security cooperation with the U.S. and Japan, ROK's strategic objectives are not exactly the same as those of the U.S. and Japan. For example, looking back at the development of the U.S.-Japan alliance after the end of the Cold War, both the U.S. and Japan share similar views and perceptions of China's rise. The real goal of the strengthening of the U.S.-Japan alliance in recent years is also how to cope with China's rise. On the other hand, ROK's previous administrations have been negative about trilateral security cooperation with the U.S. and Japan. This is because ROK's main strategic goal is to reduce or eliminate threats from DPRK rather than respond to China. Faced with increasing DPRK's provocations and threats, more than half of South Koreans are in favor of reinforcing trilateral security cooperation with the U.S. and Japan to contain or mitigate threats from DPRK. As a result, if North Korea's nuclear and missile threats to ROK continue, then ROK's foreign strategy is likely to be to strengthen trilateral security cooperation between the U.S. and Japan to ensure its own safety and survival. If China wants to reduce the strategic pressure from the trilateral security cooperation among ROK, the U.S. and Japan, the best way is to reduce DPRK's provocations and threats to ROK and play a more substantive role in getting DPRK to give up its nuclear program.

• Journal of Korea Technology Innovation Society
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• v.20 no.3
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• pp.576-606
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• 2017

It is more salient in the high-tech industry to cooperate even among competitors in order to promptly respond to the changes in product architecture. In this sense, 'co-opetition,' which is the combination word between 'cooperation' and 'competition,' is the new business term in the strategic management and represents the two concepts "simultaneously co-exist." From this view, this study set up the research purposes as follows: 1) investigating the corporate managerial and technological behavioral characteristics in the co-opetition of the global display industry. 2) verifying the emerging factors during the co-opetition behavior hereafter. 3) suggesting the strategic direction focusing on the co-opetition behavioral characteristics. To this end, this study used co-word network analysis to understand the structure in context level of the co-opetition. In order to understand topics on each network, we clustered the keywords by community detection algorithm based on modularity and labeled the cluster name. The results show that there were increasing patterns of competition rather than cooperation. Especially, the litigations for mutual control against Korean firms much more severely occurred and increased as time passed by. Investigating these network structure in technological evolution perspective, there were already active cooperation and competition among firms in the early 2000s surrounding the issues of OLED-related technology developments. From the middle of the 2000s, firm behaviors have focused on the acceleration of the existing technologies and the development of futuristic display. In other words, there has been competition to take leadership of the innovation in the level of final products such as the TV and smartphone by applying the display panel products. This study will provide not only better understanding on the context of the display industry, but also the analytical framework for the direction of the predictable innovation through analyzing the managerial and technological factors. Also, the methods can support CTOs and practitioners in the technology planning who should consider those factors in the process of decision making related to the strategic technology management and product development.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.12 no.5
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• pp.2067-2077
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• 2011

The recent trend in technology development is characterized as technology convergence, mainly between IT, BT and NT and also more and more industries are starting to use several technologies simultaneously or in a combined way theses days. As a result, the needs on technology interaction analysis is increasing for strategic technology management and policy-making. Responding to the needs, this research deals with technology innovation process in terms of technology competition, particularly focusing on the 17 new growth drivers in 3 areas, which has been announced by the Korean government as a new growth vision for Korean economy, and analyzing their co-evolutionary process. For the analysis, patent data, a representative data on technology innovation, is adopted. Then, Lotka-Volterra Competition model, a model frequently used to describe the dynamism of competitive innovation is applied to the data. The research results are expected to support strategic decision-makings such as effect policy-making or R&D priority-setting, by analyzing the relationship between the 3 areas, the 17 new growth drivers, or the particular technologies in the drivers.

• Journal of Technology Innovation
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• v.2 no.1
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• pp.256-276
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• 1994

This paper aims at identifying the desirable R'||'&'||'D life cycle related to government-industry cooperative R'||'&'||'D. It is based on a case study associated with the relationship between cooperation and cooperation in information in information communications sector. It presents three types of R'||'&'||'D life cycle to achieve a technological enhancement as high as possible with limited resources. The first case of R'||'&'||'D project is of "advanced type". In the generic technology phase, government takes a leading role jointly in R'||'&'||'D activities, but, in after the applied research phase, the domestic firms take the lead. This kind of cooperation can be made when competition between domestic firms is highly intense, and the technological knowledges of participating firms are at internationally competitive levels. The second type of "less-advanced type"; the firms of a country(more often a small country) lag behind in technology level, and the penetration of foreign firms in the market is limited. In this case, government takes full charge of R'||'&'||'D activities up to the applied research phase, due to the low technology level and insufficient financial resources of private firms. Lastly, this paper presents and R'||'&'||'D life cycle of "strategic" type. This applies to the case in which domestic firm with less financial resources make an attempt to increase their technological knowledges while the government, in turn, contributes to strengthen the international competitiveness of domestic industry.

• Journal of Navigation and Port Research
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• v.33 no.7
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• pp.483-490
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• 2009

In recent years, shipping and ports industries are faced with enormous changes like globalization, market liberalization and borderless businesses. To cope with this competitive environment, a certain form of cooperation among ports is necessary to provide high quality of services and lower costs to establish their market power against shipping companies. The purpose of this study is to identify the motivation of the strategic alliances between ports and demonstrate the level of importance using Analytic Hierarchy Process(AHP). Among four motivations of the strategic alliances which are strategic motivation, economic motivation, operational motivation and marketing motivation, economic motivation is the most important factor for ports alliances than other factors. This is because economic motivation among strategic alliances allow ports in the same market to rationalize supply and demand, thus avoiding unnecessary over-supply and over-competition and also can reduce service costs by using comparative advantages of each partner which make costs cheaper.

• Journal of the Korean Society for Library and Information Science
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• v.40 no.1
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• pp.335-351
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• 2006

For a library to be run more efficiently, its internal strengths and weaknesses, external opportunities and threats must be determined for forecasting on the basis of the diagnosis of the internal and external environment and situations, and optimum strategies and measures responsively deducted and utilized. Therefore, I had analyzed the strategic competition of university A's library using SWOT analysis, which has recently been spotlighted as an effective strategic competition analysis method. The conclusions thus obtained are as explained below. Firstly. the strengths of university A's library are the professional qualifications of the employees. work efficiency based on systematic operative plans and division of work load, and provision of high quality service following the establishment of the digital library. Secondly, its weaknesses are the insufficiency and limits of the usable resources, the lack of progressive future operation plans and systems, and the deficiency of a positive service mind. Thirdly, the opportunities are the possibility for new developments in accordance with the digital information environment. reinforcement of the operative efficiency throughout expanding its cooperation with external organizations and other libraries, and its transformation as the local library hub by opening up to the public. Fourthly, the threats are the lack of the school authorities' acknowledgement. and the degradation of the library's status in accordance, the users' various requests for information and advanced professional service according to the rapidly changing information environment. and the restriction of the library service based on the copyright law. Fifthly, as a result of analyzing the strategic competition of university A's library, measures such as the reinforcement of digital service by acquiring digital specialists. provision of extended service through active cooperation with external institutes and libraries. development and provision of differentiated service in accordance with the reinforced copyright law were proposed to improve the library's future competitiveness.

• The Journal of Small Business Innovation
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• v.19 no.3
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• pp.57-74
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• 2016

This paper analyzes the role of strategic fit, cooperation, and performance in small-sized subpart suppliers' interactions with large businesses. For this purpose, this paper analyzes survey data from 90 first-tier suppliers of Samsung Electronics and evaluates how strategic fit and cooperative relationships affect their performance. Empirical analysis suggests that strategic fit positively affects small companies' business and innovation performance. This finding aligns with theories arguing for strategies that accommodate specific business environments. In addition, strategic fit is crucial for innovativeness of SMEs (Small and Medium-sized Enterprises). With regard to forming relationships with large companies, findings also show that high quality technological and personnel cooperation boosts subpart suppliers' productivity and efficiency as notably reflected in SMEs' business performance. Moreover, such cooperation between small and large companies reinforces the benefits associated with strategic fit and innovation. This means that if the business environment of small-sized subpart suppliers is uncertain, harnessing differentiated strategies and pursuing collaborations with prime companies will produce innovative outcomes (e.g., increased patent publications). On the other hand, when degree of uncertainty is small, pursuing cost leadership strategies and collaborating with prime companies in areas, such as technology and personnel, will help small-sized subpart suppliers produce innovative outcomes. Based on these findings, this paper argues that choosing the right competitive strategy for a specific business context is intrinsically tied to (1) augmenting technological and human collaborations with prime companies, (2) improving the quality of these interactions, and (3) generating competitiveness among small subpart suppliers. Both competition and cooperation are necessary for strengthening the competitiveness of small companies.