• Journal of Korea Technology Innovation Society
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• v.10 no.1
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• pp.22-46
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• 2007

This article introduces a recent innovation in Korea's human resources development policy in the SW sector. Facing serious problems in cultivating SW engineers such as a mismatch in supply and demand of SW workers, shortage of globally competitive SW professionals, and insufficient education and training of university graduates, the Korean government has decided to adopt a new paradigm in national SW engineering education, based on supply chain management (SCM) in manufacturing. SCM has been a major component of the corporate competitive strategy, enhancing organizational productiveness and responsiveness in a highly competitive environment. It weighs improving competitiveness of the supply chain as a whole via long-term commitment to supply chain relationships and a cooperative, integrated approach to business processes. These characteristics of SCM are believed to provide insight into a more effective IT education and university-industry collaboration. On the basis of the SCM literature, a framework for industry-oriented SW human resources development is designed, and then applied in the case of nurturing computer-software engineers in Korea. This approach is expected to fumish valuable implications not only to Korean policy makers, but also to other countries making similar efforts to enhance the effectiveness and flexibility in human resources development. The construction of SCM-based SW HRD model is first trial to apply SCM into SW HRD field. The model is divided into three kinds of primary activities and two kinds of supportive activities in the field of value chain such as SW HRD Council, SW demand and supply plan establishment and the integration of SW engineering capabilities that contribute the reduction of the skill and job matching through SW HR demand and supply collaboration.

• Journal of the Korea Convergence Society
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• v.6 no.6
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• pp.17-26
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• 2015

Firms that have adopted internet technology have been confused by distorted market signals. It is natural to look at marketplace outcomes for guidance, when confronted with a new business phenomenon. However, market signals can be unreliable in the early states of any important new information technology. New technologies trigger rampant experimentation, and the experimentation is often unsustainable. As a result, market behavior is distorted and must be interpreted cautiously. In Chapter 1, we review a concept of business model and roles of strategies in a business model. In Chapter 2, we discuss a strategic auditing method for analyzing market/channel positioning, product/service positioning, value chain/value network positioning and external environmental factors. In chapter 3, we introduces major frameworks for understanding factors forming strategies. The strategic grid model categorizes four quadrants depending on the level of impacts of information technology on operation and strategy. The strategic alignment model presents a new method of assessing an alignment of information technology and business throughout all elements of a business model. In this research, we review the concept of a business model. This research introduces factors that shape strategies and new frameworks for understanding these factors. The research objective of this manuscript is to present a guidance for firms how to use information technology for attaining sustainable competitive advantages.

• Journal of Korea Technology Innovation Society
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• v.22 no.3
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• pp.382-415
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• 2019

This study analyzes the impact of exclusive subcontracting on the input, behavior, and output of innovation in manufacturing industries of Korea. Based on the analysis of pooled cross-sectional data of 6,029 small venture firms, this study proved that the exclusive subcontracting between small venture firms and large enterprises are lowering R&D investment of small venture firms. Second, the innovation activities of small venture firms including the ratio of R&D personnel and the scope of cooperation and partnership with external organizations were lower than those of small venture firms that have non-exclusive or no relations with large enterprises. Third, the innovation performance of small venture firms such as the number of patent applications, the ratio of sales by new products, and the cumulative sales growth rate was lower than those of small venture firms that have non-exclusive or no relations with large enterprises. This study verifies that the exclusive subcontracting relationships significantly weaken the innovation process and performance of small venture firms systematically, resulting in a kind of market failure in which small venture firms have almost no incentive to facilitate innovation.