• Proceedings of the Technology Innovation Conference
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• 2005.09a
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• pp.35-53
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• 2005

• the Consultant
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• s.21
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• pp.32-33
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• 2004

2005년 11월 30일 본회 제4차 이사회에서는 2005년도 한국경영·기술컨설턴트협회 사업계획을 아래와 같이 수렴하여 의결하였음.

• Proceedings of the Technology Innovation Conference
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• 1999.12a
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• pp.39-60
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• 1999

• The Monthly Technology and Standards
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• s.94
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• pp.22-23
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• 2009

제품 하나를 생산하는 기업이라도 품질경영과 환경경영, 그리고 앞으로는 윤리경영까지 ISO의 인증을 받아야 경쟁력이 커지는 것.

• Proceedings of the Technology Innovation Conference
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• 2002.06a
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• pp.11-101
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• 2002

• Journal of Digital Convergence
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• v.15 no.10
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• pp.201-210
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• 2017

The purpose of this research was to figure out how technology management activities are needed to survive in a rapidly changing business environment and how technology management activities affect company performance. First, Hypothesis 1 was partially adopted that Technology management activities will have a positive influence on management outcomes. Second, Hypothesis 2 was partially adopted that Innovation activities of firms will have mediating effects on the relationship between technology management activities and management outcomes. If the research subjects are expanded nationwide and divided into manufacturing industry, non - manufacturing industry, small and medium enterprise and large enterprise, it will be meaningful from academic point of view and practical point of view.

• Proceedings of the KAIS Fall Conference
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• 2006.05a
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• pp.153-158
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• 2006

우리나라의 금형산업의 기술력을 선진국에 비하여 결코 낮은 수준은 아니다. 그러나 외국의 기술력에 비하여 낮은 수준에 머물려 있는 이유로는 올바른 기술력을 정리 통합하지 못한 결과로 인하여 낮은 기술력으로 판정 받고 있으며, 고부가가치를 창출하지 못하고 있다. 이를 극복하지 위하여 경영 고도화를 위한 구축전략에 관하여 연구를 하게 되었으며, 이를 위한 첫 번째 과정으로 금형산업의 특성을 정확히 분석하여 표준화된 데이터를 구축하여 경영 고도화를 위한 구축전략을 연구하게 되었다. 중소형 금형산업의 경영 고도화를 위한 기반 구축전략은 2단계로 나누어서 각 단계의 구축 수준에 따라서 경영 고도화를 완성하는 단계를 설명하고 있다. 1단계에서는 현 설비와 기술수준을 파악하고 2단계로 발전할 수 있는 기반을 조성하며, 2단계에서는 CAD/CAM 구축하는 과정을 설명하고 있으며, 또한 해당업체의 금형 생산 방향에 따라서 CAD/CAM의 구축수준을 선정하여 필요 이상의 투자를 줄이고 효과적인 투자를 통하여 중소형 금형산업의 경영 고도화를 위한 기반 구축전략을 설명하고 있다.

• The Journal of the Korea Contents Association
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• v.21 no.5
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• pp.592-606
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• 2021

This study examines the impact of knowledge management strategies and knowledge management determinants for each type of knowledge management of a company on knowledge activities, and because each company's situation and conditions are different, it is necessary to approach each knowledge management type. The analysis was conducted using the SPSS 18.0 program targeting 81 companies that have introduced knowledge management systems or knowledge management by categorizing them into technology-oriented and combined types. The result is that Initial types are based on changes in organizational structure and active adoption of information technology, and the Organizational knowledge centers use management systems (CEO support, performance compensation system, education and training system) and infrastructure building and information technology to maximize individual knowledge. The Information technology-oriented types rely more on information technology such as infrastructure building and information technology use rather than organizational knowledge. and the Combination type is understood as an educational and training system and decentralized organizational structure for the overall expansion of the organization. Through this study, effective and significant strategies, knowledge management determinants, and knowledge activities for each type were presented.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2006.05a
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• pp.359-364
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• 2006

기업의 기술혁신체제는 크게 기술전략의 수립 및 실행과정과 연구개발시스템의 설계 및 관리 과정으로 나눌 수 있다. 이러한 과정을 통해 기업이 기술 혁신체제를 확보한다는 것은 곧 변화하는 시장에서 지속적인 경쟁우위를 확보할 수 있는 가장 중요한 요인으로 작용하게 된다. 본 논문은 국내 정보통신업체의 기술혁신체제실태 조사결과를 이용하여, 경영전략과 기술전략과의 연계체제에 관한 실증분석을 실시하였다.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.9
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• pp.156-166
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• 2019

For this study, a survey was conducted with the employees of small and medium-size enterprises (SMEs) located in Seoul and in Gyeonggi province. In the end, a total of 328 valid questionnaires were received and used in the analysis. The data of this study were analyzed using two statistics programs: SPSS Statistics 22.0 and AMOS 22.0. As for the method to verify the hypothesis, we used a structural equation model. The key findings of this study are as follows. First, the results of correlation analysis between management strategy factors, innovation activities, and business performance showed that the factors that were at a higher level of correlation were the technology differentiation strategies, marketing differentiation strategies, and the cost-driven strategy. Second, the strategic management factors that influenced innovation activities were in the following order: marketing differentiation, technology differentiation, and the cost-driven strategy, while the valid factors that affected business performance with significance were only the marketing differentiation strategy and the cost-driven strategy. Third, while the analysis showed that the technology differentiation strategy did not have a direct effect on business performance, it was shown that the relationship between the technology differentiation strategy and business performance was completely mediated by innovation activities.