• International Commerce and Information Review
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• v.14 no.2
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• pp.411-443
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• 2012

The Changes in management environment in SMEs such as rapid development of information communication technology, worldwide expansion of FTAs, enlargement of global outsourcing, etc have changed various aspects in industry-academy or industry-academy-government cooperation. It has been away from the cooperation focused on research and development and industrial training, and advanced to the cooperation focused on the business fields and practices where the executive ability and professionalism are required to commercialize major products of local SMEs. Compared with the existing model, the new model of industry-academy-government cooperation can provide effective and customized supports to local SMEs and expect better performance than ever before through the choice and focus. However, the existing support programs of government and related organizations are just top-down pattern to SMEs. In addition to the development of industrial technology, education and training for labor force and knowledge interchange between industry and university, the new cooperation model would also provide practical tasks such as enhancement of business competences and abilities to cultivate foreign markets. This study deals with Gyeongbuk PRIDE Products support project that is the new model of industry-academy-government cooperation and evaluates the effectiveness of this support project by empirically analyzing the survey results from the target SMEs.

• Journal of the Korea Society of Computer and Information
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• v.15 no.1
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• pp.159-166
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• 2010

It is noteworthy that EIS Consulting Method by ISP based on ERP Linkage Type for Large Scale Enterprise Associate Company. In this thesis, IT Strategy plan and methodology are suggested in order to solve the several problems including standardization on implementation of EIS Introduction and operation between large-small enterprise. Integration of business and information technical is made by Business management group's continuous IT concern and future information strategy. Also this paper proposes ISP Planning method (environment analysis, present analysis, IT analysis, target IT plan etc..), EIS Construction (based ERP Real data/time). In addition to, we suggest to use electron industry model and LCD/LED field in this system.

• Journal of Digital Convergence
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• v.9 no.4
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• pp.201-211
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• 2011

As the spacetime restriction free business becomes possible in compliance with the wide spread of social media through rapid propagation of smart phones and remote working etc., the positive activity for successful smart work implementation by major countries and many enterprises are being deployed. Korea which falled behind other advanced countries for adoption of smartwork needs to make double efforts in the forthcoming smartwork business area to be a continuous leading country as it used to be in the past IT area. Compare with traditional smartwork 1.0, future smartwork 2.0 is more creative, innovative and human/nature friendly. Smartwork 2.0 is the way of working to maximize the creativity by involving outside cooperators' capability and conforming to human sensitivity and emotion. This study suggests the management models proper to the future smartwork environment. This study will review the existing enterprises, government operation and rethink about the efficient management models in the rapidly changing smart work environment.

• Archives of design research
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• v.14 no.4
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• pp.77-85
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• 2001

In order to sustain competitive advantage through strategic product differentiation in global market, this research aims to establishment of strategic design conditions for domestic manufacturing firms through the means of product image alignment and positioning, using visual character of product as the foundation for establishing corporate image. Case studies on how globally successful multinational companies manage design strategy and corporate culture uniformly for coherent product image management are reviewed. To establish product image alignment methodology for manufacturing firms, the criteria for product image positioning and aligned product image development process are developed in three stages. First, in image positioning stage, it is important to set the direction for corporate image and design strategy by identifying consumer needs through market trends analysis and forecasting as well as comparative positioning of the analysis results of the firms's own corporate image and that of the competitor's. Second, in awareness building stage, before building the product image alignment, firm-wide shared awareness of differentiated corporate and product image, establishment of designer's role as the consolidated manager of product image, sharing form language, and building the infrastructure for defining form information should be preceded. Third, in managing the aligned product image stage, the condition for setting up image information management guideline, management of decision making process for arriving at logical decisions on product form, development of guideline for increasing efficiency and its evaluation system, and co-development of related design should be induced. Further research on the product image alignment with corporate image should be conducted through various empirical studies on image and form, building an information system of related design language, and continuous assessment and management of applied solutions.

• Journal of Technology Innovation
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• v.24 no.2
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• pp.21-56
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• 2016

Despite many previous studies on catch-up, understanding on the effect of product architecture developed by latecomers on the catch-up performance remains limited. On the other hands, in contrast to the semiconductor, ship building, and automotive industry, even if Korean industry and government have invested the development of numerical controllers for machine tools in the past four decades, the industry and government have failed to achieve catch-up. Therefore, we newly examine the effect of product architecture on the catch-up performance of the Korea by implementing comparative research with periods on the evolution of product architecture of Fanuc's numerical controllers, which have achieved the largest market share in the world. We found that Fanuc developed open modular architecture based numerical controllers and provided product with customization of user requirements as well as cost effectiveness. Consequently, Fanuc has sustained market leader position since the mid-1980s. However, despite all the efforts of the industry and government, we found that the Korea failed to develop open modular architecture based numerical controllers and could not achieve significant catch-up performance. Our findings provide important theoretical backgrounds for examining the catch-up performance as well as investigating the reason why latecomers failed to achieve market catch-up even if they accomplished technological catch-up.

• Journal of the Economic Geographical Society of Korea
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• v.23 no.1
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• pp.71-81
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• 2020

Family companies are the unique industry-academic cooperation-related systems of Korean universities created by universities to promote various forms of industry-academic cooperation with companies. It is important to figure out the current status of family companies in order to understand the achievements of industrial-academic cooperation projects that have been actively pursued since the early 2000s. A lot of studies on industry-academic cooperation have focused mainly on the university's position. On the contrary, this study focuses on understanding the current status of the family company system and the status of industry-academic cooperation. Introduced in 2004, the Family Company System expanded rapidly as it was used as a performance indicator for college financial support projects related to industry-academic cooperation, with 174,425 companies registered as family companies as of 2017. A survey of family companies registered in universities carrying out the LINC+ project shows that companies registered in multiple universities are increasing, with relatively high demand and satisfaction for industry-academic cooperation among companies. Family companies were found to be relatively satisfied in terms of the use of R&D equipment or joint research, while they were relatively less satisfied in terms of workforce training and retraining. While companies have assessed product quality improvements through industry-academic cooperation, they have underestimated the effect of increasing sales and reducing production costs. Further, it was found that it was urgent to expand incentive systems and improve online information services to boost corporate participation in order to enhance the effectiveness of industry-academic cooperation.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.4
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• pp.263-275
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• 2020

In the vortex of change, commonly referred to as the Fourth Industrial Revolution, Korea has a national task of changing the paradigm of economic growth from a chase-type economic structure to a leading one. The era has come when all resources of the country, as well as the government and businesses, must join in innovation and growth in order to maintain the pace of sustained economic development, and significantly advanced countries are stimulating members' innovation activities with various policies and systems as they enter the 21st century. South Korea is also making efforts to create an open creative space referred to as Makerspace or Fab Lab, to create an innovative voluntary environment for its citizens. This study explored factors that Makerspace, which is proliferating in Korea, should consider to secure development and sustainability as an innovation (start-up) space. Through prior research, openness and expertise were derived from the characteristics of Makerspace, and expert interviews confirmed that the capabilities lacking in Makerspace and the capabilities to be secured in the future are openness and professionalism. Also, specific components of openness and professionalism were presented through prior research, and implications for each subject's Makerspace were presented, such as openness, professionalism, and commercialization.

• Asia Marketing Journal
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• v.6 no.3
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• pp.143-156
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• 2004

This case intorduced E-mart's business philosophy and vision, analyzed E-mart's outline of marketing strategy, and discussed its performance and future task. E-mart took the role of market pioneer by developing discount store market in Korea. It's mission was to provide substantial benefits to the customers by selling quality products at the lowest price in the market. For this purpose, E-mart has conducted a slogan of 'everyday low price discount store-E-mart'. Objective of E-mart's brand strategy was to be No. 1 discount store in Korea or to be a representative brand in the discount store market. To achieve this objective, E-mart has conducted various efforts such as construction of national network, realization of the lowest price, formation of the most reliable discount store image, establishment of competitive edge and so on. E-mart settled a new model for discount store in Korea and took the lead in expanding market potential. With these efforts, E-mart has maintained secure position as a leading company in the discount store market.

• The Journal of the Institute of Internet, Broadcasting and Communication
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• v.24 no.4
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• pp.155-165
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• 2024

Software as a Service (SaaS) has become one of the fastest-growing software business models in recent years. Even during the economic downturn following the pandemic, the SaaS business has emerged as a crucial model for IT companies. The revenue structure of SaaS, which is based on the subscription economy model, ensures that users pay only for the services used. In other words, SaaS operates on a subscription-based billing model, thus providing subscribers access to software uploaded to cloud computers via the Internet. This study aimed to explore the manner by which software-solution firms have to counteract the decline in profit and loss sales caused by changing their business-model orientation from on-premise deployment software to subscription-based software. Additionally it analyzes a method for selecting a subscription-based pricing model and rapidly recovering the investment costs via quantitative business-viability assessment. By calculating subscription fees via a more quantitative business-viability evaluation instead of focusing on conventional business-planning methods that rely on qualitative methods, companies are expected to be equipped in providing services to customers at reasonable costs. This strategy will facilitate them in leading emerging growth sectors.

• Journal of Digital Convergence
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• v.14 no.5
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• pp.107-116
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• 2016

This study was conducted to propose creative innovation systems. The effect that cooperation network factors of innovation system in telecommunications sector called typical knowledge industry have on technological innovation was examined. We used the Korea Corporate Innovation Survey (KIS) Data for this study, it has to apply the OECD NESTI-WPIA methodology for probit analysis. The analysis derived the following findings. First, cooperation between the principal innovations in the telecommunication information generally have a positive impact on innovation. Second, cooperation with private institutions have an important role in technological innovation. Third, the various cooperation exerts a positive impact on innovation and has a greater impact on practical innovation in a low creativity level. With this result, it seems that our technological innovation policy should follow a direction of building corporatist-type system to establish cooperation promotion, privately led innovation, and a variety of opinions.