• Journal of Korea Technology Innovation Society
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• v.21 no.3
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• pp.1050-1076
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• 2018

In this study, we focus on identifying the determinants of improving technology collaboration performance between buyer and supplier and the impact of the determinants on new product development performance. We adopted trust, control and information sharing as the determinants of technology collaboration and the frequency of new product introduction and ratio of new product on revenue as dependent variables. We conducted hierarchical regression and mediation analysis using the data collected from 600 Korean manufacturing firms by Korean Productivity Association and Ministry of Trade and Industry in 2012. The empirical findings indicate that trust, control and information sharing are positively associated with technology collaboration performance and the degree of technology collaboration is also positively associated with both new product development performance. In addition, new product development performance is not only affected by technology collaboration but also mediated by trust. This result implies that developing social capital, trust with partner play a important role in leading to better performance by open innovation.

• Asia Marketing Journal
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• v.2 no.4
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• pp.1-12
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• 2000

대부분의 서구 하이테크 기업들이 "신제품 프리어나운싱 (new product preannouncing)"을 공식적인 신제품 개발, 출시 전략의 일부분으로 채택, 활용하고 있다. 최근 미국 학계에서도 이 분야에 대한 연구관심이 급속히 증가하고 있지만, 한국에서는 신제품 프리어나운싱이라는 개념조차 제대로 알려져 있지 않은 상황이다. 따라서 본 연구는 신제품 프리어나운싱에 대한 개념적 고찰 및 미국에서의 기존 연구 성과를 요약, 제시한다. 이를 통해 한국 하이테크 기업들이 프리어나운싱 전략을 활용, 신제품의 성공가능성을 높이는데 도움을 주고자 하며, 아울러 이 분야에 대한 한국에서의 향후 연구에 실마리를 제공하고자 한다. 본 연구는 먼저 신제품 프리어나운싱의 개념적 특성, 사례 및 신제품 프리어나운싱에 수반되는 혜택 및 위험을 구체적으로 기술한다. 그리고 신제품 프리어나운싱 의사결정과 관련된 개념적 모형도를 개발, 제시하며, 관련된 기존 연구 및 향후 이 분야에서 요구되는 연구내용 들을 요약, 제시한다.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.1
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• pp.274-281
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• 2015

Firms are becoming increasingly dependent on external resources for a competitive advantage in environmental turbulence, the requisite speed of organizational change. Therefore, they focused on an 'Open Innovation'. This study examined the relationships among entrepreneurial orientation, learning orientation, open innovation, and new product development. The results provide broad support for the following: (1) entrepreneurial orientation and learning orientation strongly drive open innovation, (2) open innovation has a significant effect on new product development, and (3) learning orientation has a positive effect on open innovation and new product development. These results provide unique insight into how firms develop new product through open innovation. This study also addresses the implications of these results and the possible limitations of the research.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2002.05a
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• pp.201-204
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• 2002

본 연구에서는 $\ulcorner$T/M 매트릭스$\lrcorner$에 근거한 제품속성역에 따라 신제품을 규정하고, 통계적 분석 및 해석을 통하여 성공적인 신제품개발을 위한 개발동기 및 정보원천에 대한 구조를 제시하였다. 본 연구는 전자, 통신, 반도체, 컴퓨터 등 신제품 개발활동이 활발한 4종의 산업을 대상으로 조사를 실시하였으며, 그 주요성과를 요약하면 다음과 같다. 첫째, 기술수준의 속성역에 따라 신제품의 개발동기가 다른 것으로 밝혀졌고. 시장중심적 제품이 기술중심적 제품보다 높은 성공률을 보였다. 둘째, 우리 산업의 경우, 신제품개발을 위한 아이디어 제안율이 매우 낮은 수준이어서 제안집단들로부터 많은 정보를 흡수하기 위해서는 아이디어정보 관리체제의 정비에 노력을 기울여야 할 것으로 분석되었다.

• Journal of Technology Innovation
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• v.23 no.3
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• pp.397-432
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• 2015

This paper investigates the effects of technology collaboration between the main supplier and buyer on buyer's new product development under dynamic environment. Based on 428 Korean manufacturing firms, we conducted regression analysis. The technology collaboration between the main supplier and buyer is adopted as a independent variable and quality, cost and lead time performance of new product development projects are used as dependents variables. Environment dynamic is also used as a moderate variables. We found that the in general, technology collaboration is positively associated with the performance of buyers' new product development, but in the high degree of dynamic environment, technology collaboration is negatively associated with the performance of buyers' new product development unlike our expectation. Thus, we divide our sample into two groups; shipbuilding industry with the low degree of environment dynamic and electronic and IT device industry with the high degree of environment dynamic and conducted a post hoc analysis. As a result, in ship building industry, the technology collaboration is significant to improve NPD projects performance, while in electronic and IT device industry, the technology collaboration with a main supplier is not significant as well as coefficient is negative. In that, under the highly dynamic condition with the fast change of technology and products obsolescence the NPD collaboration with the main supplier does not works unlike a stable environment. This implies that the NPD attributes of buyer are different by their environmental factor and the fit between given environmental feature and the collaboration synergy is critical factor for improving the effect of NPD collaboration between supplier and buyer.

• Journal of Korea Society of Industrial Information Systems
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• v.18 no.1
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• pp.59-70
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• 2013

The purpose of this study was to identify the antecedents of organizational innovativeness, which in turn influence firm performance that is composed of new product development performance and overall firm performance. We collected responses from C-level executives, and conducted a structural equation model analysis. Results revealed that organizational memory and market orientation influence organizational innovativeness, which in turn influence new product development performance and overall firm performance. However, interestingly, new product development performance was not found to affect overall firm performance. Based on these results, we have confirmed the importance of market orientation and organizational memory for organizational innovativeness. Practical implications related to the results are provided.

• International Commerce and Information Review
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• v.15 no.1
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• pp.117-134
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• 2013

This study examines the moderating effect of HQ-subsidiary cooperation on the relationships between standardization and on-time completion of new product development (NPD) and international new product rollout (INPR). It was empirically tested by a Korean sample to verify the validity of the research framework. The results show that the higher the HQ-subsidiary/agent cooperation, the stronger the effect of NPD timeliness on INPR timeliness. However, HQ-subsidiary cooperation does not moderate the relationship between standardization and INPR timeliness. Under conditions in which the subsidiary and headquarters have a positive relationship, open communications, and regular interactions, more successful new product development in terms of planned time schedule is strongly associated with a much faster introduction to overseas markets.

• Journal of Technology Innovation
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• v.21 no.2
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• pp.57-84
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• 2013

New product development(NPD) is imperative management activity for growth and survival of the firm. In the context of the small and medium-sized enterprises(SMEs), the firm became further dependent upon NPD with the increasing turbulence in environments. This research suggests the role of entrepreneurship orientation(EO) and absorptive capacity(ACAP) that affect the success rate of NPD in SMEs. Although each of them has been highlighted as critical resources in the aspect of the sustainable competitive advantage, the relationship and the effect between EO and ACAP have received scant attention. Based on the sample of 261 Korean SMEs, this study examines the direct/indirect effect of EO and ACAP on NPD performance. While innovativeness of EO has the direct effect on NPD performance, both risk-taking and proactiveness of EO show no significance. While realized ACAP has the positive influence on NPD performance, potential ACAP shows no significant influence. In addition, we found that the impact of innovativeness on NPD performance was being partially mediated by ACAP whereas the relationship between proactiveness and NPD performance being fully mediated by ACAP. These findings would provide generic insights that both exploration and exploitation regarding knowledge and resources in SMEs are necessary in order to increase NPD performance and two activities have to align with EO.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.10 no.9
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• pp.2440-2450
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• 2009

The aim of the study is to look at the impact of 'NPD process planning proficiency' on NPD performance. In particular, the current study examines this effect at firm's level (NPD program), rather than at the level of individual project. This study investigate the impact of process planning proficiency considering other NPD proficiencies (i.e. marketing and technical proficiency). In addition to the main effect of process planning proficiency, the current study investigates the interaction effect between process planning proficiency and marketing proficiency (or technical proficiency). Based on a cross-industry sample of 103 Korean manufacturers, this study examines the impact of NPD process planning proficiency on product family performance. The current study focuses on platform projects which play a critical role on product family's successes. NPD process planning proficiency has significant impact on both NPD technical and commercial performance. Technical proficiency is not directly associated with NPD performance. However, this study finds the interaction effects of technical proficiency with process planning proficiency on NPD performance.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.21 no.10
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• pp.558-566
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• 2020

New Product Development (NPD) is essential for companies' survival, and continuous growth in the rapidly changing, convergence and business environment, and companies need to collaborate with their internal and external partners to improve performance in NPD. This research examined the integrated relationship between NPD (Cross-functional collaboration, and supplier collaboration) and collaborative communication (formality and reciprocal feedback) on corporate performance. The employees who worked in manufacturing for more than one year with experience in NPD were tested. The reliability and feasibility were assessed using the sample 272 data. The results are summarized as follows. First, cross-functional collaboration and supplier collaboration, which are the factors of NPD collaboration, had a significant positive effect on formality. Second, formality and reciprocal feedback had a significant positive effect on reciprocal feedback and corporate performance. Therefore, for successful NPD, manufacturing companies need to establish efficient management strategies and communicate officially and reciprocally to maximize productivity and efficiency based on the reciprocal partnership between suppliers. To accomplish this, companies need to plan effective communication strategies to respond quickly to internal and external partners' needs.