• Journal of the Korea Convergence Society
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• v.8 no.3
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• pp.205-214
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• 2017

The purpose of this study is to identify the perceptions of organizational members in new product development. This study suggested the successful new product development through the awareness among CEO and other members of the recognition of various factors that appear in the process of new product development by technical-oriented venture companies. Other members were more competitive in the technical area than CEO and were recognized as important strategic factors. As perceived market environment, perception of macro-environment is perceived by other members to be sensitive technical environment and economic factors, and law part is recognized as important. Recognition in a micro-environment has been associated with higher perceptions of employees and competitors, and siliar perceptions of marketing strategy and supplier relationships. This study suggested strategies for successful new product development by reducing the difference of perception between communication and environment of new products by SEMs and venture companies.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.4
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• pp.113-131
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• 2015

Decision effectiveness depends on type of knowledge within team members generated by decision making process. Thus, organization in accordance with teams' experience and capability ultimately achieve their desired outcome. However, previous research has not addressed a mediating role between different knowledge type in decision making and product competitive advantages(pioneering advantage and product quality superiority). Based on the knowledge-based view, we model how different knowledge characteristics in decision making affect to acquire each of knowledge in decision making effectively and then to apply acquired knowledge in decision making. Anchored in a source-position-performance (SPP) framework (Day and Wensley's, 1988), we shed light on the effects of three knowledge characteristics dimensions in decision making process on knowledge management competences in decision making for a new product project. We also examine the relationship between two dimensions of NPD knowledge management competences, and product competitive advantages which consist of market pioneering advantage and product quality superiority. To test the relationships, the empirical analyses are conducted using a sample of team managers who participated in NPD projects. This study suggest that managers should increase their acquirability and applicability of knowledge by integrating complexity of diverse and new knowledge, developing codifiability of well-documented knowledge, and creating the sharing common knowledge among NPD team members. Thus, they are able to outrun major competitors in terms of pioneering advantage and product quality superiority perspective.

• Journal of Global Scholars of Marketing Science
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• v.16 no.2
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• pp.109-132
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• 2006

A Major aim of this study is to test the hypothesis that there is an association between empowerment, organizational memory, and new product creativity. In addition to exploring these relationships, this study examines the effect of new product creativity on new product performance, and identify the moderating effects of market uncertainty in the relationships between new product creativity and performance. For this purposes, we developed a research model based on the literature reviews of empowerment, organizational memory, market uncertainty, and new product creativity. A total of 121 usable survey responses has been used in the empirical research for foods manufacturing industry. The findings indicate that (1) Empowerment has a positive effect on new product creativity, (2) Organizational memory has a positive effect on new product creativity, (3) New product novelty has a positive effect on new product performance, and (4) Only competition uncertainty has a moderating effects between the new product meaningfulness and performance. The findings have implications for managers wishing to acquire the new product creativity and to better the new product development performance.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1997.10a
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• pp.75-78
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• 1997

신제품 개발에 관련된 아이디어들을 모두 개발과제로 삼는것은 자원이용의 효율면에서 비능률적이다. 많은 아이디어들을 수집한 후 시장상황과 기업의 역량에 가장 일치하는 소수의 아이디어들을 개발과제로 선정해야 한다. 그러나 더 많은 지원자들이 응모한 기업이 더 적은 지원자들이 응모한 기업보다 더 유능한 종업원을 선발할 확률이 커지는 것과 마찬가지로 더 많은 아이디어들을 수집해야 더 탁월한 신제품 개발과제를 선정할 확률이 커진다. 즉, 아이디어들만 개발과제로 선정하는 절차가 필요하다. 때로는 신제품 개발에 관련된 아이디어들이 부족한 경우도 발생하여 체계적인 아이디어를 생성하는 방법론이 필요하다. 여기에서는 신제품 개발 주관 부서에서 체계적으로 아이디어를 확대하는 방법을 살펴본다.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2002.05a
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• pp.212-215
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• 2002

본 연구에서는 $\ulcorner$T/M Matrix$\lrcorner$에 의해 유형화된 각 제품속성역별로 개발의 진행정도, 투입노력의정도, 수행결과의 정밀도 등을 포괄한 신제품개발 전개과정에 대한 관리모형을 제시하고자 한다. 이를 위하여 국내 선도적 위치에 있는 반도체, 가전, 정보통신, 컴퓨터 등 4종의 산업군에 속하는 대기업의 P/L 들을 대상으로 면접조사 및 설문조사를 실시한 후, $\ulcorner$군집분석$\lrcorner$을 이용하여 제품속성별로 신제품개발활동의 성패를 규정짓는 진행단계의 정형화를 시도하였다. 분석 결과, 수준이 비교적 높게 나타난 개량기술-개발시장의 경우에도 18개의 개발전개과정 전체활동 중 국내성공의 경우 8개, 해외성공의 경우 5개의 활동만이 행해진 것으로 나타나, 향후 신제품의 성공률을 높이기 위해서는 보다 치밀한 개발단계의 구성이 요구되고 있다.

• The Journal of Information Technology
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• v.1 no.2
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• pp.195-208
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• 1998

Domestic corporation in High-tech industry invest huge amounts of economic resources into the Research & Development(R&D) department, especially into new product development. It might be an adequate explanation for this phenomena that as the product life cycle gets shorter, and environmental uncertainty necessitates core competency from every corporation, new product planning becomes a vital going concern for the company to keep and increase its market share This could originate from an inappropriate combination between new products and other marketing mix elements. But it could be that the main cause of these failures com from unsatisfactory customers. In the other words, R&D department failed to sufficiently recognize market needs. This could be solved through integration between marketing department R&D department This study supposes that integration between these two departments-marketing department and R&D department influences the success of new product. In other to prove this, this study examined the determinant factors which influence the integration and the relationships

• Proceedings of the Korean Society Of Semiconductor Equipment Technology
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• 2007.06a
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• pp.47-50
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• 2007

본 논문은 트리즈가 결과를 해석하는 도구일 뿐이라는 안티 질문에 대한 대답으로 해석만이 아니라 실제로 신제품 개발에 사용될 수 있는 것을 보여 주기 위해 신제품 개념 개발에 트리즈를 적용한 사례를 소개한다.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.12 no.9
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• pp.3869-3877
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• 2011

The purpose of this study is to investigate the influence of market orientation and creativity on new product performance and to examine whether these factors on new product performance between types of technology innovation. Based on the literature reviews, this study employs five factors in two group of influencing factors, market orientation characteristics and creativity characteristics as key determinants of new product performance. The data have been collected from 136 enterprises and the respondents were person in charge of new product development of each corporation. The results of hypotheses testing through multiple regression analysis are summarized as follows. Firstly, all factors of market orientation and creativity have positive influence upon new product performance. Secondly, in terms of the relationship between market orientation and creativity and new product performance, the results showed significant differences between continuous innovation and discontinuous innovation samples. Based on the findings, implications and directions for future research are discussed.

• 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.

• Asia Marketing Journal
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• v.7 no.1
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• pp.43-65
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• 2005

In most leading companies, new product development is one of the most important corporate activities which affects the very existence of them. Therefore, CFT(cross-functional team) is frequently used to utilize knowledge and experiences of its members from various teams. To ensure the successful operation of CFT, various structural assistances, such as committee and Task Force Team, are made which will coordinate smooth interactions among members. Many researches show that the increase of interaction among team members affects the performance. This research is exploratory research intend to show the effects of relational characteristics such as group efficacy and participation on the perceived performance of new product development. This research examines the performance mechanism that lies in between CFT and its members by expanding the understandings on the relationship between interaction and performance in new product development CFT. Results show that the level of interaction affect group efficacy. and group efficacy affect participation. Finally, participation affect perceived performance. However. it shows that the level of interaction and group efficacy do not have direct effect on perceived performance.