• Information and Communications Magazine
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• v.28 no.9
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• pp.10-20
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• 2011

RFID/USN(Radio Frequency Identification/ Ubiquitous Sensor Network) 융합기술은 기존의 사물 식별 또는 단순 모니터링 수준을 뛰어 넘어 실시간 감시 및 제어와 자율 서비스를 위해 주변의 모든 환경 및 사물에 대하여 감지 반응 제어하는 지식 서비스의 자유로운 공유 유통 참여 개발환경을 제공하는 스마트 라이프 인프라로 발전해가고 있다. RFID/USN은 이를 기반으로 각 산업의 고유한 도메인 특성과 연계하여 데이터를 분석 판단 예측함으로써 지능적이고 혁신적인 프로세스를 창조하고 일반사용자가 기술을 의식하지 않고 시공간에 구애 받지 않으며, 언제 어디서든지 원하는 센싱 정보를 쉽게 이용할 수 있는 스마트 환경을 만들어갈 것이다.

• Information Systems Review
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• v.12 no.2
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• pp.145-166
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• 2010

As the service industry is advancing, the meaning of service innovation has been evolved. Recently, service innovation embraces all creative activities about service offering or relevant to service offerings and emphasizes the importance of customers in innovation process as a key driver. The innovation in services is often the result from a collaborative process between KIBS firms and client firms. Many researchers have pointed out about how the KIBS firms drive the innovation through service. In spite of the importance of service innovation, previous studies did not address the questions about what kinds of factors affect service innovation in KIBS firms still remain, or what are the effects of different knowledge on the innovation process. Therefore, the purpose of this study is to investigate the effect of the interactivity that KIBS firms have with their customers on various types of innovations in KIBS firms. Interactivity has been touted to be the most important starting point for and the basis of service innovations. This study also examines the effect of knowledge types (tacit or explicit) on the relationship between interactivity and service innovation. To test the proposed hypotheses, we developed measurement items and distributed survey questionnaires to domestic companies. 230 survey questionnaires were distributed and 81 were returned among which 76 were usable. The results of this study show that interactivity may be a significant indicator of innovation within KIBS firms. It also represents that the effect of knowledge types on the relationship between interactivity and innovation. These results indicate that KIBS firms need to improve the various activities of interaction with customers for innovation. This study provides a blueprint to further investigation of the critical role of service in service science perspectives.

• Management & Information Systems Review
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• v.30 no.4
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• pp.293-314
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• 2011

The current study investigated the position of future strategy analyzed from the perspective of design management in relation to 10 strategic industries implemented through 3 steps based on promising growth and advancement of Busan industries and evidence provided from a study on the development program of design industry in Busan. It elucidated the role of design industry as a key role from the perspective of design management in an age of creative revolution of futures values. It analyzed the associations between composition of future strategy and design industry in 10 strategic industries of Busan, and explained the relationships with the strategic industries. The perspective of design management involves that design as a ground of values is an industry of the future values, which performs a key strategic function and role, and a theoretical investigation examined the relationships between main functions of design management and business management. Chapter 3 organized items proposed in the design development program in Busan and examined goals and systems which become basic formation of establishment of design strategy in Busan and conditions for design industry in the associations with strategic industry. Chapter 4 described priorities of practicability by step through analyzing and grouping top 30 projects in Busan industry including meanings as key strategy, position relations, and policy priorities by analyzing elements of design management of strategic industry and describing and analyzing the concept of promoting Busan design. The theme of the present study is to change perception of design management as a key value and a condition to decide creativity industry into future industry and to evaluate vision of Busan design industry and meanings proposed as proceeding strategy. The early 21st century is an age when agrarian society has changed into industrial society is dominated by knowledge economy of the information revolution and one should prepare for the growth phase of creative innovation based on creative revolution of the 4th wave of creative society by design management which has become a center in 2000s on the whole. With the advent of creative paradigm and based on the function and role of the current creative economy age new innovation DNA of design management will be created. Design process has changed through information and knowledge-oriented trends of digital through convergence between industries from industrial design to convergence of industries, and it is expected that integrated design of value creation using information and technology will play a key role in Busan design industry development and top 10 strategic industries.

• Journal of Distribution Science
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• v.10 no.6
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• pp.39-53
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• 2012

It is widely known that knowledge management plays a facilitating role that contributes to upgrading organizational performance. Knowledge management systems (KMS), especially, support the knowledge management process including the sharing, creating, and using of knowledge within a company, and maximize the value of knowledge resources within an organization. Despite this widely held belief, there are few studies that describe how companies actually develop, share, and practice their knowledge. Companies in the domestic small franchise sector, which are in the early stages in terms of knowledge management, need to improve their KMS to manage their franchisees effectively. From this perspective, this study uses a qualitative approach to explore the actual process of knowledge management implementation. This article presents a case study of PB (Paris Baguette) company, which is the first to build a KMS in the franchise industry. The study was able to confirm the following facts through the analysis of target companies. First, the chief executive's support is a critical success factor and this support can increase the participation of organization members. Second, it is important to build a process and culture that actively creates and leverages information in knowledge management activities. The organizational learning culture should be one where the creation, learning, and sharing of new knowledge is developed continuously. Third, a horizontal network organization is needed in order to make relationships within the organization more close-knit. Fourth, in order to connect the diverse processes such as knowledge acquisition, storage, and utilization of knowledge management activities, information technology (IT) capabilities are essential. Indeed, IT can be a powerful tool for improving the quality of work and maximizing the spread and use of knowledge. However, during the construction of an intranet based KMS, research is required to ensure that the most efficient system is implemented. Finally, proper evaluation and compensation are important success factors. In order to develop knowledge workers, an appropriate program of promotion and compensation should be established. Also, building members' confidence in the benefits of knowledge management should be an ongoing activity. The company developed its original KMS to achieve a flexible and proactive organization, and a new KMS to improve organizational and personal capabilities. The PB case shows that there are differences between participants perceptions and actual performance in managing knowledge; that knowledge management is not a matter of formality but a paradigm that assures the sharing of knowledge; and that IT boosts communication skills, thus creating a mutual relationship to enhance the flow of knowledge and information between people. Knowledge management for building organizational capabilities can be successful when considering its focus and ways to increase its acceptance. This study suggests guidelines for major factors that corporate executives of domestic franchises should consider to improve knowledge management and the higher operating activities that can be used.

• Archives of design research
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• v.17 no.3
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• pp.17-26
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• 2004

Those of the growth of e-business, the development of the cultural creative industry, the contents and knowledge industry have expanded and diversified the existing business models and created new ones. They are triggering new interpretations and discussions on business models. Such of changing business environment has paved the way for the expansion of design management within the design industry and opened new windows of opportunity for the traditionally small and non-specialized design business. Until now, the design business has not been distinguished from design industry or design service, and has not been viewed as an independent field. Rather, the design business has merely been part of a process. As such, the lack of dear definition and structured system had been a bottleneck for many design companies trying to achieve capital and social success and establish the foundation for growth and for companies striving to advance the design management in developing design business models or growth strategy in line with the changing environment. Against these sort of backdrops, this paper attempts to dearly define the design business. To this end, the paper tries to developed a design business model framework which classifies design business model into four types - customized, ready-made, provider and contract - according to the business activities between the producer and the end user, and business items into product, additional sonics, knowledge and promotion. The framework will expand the definition of design business and contribute to the expansion of design business activities and the development of diverse business models.