• Journal of the Korean BIBLIA Society for library and Information Science
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• v.19 no.1
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• pp.5-17
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• 2008

Rapid expansion of digital convergence, involving services and technologies from different areas that are combining to create new forms of products or services. Digital convergence itself is changing from technology-based to content-based, to include the convergence of different types of contents as well as contents of the same kind. In line with this trend, vigorous researches are being done to combine various formats and types of academic contents to create new services. In this paper, we examine cases of connection and convergence among different types of academic contents and analyze its characteristics, as well as the pros and cons. We especially focus on CLICK, KISTI's model of connection and convergence among different types of contents, to introduce a special feature of convergence platforms, difficulties involved and their solutions, and researches to be conducted in the future.

• Journal of the HCI Society of Korea
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• v.2 no.1
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• pp.33-39
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• 2007

Because of the cognitive overload which is caused by the complicated information structure, Digital Convergence product interferes with the effective retrieval of the information from the menu. Two methods have been used to alleviate that cognitive overload by making an effective menu structure; physical menu structure method which is related with the width and depth of the menu, semantic menu structure method which is related with the menu title. In this research, we tried to demonstrate the effectiveness of the menu structure designing method by suggesting a new semantic methodology which uses the Fixation and Fixation duration which are accompanied by the visual search. Because the Fixation is automatically processed by the human cognitive model, we could easily recognize whether the information structure is correspond to the cognitive model or not. From this fact we established the hypothesis that the number of cognitively well established menu structures are fewer than that of the wrongly designed menu structures in terms of the Fixation number and Duration. To verify this hypothesis, we compared the Fixation number and Duration of the modified menu structures with those of the original menu structures by using the Eye-Tracking experiment. As a result, we could find the significant decrease of the Fixation number and Duration after modification. Therefore we could recognize that the modified menu structure was more effective than the original menu structure. In sum, the newly suggested menu structure designing methodology which uses the Fixation and Fixation Duration accompanied by the visual search was proved to be a very effective method.

• Management & Information Systems Review
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• v.38 no.2
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• pp.165-182
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• 2019

This study investigated the consumer acceptance process of the fourth industrial revolution new product to be introduced into the market in the future. The 4th Industrial Revolution new products are technological advances compared to the existing ones. The technology acceptance model that was used in the past has been modified to reflect variables like the social effects of the 4th Industrial Revolution, expected experience, and perceived risk. Modified models were proposed and verified. Six representative new products of the 4th Industrial Revolution were selected and examined by 40 respondents, and the hypotheses were verified using programs such as SPSS and AMOS. And conclusions and implications are as follows. First, the innovativeness of the fourth industrial revolution new products influences positive evaluation factors such as expected experience and perceived usefulness and it also affect positively to the perceived risk. In addition, the expected experience of the fourth industrial revolution new products has a great effect on the perceived usefulness and social influence, but it didn't affect to the perceived risk. Like the results of the TAM model, purchase intention of the fourth industrial revolution new products are strongly influenced by perceived usefulness. Finally, the perceived risk of the new product of the 4th Industrial Revolution had no statistically significant effect on the purchase intention, and the social influence of the 4th Industrial Revolution had a significant effect on the purchase intention. In general, respondents are highly aware of the social impact of the Fourth Industrial Revolution and seem to be very positive in this respect.

• Asia Marketing Journal
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• v.7 no.3
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• pp.53-76
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• 2005

With rapid technological and market change, new product development (NPD) complexity is a significant issue that organizations continually face in their development projects. There are numerous factors, which cause development projects to become increasingly costly & complex. A product is more likely to be successfully developed and marketed when the complexity inherent in NPD projects is clearly understood and carefully managed. Based upon the previous studies, this study examines the nature and importance of complexity in developing new products and then identifies several issues in managing complexity. Issues considered include: definition of complexity : consequences of complexity; and methods for managing complexity in NPD projects. To achieve high performance in managing complexity in development projects, these issues need to be addressed, for example: A. Complexity inherent in NPD projects is multi-faceted and multidimensional. What factors need to be considered in defining and/or measuring complexity in a development project? For example, is it sufficient if complexity is defined only from a technological perspective, or is it more desirable to consider the entire array of complexity sources which NPD teams with different functions (e.g., marketing, R&D, manufacturing, etc.) face in the development process? Moreover, is it sufficient if complexity is measured only once during a development project, or is it more effective and useful to trace complexity changes over the entire development life cycle? B. Complexity inherent in a project can have negative as well as positive influences on NPD performance. Thus, which complexity impacts are usually considered negative and which are positive? Project complexity also can affect the entire organization. Any complexity could be better assessed in broader and longer perspective. What are some ways in which the long-term impact of complexity on an organization can be assessed and managed? C. Based upon previous studies, several approaches for managing complexity are derived. What are the weaknesses & strengths of each approach? Is there a desirable hierarchy or order among these approaches when more than one approach is used? Are there differences in the outcomes according to industry and product types (incremental or radical)? Answers to these and other questions can help organizations effectively manage the complexity inherent in most development projects. Complexity is worthy of additional attention from researchers and practitioners alike. Large-scale empirical investigations, jointly conducted by researchers and practitioners, will help gain useful insights into understanding and managing complexity. Those organizations that can accurately identify, assess, and manage the complexity inherent in projects are likely to gain important competitive advantages.