• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.1
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• pp.52-63
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• 2019

Biased performance implications are common in conducting empirical analysis on leading firms in strategic management field. Venture businesses in which successful and failing firms in the future are mixed in the present could provide a better discriminative result for examining the determinants of performance. We suggest hypotheses on how competitive strategy, CEO characteristics, and their interactions affect firm performance. We examine these hypotheses through empirical analyses on the basis of a survey collected from 387 venture businesses in order to assure the validity of strategic management theories by using more deviated data. Empirical results show that innovative differentiation from competitive strategies affects firm performance and innovativeness and long-term orientation from CEO characteristics affect firm performance. According to the results of the interaction analyses between competitive strategies and CEO characteristics, cost-leadership and marketing differentiation strategies have combination effects with risk taking, innovativeness, and long-term orientation, while innovative differentiation strategy has no combination effects with risk taking, innovativeness, and long-term orientation. We conclude that cost-leadership and marketing differentiation strategies have no direct effect on firm performance but have combination effects with CEO characteristics, while innovative differentiation strategy has direct effect on firm performance but has no combination effect. Our primary contribution is that we test and confirm that the fit between competitive strategies and CEO characteristics are an important consideration to increase firm performance in venture businesses.

• The Journal of Small Business Innovation
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• v.19 no.3
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• pp.57-74
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• 2016

This paper analyzes the role of strategic fit, cooperation, and performance in small-sized subpart suppliers' interactions with large businesses. For this purpose, this paper analyzes survey data from 90 first-tier suppliers of Samsung Electronics and evaluates how strategic fit and cooperative relationships affect their performance. Empirical analysis suggests that strategic fit positively affects small companies' business and innovation performance. This finding aligns with theories arguing for strategies that accommodate specific business environments. In addition, strategic fit is crucial for innovativeness of SMEs (Small and Medium-sized Enterprises). With regard to forming relationships with large companies, findings also show that high quality technological and personnel cooperation boosts subpart suppliers' productivity and efficiency as notably reflected in SMEs' business performance. Moreover, such cooperation between small and large companies reinforces the benefits associated with strategic fit and innovation. This means that if the business environment of small-sized subpart suppliers is uncertain, harnessing differentiated strategies and pursuing collaborations with prime companies will produce innovative outcomes (e.g., increased patent publications). On the other hand, when degree of uncertainty is small, pursuing cost leadership strategies and collaborating with prime companies in areas, such as technology and personnel, will help small-sized subpart suppliers produce innovative outcomes. Based on these findings, this paper argues that choosing the right competitive strategy for a specific business context is intrinsically tied to (1) augmenting technological and human collaborations with prime companies, (2) improving the quality of these interactions, and (3) generating competitiveness among small subpart suppliers. Both competition and cooperation are necessary for strengthening the competitiveness of small companies.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.7 no.4
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• pp.1-8
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• 2012

The purpose of research is to reveal the basic factors which innovation behaviors is motivated in the small-and-medium sized company for strengthening the competitiveness. This study empirically investigates and I was able to obtain participations of 114 questionnaire, and derived statistics by means of SPSS/PC version 18.0. In this study I found that strategic approach of organization and educational supports are significant to effective shop-floor process control. Also, results of process control are significant to customer satisfaction and business performance.

• Journal of Information Management
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• v.37 no.3
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• pp.85-97
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• 2006

In a Digital Age contents are comprized of knowledge and information. Also distinction between the sinner and loser is very clear thus only those who can rise up to challenge of changes can become the strong and a principal player. In this study this author presented a model for forecasting information service program(FISP) which is devised for the purpose of innovation of service pattern related to providing information which is ultimate goal of a library. This model is an innovative strategy escaping boldly from negative and inactive information service pattern known in analog age. Through this model this author attempted to outline methodology for heightening ideal of professional librarians and for assuring success in organizational system.

• Journal of Service Research and Studies
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• v.11 no.1
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• pp.21-30
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• 2021

This study examined methodologies for establishing a customer experience-focused innovation strategy, which is essential to transforming existing collection and preservation-oriented museum service into a visitor-oriented service. To this end, a review of studies examining good customer experience and bad customer experience was conducted, focusing on change in museum environments and customer experience from the service science and customer experience management perspectives. Research was conducted to present and prove. Implementing a customer experience-oriented innovation strategy in a museum requires exploring the various approaches that can be used to reach the target state from the present state, focusing on the customer, and selecting the most appropriate transformation plan. This study found that effective approaches are distinguished by the fact that they generate positive emotions in customers and use customer experience data to make important decisions regarding the establishment of practical resources in museums. This innovation model was developed and validated by analyzing how it differed from existing evaluation methods. Finally, a regression analysis using the customer experience measurement procedure, customer experience diagnosis/evaluation, customer experience innovation strategy, and museum performance as variables revealed a significant causal relationship.

• Proceedings of the Korea Technology Innovation Society Conference
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• 2017.11a
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• pp.1565-1579
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• 2017

본 연구에서는 과학기술기반 미래전략연구의 세대별 특징을 기준으로 우리나라 정부의 과학기술 주무부처에서 발표한 과학기술기반 미래전략 보고서 및 특징을 검토하였다. 비교분석한 결과 우리나라 과학기술기반 미래전략 연구의 내용은 초기부터 선진국의 그것과 유사한 형태로 진행되었지만, 수행체계는 엘리트 중심으로 국민을 계몽하는 문화로 남아있음을 알 수 있었다. 아울러 최근 과학기술기반 미래전략에서 국가가 주도하여 경제를 발전시키는 패러다임이 점차 약화되는 경향성이 두드러지는 트렌드와 함께, 과거에 비하여 과학기술기반 미래전략 연구의 실행력이 낮아지는 추세를 확인할 수 있었다. 이처럼 최근 과학기술기반 미래전략에서 나타나는 한계점을 극복하기 위해, 과학기술기반 미래전략 연구가 집행실효성을 담보해주는 정책도구로 변신해야함을 피력하였다.

• 인삼약초
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• v.2 no.2
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• pp.72-75
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• 2004

• 인삼약초
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• v.3 no.3
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• pp.66-69
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• 2004

• Proceedings of the KAIS Fall Conference
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• 2012.05a
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• pp.254-257
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• 2012

본 논문은 혁신클러스터 추진의 전략방향 설정을 위해서 클러스터 현황을 클러스터 분석을 통하여 살펴보았다. 본 논문에서는 광교테크노밸리의 발전단계에 따른 협력현황 파악을 위하여 산학연 협력체계 분석과 진단을 위한 클러스터분석(Cluster Analysis)을 실시하였다. 클러스터 분석결과 광교테크노밸리내 입주기업의 산학연 협력경험은 67.3%로 매우 높은 것으로 나타났다. 대학과, 기업과는 연구개발, 연구기관과는 장비활용 중심으로 협력하고 있었다. 또한, 산학연 협력의 지원정책수요는 협력기관 현황제공, 기술별 정보취득지원 등 다양한 부문에서 협력의 수요가 존재하고 있었다. 이러한 분석결과를 토대로 다음의 전략이 도출되었다. 첫째, 혁신클러스터 발전을 위한 새로운 비전을 조속히 제시하고 단지인근에서 입주기업의 산학연 협력의 활성화를 위한 지원을 추진해야 한다. 둘째, 혁신클러스터 단계별 발전을 위한 통합적인 지원역량 강화가 필요하다. 마지막으로 인근의 타 혁신거점과 정책적 네트워크 구축을 통해서 타 혁신클러스터의 자원과 역량을 활용할 수 있는 지원망 구축이 필요하다.

• Journal of Technology Innovation
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• v.23 no.4
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• pp.205-244
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• 2015

In response to the recent rapid technological and market changes, the importance of the design of ambidextrous organization has been increasingly emphasized as one of the dynamic capabilities. Firms that show a high performance in the rapid technological and market changes appear to design and implement ambidextrous organization successfully. They have achieved both exploitative competence for continuous innovation with product development and exploratory competence for discontinuous innovation with new market and new technologies. We have examined why and how to design and operate ambidextrous organizations and the effects of ambidextrous organizational characteristics on the performance from structural, contextual and leadership perspectives. We conducted case studies on 3 Korean firms that showed different characteristics of industrial product, company size, etc. Longitudinal case studies exhibit different processes of design and operating ambidextrous organization according to innovative strategy and industrial characteristics.