• Journal of Korea Technology Innovation Society
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• v.14 no.4
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• pp.711-735
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• 2011

This study examines whether firms' openness to external knowledge improves their innovative performance and what factors make openness more effective in generating innovation. Using 2008 Korean Innovation Survey in manufacturing sector, this study tests whether openness improves innovative performance and how absorptive capacity, small size and use of appropriation methods to a high degree influence the effect of openness on innovation in Korean manufacturing industries. This study finds the followings: First, the effect of openness varies depending on type of innovation. Openness is more effective for incremental innovation than for radical innovation. Second, there exists complementarity between openness and the R&D intensity when innovation is incremental. When the R&D intensity level is high, the effect of openness on incremental innovation is stronger than on radical innovation. Third, openness is more effective for small firms to perform radical innovation than incremental innovation. Fourth, when a firm uses appropriation methods to a high degree, openness is not effective for incremental innovation.

• Proceedings of the Korea Technology Innovation Society Conference
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• 2017.11a
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• pp.1075-1075
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• 2017

기업의 성장동력 전략으로 내부 개발역량에 의존하는 자생적/유기적(Organic Growth) 방식과 전략적 제휴나 인수/합병을 통해 외부 자원을 활용하는 비유기적 성장(Inorganic Growth) 방식을 나눌수 있다. 하지만 이러한 혁신전략 안에는 성공과 실패가 공존하고 있으며 특히 최근에는 조직내 혁신을 달성하기 위해 연구 및 개발, 상용화에 이르기까지 혁신 과정을 개방하여, 외부 자원을 적극활용함으로써 혁신의 비용을 줄이고 성공가능성을 높여 부가가치 창출을 극대화하는 혁신활동중 하나로 개방형혁신(Open innovation)을 많이 활용 하고 있다. 하지만 더 나아가 사업의 지속 가능한 성장을 위해서는 External Organic Innovation을 같이 활용하는 새로운 혁신전략 활동 전개가 필요하다. 그래서 본 연구에서는 이러한 혁신 전략들의 성공-실패 사례분석을 통해 4차 산업혁명시대에 맞는 혁신전략을 살펴보고자 한다.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.1
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• pp.41-51
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• 2019

This study examined the relationship between dynamic capabilities and innovation performance and the mediating effect of exploration/exploitation operational capabilities as well as the moderating effect of exploration/exploitation IT capabilities. The results are as follows: seizing capability and reconfiguration capability had positive effects on incremental and radical innovation performance. Exploration and exploitation operational capability had positive effects on incremental innovation performance. Furthermore, exploration operation capability had a positive effect on radical innovation performance. 'Exploration operational capability-exploration IT capability' had moderating effects on 'exploration operational capability-exploitation IT capability', and 'exploitation operational capability-exploitation IT capability' on incremental innovation performance. Lastly, 'exploration operational capability-exploration IT capability' had a significant mediating effect on radical innovation performance. This study is the first empirical research that divides the effects of dynamic capabilities into direct and indirect effects, and the operational/IT capabilities into exploration and exploitation.. Dynamic and operational capabilities play a complementary role in adapting and evolving companies.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.8
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• pp.539-547
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• 2019

Even though current firms achieve organizational innovation with diverse workforce, previous studies on the relationship between workforce diversity and firm innovation revealed mixed results. To explain these inconsistent findings, this study examines the contradictory aspects of diversity, and divides innovative performance as exploitative and exploratory innovation. In particular, the main focus of this study is age diversity and firm innovation, since most Korean firms suffer from inter-generational conflicts. In addition, this study explores the moderating role of cohesive and innovative culture as the strong norms within the organization. The HCCP data was used to test these hypotheses. As predicted, age diversity negatively influences exploitative innovation, and positively affects exploratory innovation. However, the moderating role of cohesive culture was not statistically significant. Conversely, innovative culture strengthens the positive relationship between them.

• 한국벤처창업학회:학술대회논문집
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• 2020.06a
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• pp.161-165
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• 2020

기업 운영에 있어서 인적자원의 중요성이 강조되고 있고, 많은 기업들이 성과를 향상시키기 위한 전략으로 활용하고 있다. 기존의 연구들은 사업 운영과 관련하여 기업가정신의 중요성을 강조해왔다. 최근 들어 많은 기업들은 종업원들을 위해 일하기 좋은 근무환경 제공, 처우개선 등 다양한 방법을 활용하여 종업원들의 근무만족도를 높이고 이를 통해 기업성과를 향상시키기 위한 노력을 기울이고 있다. 이러한 사람중심의 기업가정신은 기업의 성과를 향상시키는 중요한 요소이다. 기업은 급격한 환경변화에 잘 적응함으로써 기회를 포착하고 활용할 수 있어야 한다. 그러기 위해 기업의 관리자들은 조직 내에서 기업가적 리더십을 발휘하여 조직의 성장과 발전에 필요한 기회를 포착하고 활용해야 한다. 본 연구는 전통적인 사업 중심의 기업가정신 대신에 사람중심 기업가정신 그리고 기회를 활용하고 포착하는 기업가적 리더십의 선행연구 검토와 실증분석을 통해 이론적 발전에 기여하고자 한다. 조사대상을 창업기업과 비창업기업으로 구분하고 사람중심 기업가정신과 기업가적 리더십이 제조분야 중소기업의 양면적 혁신활동에 미치는 영향을 분석함으로써 중소기업의 경영성과 개선에 도움이 될 수 있는 시사점을 도출하고자 한다.

• Journal of Korea Technology Innovation Society
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• v.11 no.1
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• pp.118-143
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• 2008

This paper examines the effect of innovation strategy and R&D organization on the innovation performances in the Korean small and medium sized enterprises(SMEs). For the SMEs with limited resources and capabilities, the one of key strategic issues is to allocate innovation resources to the exploitation of existing technological capabilities and/or the exploration of new technological capabilities. Based upon survey data from 769 SMEs, this study investigated relationships among exploitation and exploration strategies, the existence of R&D organization, and innovation performance. Exploration is positively related to product and process innovation performances across the industrial sectors. However, exploitation is positively related only to the process innovation performance in the traditional manufacturing sectors. The existence of R&D organizations has positive effects on the product innovation performance and not on the process innovation performance. Finally, it discusses the managerial implications, the limitations of this study and the future research directions.

• Proceedings of the Korea Technology Innovation Society Conference
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• 2017.11a
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• pp.989-1018
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• 2017

본 연구에서는 내 외부 환경, 혁신활동이 기업성과에 어떠한 영향을 미치는지를 파악하기 위해 탐색적 요인분석(Exploratory Factor Analysis), 군집분석(Cluster Analysis), 구조방정식모형(Structural Equation Modeling)을 이용하여 실증분석을 실시하였다. 탐색적 요인분석을 통해 7개의 요인이 추출하였으며, 추출된 요인을 기반으로 군집분석을 시도하였더니 총 4개의 군집(n=1,022)이 형성되었다. 군집 4개의 대해 구조방정식 모형을 활용하여 실증분석을 한 결과, 기술 경쟁 환경에 민감하며, 혁신적인 성향을 가진 군집1은 자체기술개발만이 기업성과에 긍정적 영향을 미치는 것으로 나타났다. 시장 환경에 민감하며, 내향적인 성향을 가진 군집2는 자체기술개발과 공동연구를 통해서만 기업성과에 긍정적 영향을 미치는 것으로 나타났다. 경쟁적인 환경에 민감하며, 혁신적이고 정부/관련기관과의 협력적 성향을 가진 군집3은 공동연구 그리고 매개변수인 정부지원프로그램 활용을 통해 기업성과에 긍정적 영향을 미치는 것으로 나타났으며, 기술도입은 기업성과에 부정적 영향을 미치는 것으로 나타났다. 개방적이고 외부협력적 성향이 강한 군집4는 자체기술개발과 매개변수인 네트워크 활용 및 정부지원프로그램 활용이 기업성과에 긍정적 영향을 미치는 것으로 나타났다.

• Journal of Digital Convergence
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• v.15 no.10
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• pp.133-150
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• 2017

In this study, the performance of the technological innovation of small and medium enterprises is divided into short-term aspects of technological innovation and long-term aspects of ambidextrous innovation, and the effects of dynamic capabilities affecting these achievements are explored. For the purpose of conducting empirical analysis, the survey conducted a survey of 219 small businesses belonging to various industries, and dynamic capabilities performed a parallel multi-parameter analysis to demonstrate the effectiveness of technological innovation performance, including exploratory innovation and exploitative innovation. Through this study, it aims to understand the dynamic capabilities of the small and midsize enterprises and provide suggestions on how to manage of the company, thereby improving the understanding of dynamic capabilities and helping to improve the management of small and medium-sized enterprises.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.11
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• pp.302-313
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• 2016

This study conducts statistical analysis based on a survey of 300 CEOs from Korean companies in order to examine the effects of a CEO's internal?external activities (information, knowledge management, learning organization) on business innovation activity (exploitative, exploratory) and business performance. Analysis results show that learning organization activity had a significant positive (+) effect on exploitative and exploratory innovation activity. In addition, knowledge management activity lacked statistically significant effects on exploratory innovation activity. Furthermore, exploitative and exploratory innovation activity was affected by CEO's internal?external activities (information, knowledge management, learning organization) and had a significant positive (+) effect on company's business performance. but it was shown that the level of influence was different. Results of this study imply that maximizing business performance through developing innovation activity by CEO's internal?external activities (information, knowledge management, learning organization) in the company, extracting activity advantageous to company's business environment based on activity perceived in the precedent study and business strategy becomes advantageous to the attainment of business performance objectives.

• The Journal of the Korea Contents Association
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• v.16 no.9
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• pp.713-725
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• 2016

Ambidextrous innovation is defined as the innovation capacity to pursue simultaneously both exploration and exploitation. Based on the organization learning and innovation management literature, the ambidexterity hypothesis predicts that ambidextrous innovation would enhance firm performance. This study attempts to verify the ambidexterity hypothesis in the context of TV drama production industry. TV drama producers' ambidextrous innovation is conceptualized as the simultaneous pursuit of exploratory and exploitative approaches in selecting genres of dramas. Data collected from 57 drama producers in 714 Korean TV drama projects between 1994 and 2009 support the ambidextrous hypothesis. The interaction between exploratory and exploitative approaches in genre selection is indeed positively related to the drama performance in terms of the viewing rate. Such results suggest that managers ought to manage high levels of both exploratory and exploitative innovation simultaneously in order to cope with increasing uncertainty, especially in highly uncertain cultural industry.