• Journal of the Korean Operations Research and Management Science Society
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• v.21 no.3
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• pp.11-46
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• 1996

The objectives of this research paper are to identify the types of the firm's new product development strategy and their characteristics about business strategy, to examine the effect of each type on new product outcomes, and to explore the contingency variable influencing the relationship between these types and new product outcomes. The result of the research are summarized as follows : First, in terms of both the resource allocation for product innovativeness and technology acquisition method, this study suggests 9 types of the firm's new product development strategies- Type 1 (pursuing low innovative products/relying on external technology), Type 2 (pursuing low innovative products oriented/relying on internal technology), Type 3 (pursuing low innovative products/relying on mixed technology), Type 4 (pursuing high innovative products/relying on internal technology), Type 6(pursuing high innovative products /relying on mixed technology), Type 7 (balancing low and high innovative products/relying on external technology), Type 8 (balancing low and high innovative products/relying on internal technology), Type 9 (balancing low and high innovative products/relying on mixed technology). Second, these 9 types are deeply associated with the firm's business strategic variables such as product differentiation and market differentiation, and exhibit different level of both technical and commercial performance of new products. Finally, the effects of these types on new product outcomes are different according to industrial environment and firms' characteristics with respect to size and technological capability.

• Journal of Information Technology Services
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• v.10 no.4
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• pp.47-65
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• 2011

Business organizations are asked to create new business models utilizing current technological innovations such as ubiquitous computing technology for developing new domains of business to obtain a competitive advantage and achieve a sustainable development. This study was focused on the processes for developing new and practical business models. The purpose of this study was to propose ubiquitous sport business modeling processes from the modeling framework. In particular, this study focused on developing new, pragmatic, and effective sport business models, and this new type of business is defined as 'u-sport.' For design the business model, extensive literature reviews and case studies were conducted for benchmarking the cases and expert group review was conducted for developing u-sport business model framework. The suggested business modeling processes in this study were consisted of four phases; 1) organization strategy level setting phase, 2) business strategy level setting phase, 3) business structure level setting phase, and 4) service level setting phase. The modeling processes were verified to adapt ubiquitous sport business. This designing and modeling process is expected to play a significant role on enhancing the technology-based business environments as the process mainly focuses on the service and consumer oriented approach rather than technology and suppliers oriented approach. In conclusion, establishing sport business models by adapting the service modeling process will deliver an exponential growth and development of future ubiquitous based industry.

• 한국정보디스플레이학회:학술대회논문집
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• 2004.08a
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• pp.711-714
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• 2004

A new design for improving the aperture ratio of bottom emission type AMOLED is investigated. In conventional, the TFT of AMOLED fabrication method is "Etch Stopper (7-mask)", so the aperture ratio is limited in 28${\sim}$33% by Cs(Storage Capacitor). A high aperture ratio TFT is designed by using BCE(Back Channel Etching 5-mask) fabrication way and the aperture ratio is up to 40% shown in 2.2"AMOLED display.

• 한국정보디스플레이학회:학술대회논문집
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• 2004.08a
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• pp.1108-1110
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• 2004

LCDs show motion image blur due to slow response time and a hold-type driving method. In this paper, we investigate motion blur phenomena and quantitatively show that the motion blur can be significantly reduced through a combination of dynamic capacitance compensation (DCC) and black data insertion.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.6 no.4
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• pp.111-135
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• 2011

While previous studies and publications all assert a strong correlation between company's business plan and performance, very few have actually conducted practical analyses to support that. This study takes a practical approach in its analysis of Korean small and mid-sized enterprises(SME) with the view to finding an answer to the question. In addition, with the considerations of entrepreneur type and company's development stage, I analyzed the differences of business plan components' effects on performances. I selected business plan's components, which have been suggested only in theory and in concept, through the literature review and preliminary examination. Corporate performances were the recent improvements of ROS, ROA, market share and the number of employees to measure how greatly each is impacted by the components of a business plan. Results show that business plan components have influenced upon the number of employees. The business plan components discriminated superior company group and inferior company group properly. Especially, finance & related system and advertising & distribution factors showed statistically significant classification forecasting power. Technical/Craftsman evaluated the effects of producing & sales and profit & quality factors high and General/Opportunistic evaluated the effects of finance & related system, advertising & distribution, corporate mission factors high. The effect of corporate mission was highest among company development stages. Finance & related system and advertising & distribution factors showed the statistically significant difference in entrepreneur type and company development stages.

• Journal of Digital Convergence
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• v.16 no.3
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• pp.189-199
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• 2018

This study was intended to identify the factors effecting the business performance of the firms that received public technology transfer and to suggest implications on the basis of the results. For this purpose, the author empirically analyzed the influence of the technology value on the business performance of the firms using the business data of the firms on the basis of quantitative data. Furthermore, the author analyzed the differences in perception of technology value and business performance according to type of firms and type of technology transfer. As a result of this study, it was found that the more advanced technology, the more positive influence on business performance of the firms, and that there was no difference in perception of business performance whereas there was difference in perception of technology value according to the type of firms and technology transfer. This study is meaningful in that through this study the author has confirmed the importance of technology value to enhance competitiveness of technology transfer companies and strategic direction for successful implementation of technology transfer.

• Journal of Digital Convergence
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• v.10 no.6
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• pp.141-152
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• 2012

This study is a comparatively analyzes innovation tools for developing appropriate business models according to the types of convergence. Firstly, it examines previous studies on the type of convergence, business models, and innovation tools. Based on the understanding of each topic through literature search, it introduces Convergence-Business-Innovation Tools Cube (CBI Cube) model with the concept of developing innovative business models by applying innovation tools under the condition of convergence. In order to quantify (concretize) the concept, we have compared the relative priority of innovation tools for developing business models to find component factors of CBI Cube model through the survey of an expert group by adopting DelPhi method and AHP method. From the result of this study, we expect to be able to make an easier approach to the development of innovative products, services and market as it allo ws to develop business models of value innovation beyond just benchmarking or simple imitation of existing business models.