• 한국전자거래학회지
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• 제16권3호
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• pp.169-190
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• 2011

국내 유아식 및 유제품 제조기업의 선두주자인 M사는 출산율의 감소로 인한 시장 규모 축소, 외산 분유의 유입 증가, 심화되는 경쟁사와의 내수시장 경쟁으로 인하여 점점 성장률이 침체되는 경향을 보이고 있었다. 이러한 환경 가운데 M사는 개방형 협업을 통한 서비스 혁신 방법론을 활용하여 새로운 서비스 혁신의 기회를 마련하였다. 그 결과, 외부 이해관계자와의 협업을 통해 서로가 필요한 가치를 상호 교환하고, 외부 자원과 내부의 축적된 기술적 역량을 연결함으로써 차별화된 서비스를 만들 수 있었다. 본 논문에서는 기업 외부의 자원을 활용하여 신 서비스를 개발한 M사의 "개방형 협업을 통한 서비스 혁신 방법론(Open Collaboration Innovation Methodology, OCIM)"의 활용을 중심으로 서술되었다. 또한, 방법론을 적용할 때에 나타난 한계점과 실제 적용할 때 고려해야 할 사항들과 향후 연구의 방향이 수립되었다.

• 문화기술의 융합
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• 제10권3호
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• pp.451-459
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• 2024

최근 온라인 교육서비스 시장의 규모는 성장하고 있으나 기업이 주도하여 콘텐츠를 생성하고 소비자가 콘텐츠를 소비하는 B2C 형태의 플랫폼 교육서비스 시장이 보편화 되어 있다. 이는 콘텐츠 생성이 경직적이며 다양한 수준별 콘텐츠를 생성되는데 한계점을 가질 수 있다. 본 연구는 고객 욕구 및 혁신, 플랫폼 비즈니스의 개념과 유형을 새롭게 정립하고 플랫폼 비즈니스 창업 전 분야별 창업 성공요인과 플랫폼 창업 성공가능성 표준 진단프로세스를 새롭게 제시한다. 제시된 프로세스과정을 통해 고객, 핵심활동 및 가치제안 요인을 도출할 수 있으며 이를 기반으로 초.중.고 교육 C2C 플랫폼 창업을 위한 비즈니스 모델을 비즈니스 모델 캔버스를 중심으로 구축한다.

• The Journal of Asian Finance, Economics and Business
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• 제10권1호
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• pp.111-121
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• 2023

Given the gaps in the link between leadership, knowledge resource, and innovation capability, this study aims to examine the potential mediating role of knowledge sharing and moderating role of knowledge-centered culture in the relationship between transformational leadership and a firm's capability for innovation. This study applied the Structural Equation Modeling to try out proposal hypotheses in the research model through a questionnaire survey from a sample of 301 participators in 115 small and medium firms in the field of tourism and hotel. The findings disclosed that knowledge-sharing behaviors significantly mediate the transformational leadership-innovation relationship. It highlights the significant impact of explicit knowledge sharing in comparison with the influence of tacit knowledge sharing on innovation capability. The paper also reveals the crucial role of knowledge-centered culture in boosting the knowledge-sharing-innovation relationship. By exploring the mediating role of knowledge sharing and the moderator of knowledge-centered culture, the paper significantly brings insight into different mediating and moderating mechanisms to improve innovation capability. The paper significantly fills up the gaps and provides valuable initiatives on the mechanism of how transformational leadership and specific forms of knowledge-sharing behaviors positively affect innovation capability under the moderating role of knowledge-centered culture.

• 유통과학연구
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• 제15권5호
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• pp.5-15
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• 2017

Purpose - This research identified the factors to be considered when CEOs establish small companies and improve their businesses by analyzing the effects of their entrepreneurship and marketing activities on the business performance of small companies and suggested measures to utilize them strategically. Research design, data, and methodology - The research conducted a survey for companies located in Busan, and Gyeongnam area in Korea. To verify the model and hypothesis mentioned above, relevant items were allocated to each variable. Results - the research found that the innovation of entrepreneurship negatively affects formalization and centralization along with the propensity for risk-taking which negatively affects all the characteristics of an organization's structure. It was also found that the pro-activeness which was rejected in the selection and verification of hypothesis is the CEOs characteristics which positively affect all of the organization type are contrary to the initial hypothesis. Conclusions - The results of these efforts will positively contribute toward developing a start-up strategy helpful for small companies CEOs, to change the business environment proactively, to operate their organization efficiently and to develop market-oriented marketing activities and objectives. This research found the role of market-oriented characteristics demanded by the CEO to overcome organizational structure, business innovation and bad business situations.

• 기술경영경제학회:학술대회논문집
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• 기술경영경제학회 2000년도 제17회 하계학술발표회 논문집
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• pp.105-120
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• 2000

Rapid spread of Internet, there appear so many commercial wedsites. Websites are not only tools to advertise a company or a product, but also value-added products inself. So we need a systematic approach(planning, design, implementation) to develop a website. But existing reserches on website development have corvered only technological issues such as network and HCI(Human Computer Intercation). In this research a framework is proposed to develop a website systematically using database of existing websites. This framework is composed of several stages-target customer segmentation, determination of services on website, dtermination of business model, functinal positioning, and evaution.

• 기술혁신연구
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• 제12권3호
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• pp.259-276
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• 2004

This paper identifies success factors influencing technology commercialization, develops a framework for technology commercialization model among factors, commercialization, empirically investigates the framework, and suggests policy alternatives for more effective technology commercialization in the areas of information and communication technology industries in Korea. To facilitate commercialization of government-sponsored R&D projects, the following policy implications are suggested; manager's willingness and support on commercialization, and more abundant commercialization fund, former experience on commercialization, strong linkage with present business and technology, more information about government commercialization programs and technologies, and improved environment of commercialization including market protection and penetration support.

• Journal of Information Technology Applications and Management
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• 제21권4_spc호
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• pp.463-483
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• 2014

Data are dramatically increased and big data technology is spotlighted innovative technology among the latest information technologies. Organizations are interested in adoption of big data system to analyze various data format and to identify new business opportunity. The purpose of this study is to build a unified model for a system adoption through analysis of impact that affects behavioral intention and usage behavior of using big data. This study in addition to Technology-Organization-Environment (TOE), that is used the introduction of organizational studies, and Diffusion of Innovation (DOI) have implemented an extended unified model including the unified theory of acceptance and use of technology (UTAUT) that is usually used in personal level adoption study. The hypothesis was set up after implementing research model, and then got 411 effective survey data to target the member of organizations. As a result, all models (UTAUT, TOE, DOI) are affect to behavioral intention and usage behavior. It is verified that the suggested unified model was appropriate.

• International Journal of Quality Innovation
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• 제4권1호
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• pp.92-115
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• 2003

In this paper some of the main management control theories are reviewed and six dominating paradigms are identified. The identified management control paradigms are compared and analysed in relationship with the European Excellence Model (EEM) in order to investigate whether the EEM can be adopted as a management control model. Based on the analysis. advantages as well as disadvantages of the EEM as control model are discussed.

• 경영정보학연구
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• 제22권3호
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• pp.59-80
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• 2020

우수한 핀테크 기업은 고객의 니즈를 창출하거나 고객의 문제를 정확히 파악하고 이를 차별화된 IT 및 조직의 혁신성을 통해 솔루션을 제공함으로써 가치를 창출한다. 따라서 고객 문제의 해결과 결부되는 혁신성과는 핀테크 기업의 생존과 성장을 위한 필수 조건이 된다. 본 연구는 핀테크 기업의 혁신성과와 관련한 서비스적, 기술적, 문화적 측면의 역량을 종합적으로 살펴보기 위해, 서비스 지향성과 혁신성과의 관계에서 IT 연관성과 기업가적 문화의 매개역할을 중심으로 역동적 조직역량의 관점에서 구조모형을 설계하고 이를 실증하였다. 분석 결과는 서비스 지향성과 혁신성과의 관계에서 IT 연관성과 기업가적 문화가 매개역할을 하는 것으로 나타났다. IT 연관성과 기업가적 문화는 개별적으로 부분매개를 하였지만 둘을 통합한 모델에서는 서비스 지향성이 혁신성과에 미치는 직접적인 영향력이 줄어들면서 두 요소를 반드시 경유하여 혁신성과에 영향을 미치는 것으로 나타났다. 이 결과에 따르면, 핀테크 기업은 고객 문제를 정확히 이해하고 그에 적합한 서비스 목표를 수립하며 이를 달성하기 위한 제반 전략을 정렬하여야 한다. 또한 이러한 전략적 방향 하에서 IT 자원과 역량이 조직의 모든 기능에서 적극적으로 활용될 수 있도록 하고 기업가적 문화를 제도적으로 정착시킴으로써 보다 높은 혁신성과를 달성할 수 있다.

• Asia pacific journal of information systems
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• 제23권1호
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• pp.87-106
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• 2013

In the service-oriented economy, knowledge and skills are considered core resources to secure competitive advantages and service innovation. Knowledge management capability, which facilitates to produce, share, accumulate and reuse knowledge, becomes as important as knowledge itself to create service value. Along with knowledge management capability, dynamic capability and operational capability are the key capabilities related to managing service delivery processes. Previous studies indicated that these three capabilities are related to service innovation. Although separately investigate the relationship between the three capabilities. The purpose of this study is 1) to define variables that have effects on service innovation including knowledge management capability, dynamic capability and operational capability, and 2) to empirically test to identify relationship among variables. In this study, knowledge management capability is defined as the capability to manage knowledge process. Dynamic capability is regarded as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Operational capability refers to a high-level routine that, together with its implementing input flows, confers upon an organization's management a set of decision options for producing significant outputs of a particular type. The proposed research model was tested against the data collected through the survey method. The survey questionnaire was distributed to the managers who participated in an educational program for management consulting. Each individual who answered the questionnaire represented a knowledge based service firm. About 212 surveys questionnaires were sent via e-mail or directly delivered to respondents. The number of useable responses was 93. Measurement items were adapted from previous studies to reflect the characteristics of the industry each informant worked in. All measurement items were in, 5 point Likert scale with anchors ranging from strongly disagree (1) to strongly agree (5). Out of 93 respondents, about 81% were male, 82% of respondents were in their 30s. In terms of jobs, managers were 39.78%, professions/technicians were 24.73%, researchers were 12.90%, and sales people were 10.75%. Most of respondents worked for medium size enterprises (47,31%) in their, less than 30 employees (46.24%) in their number of employees, and less than 10 million USD (65.59%) in terms of sales volume. To test the proposed research model, structural equation modeling (SEM) technique (SPSS 16.0 and AMOS version 5) was used. We found that the three organizational capabilities have influence on service innovation directly or indirectly. Knowledge management capability directly affects dynamic capability and service innovation but indirectly affect operational capability through dynamic capability. Dynamic capability has no direct impact on service innovation, but influence service innovation indirectly through operational capability. Operational capability was found to positively affect service innovation. In sum, three organizational capabilities (knowledge management capability, dynamic capability and operational capability) need to be strategically managed at firm level, because organizational capabilities are significantly related to service innovation. An interesting result is that dynamic capability has a positive effect on service innovation only indirectly through operational capability. This result indicates that service innovation might have a characteristics similar to process innovation rather than product orientation. The results also show that organizational capabilities are inter-correlated to influence each other. Dynamic capability enables effective resource management, arrangement, and integration. Through these dynamic capability affected activities, strategic agility and responsibility get strength. Knowledge management capability intensify dynamic capability and service innovation. Knowledge management capability is the basis of dynamic capability as well. The theoretical and practical implications are discussed further in the conclusion section.