• STI Policy Review
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• v.6 no.1
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• pp.36-53
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• 2015

The rise of latecomer countries across the world directs academic attention to their catching-up and innovation processof seizing technological opportunities and combining internal and external knowledge. Different from the developed economies as well as the newly industrialized economies, China presents a special innovation environment, wherein its technology regime, market opportunities, and institutions are complex and the globalization trend affects competition in a broader way. In thiscontext, we clarify and extend the framework of "secondary innovation". This framework describes the dynamics of those with relatively poor resources and capabilities in their efforts to capture the values of mature/emerging technology or business models by acquiringthem from across borders and then adapting to catching-up contexts. Such processes, differentiated from original innovation that involves the whole process from R&D to commercialization, has become a prevailing regime during paradigm shifts. In particular, unlike the traditional catch-up literature that focuses more on technology, the secondary innovation framework inclusively contains both technology and business model innovation, and puts forward the co-evolution between the two elements, which is more applicable to China's context. In accordance, we also provide implications towards fulfilling the goal of building an innovation-driven nation.

• Journal of the Korean Society of Fisheries and Ocean Technology
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• v.30 no.4
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• pp.292-298
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• 1994

Catching performance of a mechanized pollock longline system compared with traditional one were examined in order to evaluate the practicality during two cruises in the Sokcho area. Mechanized longline system consists of random baiter, bait cutting machine, storage rails, and line hauler. Baiting efficiency of random baiter was 90-95% with 4-5kt shooting speed. Catching performance of the first experiment, salted sand lance only used as a bait. shows no significant difference between mechanized operation with use fresh sand lance as a bait caught significantly more pollock than traditional one with use salted sand lance (P<0.016). Improved catch rates were about 2 times. As soak time goes on, relative catching efficiency shows a steady increase up to 6~7 hours and thereafter gradually decrease.

• Journal of Technology Innovation
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• v.14 no.3
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• pp.71-92
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• 2006

There may exist differences in R&D patterns between multinational enterprises and domestically owned firms located in catching-up countries. This paper examines the differences in R&D patterns between different ownership in Korea. In order to do this, the paper has conducted the in-depth interview of the major multinational and local firms. The interviewed firms has been selected mainly from the telecommunication, semiconductor and display industries. The paper reveals that multinational firms tend to focus on sales-oriented R& while domestically owned firms are likely to cover the range of development, applied and basic research. The most outstanding difference lies in the length of R&D period. The domestic firms apparently turn out to conduct longer period R&D projects than multinational firms. In addition it is revealed that local firms need to develop their own capability, whereas foreign companies in Korea can acquire advanced technology and scientific knowledge from the R&D centers in their home countries. On the basis of the research findings, this paper discusses some implications and recommendations for Korea and other catching-up countries.

• Asian Journal of Innovation and Policy
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• v.5 no.1
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• pp.92-115
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• 2016

This paper presents how Korea succeeded in developing an indigenous nuclear power plant model over fifty years. Long-lasting national R&D for technical progress and the Korean government for managerial process were the two pillars in the build-up of indigenous Nuclear Power Plant (NPP) technological capabilities. The concept of technological capabilities is used to examine its evolutionary process with a qualitative and longitudinal approach. The government had a developing country ambition to formulate a strategic plan for technical self-reliance on nuclear power plant while establishing the country’s institutions and organization structure for the plan. Under the government leadership, it was national R&D that led to the resolution of a good number of technological problems, efficiently, by absorbing imported technologies and effectively adapting them to local circumstances.

• KDI Journal of Economic Policy
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• v.38 no.2
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• pp.45-62
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• 2016

This paper analyzes changes in the export potential and competitiveness of China, Japan, and Korea. The analysis of Japan's export market share reveals that in sectors where Korea's potential was strong in the early 1990s, Japan's market share diminished. This suggests the possibility that Korea was catching up with Japan, eating into Japan's market share. The same analysis of Korea's export market share in the 2000s shows, for items in which China's export potential was high, Korea's market share has declined comparatively since 2010, with the tendency growing much larger. China's export potential continues to expand in markets for Korea's key export products, making it difficult to rule out the possibility that Korea's competitiveness in key export products will be hindered, driven by the catching up of China. To respond to these challenges, it is important for Korea continuously to foster and enhance creative and core capabilities that latecomers will not easily be able to emulate.

• STI Policy Review
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• v.2 no.4
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• pp.19-27
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• 2012

• International Journal of Contents
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• v.8 no.3
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• pp.42-51
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• 2012

Korea has entered into the Post Catching-up era and the necessity of new innovation strategy in response is being raised. This study argues the necessity of new innovation strategy and discusses the issue of co-ordination between R&D and Human Resource for that as the key factor. From empirical analysis, there seems to be restricted inflow of outstanding human resources to manufacturing sectors and lowering effectiveness of major even with the improved compatibility between major and job. Especially, it is severe in the industries with high R&D investment. It can be interpreted as an incoordination of the technological innovation efforts from the aspect of R&D investment with human resource utilization from the aspect of new human resource. The analytical result and interpretation suggests that there should be more active improvement on the co-ordination between innovative manufacturers' efforts and human resource utilization, in order to keep sustainable development.

• Journal of Technology Innovation
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• v.12 no.3
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• pp.205-227
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• 2004

This paper examined the leapfrogging of Korean Digital TV Industry in the midst of digital Revolution. Despite the lack of sufficient capability and core knowledge base, the Korean firms succeeded in the catching up forerunner firms in the Digital TV industry. The reasons of the success of Korean firms were as follows. Firstly, the Korean firms had some complementary asset, such as the experience of producing analog TV, and were able to develop the prototype digital TV given the accesses to the foreign knowledge via overseas R&D posts and acquisition of a foreign company. Secondly, the Korean firms were not locked in the analog technologies. As a follower, they had little sunk cost on the existing analog technologies. Thirdly, New mode of innovation, such as National R&D program for the development of HDTV and ASIC, were used as a tool for the mobilization of scarce knowledge base of digital technologies and the sharing the risks of development of path-breaking new technologies.

• Journal of Technology Innovation
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• v.13 no.2
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• pp.97-131
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• 2005

This paper has discussed several issues regarding the barriers and opportunities for technological catch-up by the late-comer countries and firms. As one of the barriers to technological catch-up, the paper emphasizes the uncertainty involved with the third stage of learning how to design. The barriers arise because as the forerunner firms refuse to sell or give license to successful catching-up firms who thus have to design the product by themselves. The paper discusses how to overcome this barrier. It also notes that if the crisis of design technology is a push factor for leapfrogging, arrival of new techno-economic paradigm can serve as a pull factor for leapfrogging, serving as a winder of opportunity. The, it emphasized the two risks with leapfrogging, namely the risk of choosing right technology or standards and the risk of creating initial markets, and how to overcome these risks. It discusses how to overcome these risks in leapfrogging, and differentiates diverse forms of knowledge accesses. Then, the paper takes up the issue of whether there can be a single common or several models for catch-up. A common element of catching-up is to enter new markets segments quickly, to manufacture with high levels of engineering excellence, and to be first-to-market by means of the best integrative designs. This observation is supported by the fact that Korea and Taiwan has achieved higher levels of technological capabilities in such sectors as featured by short cycle time of technology. The possibility of two alternative models for catch-up is also discussed in terms of the key difference between Korean and Taiwan, especially in the position toward the source of foreign knowledge and the paths taken toward the final goal of OBM. Taiwan followed the sequential steps of OEM, ODM and OBN, in collaboration or integration with the MNCs. Korean chaebols jumped from OEM directly to OBM even without consolidating design technology.

• Journal of Technology Innovation
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• v.20 no.1
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• pp.141-167
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• 2012

Along with technological innovation, successful market entry of a new product is important for sustainable innovation of a firm. In this paper, we examined factors that affect successful introduction of new branded drugs in pharmaceutical industry. Under competing theories of the first mover's advantage and the late mover's advantage, this research focuses on how latecomers can overcome the disadvantages of late entry and catch up to the market leader. First, late movers can absorb the knowledge leaked from pioneering product during the time lag between early entrants and late entrants. Therefore, the time lag provides late entrants an opportunity to catch-up to market leader by differentiating and improving the quality of new product. Second, superior marketing capability of late entrants can enhance the possibility of catching-up, by overcoming the consumer base of early entrants.