• Journal of Digital Convergence
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• v.7 no.2
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• pp.35-41
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• 2009

The information technology, in the digital economy era, does a very important role not only for the country's administrative management innovation but also for the business and for the everyday life. Specifically, the e-business for the company or organization is defined as "using the Internet and IT, rescheduling of business process management activities to increase productivity and efficiency and to create new business opportunities." Thanks to the Korea's recent efforts, overall level of informatization and digitalization is able to receive high praise. But the e-business readiness (e-readiness) level is still expected a lot of room for improvement. In this paper, I try to analyze the informatization level of Korea's by the EIU's e-business readiness index and IT industry competitiveness index, to prepare a full-scale e-business era of global competitiveness through any preparation that could do to improve the situation from the analysis of statistical data.

• Journal of Venture Innovation
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• v.1 no.1
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• pp.1-14
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• 2018

The 4th Industrial Revolution is making a big change for our company like the tsunami. The CPS system, which is represented by the digital age, is based on the data accumulated in the physical domain and is making business that was not imagined in the past through digital technology. As a result, the business model of the 4th Industrial Revolution era is different from the previous one. In this study, we analyze the trends and the issues of business innovation theory research. Then, the business innovation model of the digital age was compared with the previous period. Based on this, we have searched for a business model suitable for the 4th Industrial Revolution era. The existing business models have many difficulties to explain the model of the digital era. Even though more empirical research should be supported, Michael Porter's diamond model is most suitable for four cases of business models by applying them. Type A sharing outcome with customer is a model that pay differently according to the basis of customer performance. Type B Value Chain Digitalization model provides products and services to customers with faster and lower cost by digitalizing products, services and SCM. Type C Digital Platform is the model that brings the biggest ripple effect. It is a model that can secure profitability by creating new market by creating the sharing economy based on digital platform. Finally, Type D Sharing Resources is a model for building a competitive advantage model by collaborating with partners in related industries. This is the most effective way to complement each other's core competencies and their core competencies. Even though numerous Unicorn companies have differentiated digital competitiveness with many digital technologies in their respective industries in the 4th Industrial Revolution era, there is a limit to the number of pieces to be listed. In future research, it is necessary to identify the business model of the digital age through more specific empirical analysis. In addition, since digital business models may be different in each industry, it is also necessary to conduct comparative analysis between industries

• Journal of the Korea Safety Management & Science
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• v.17 no.4
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• pp.343-352
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• 2015

This study analyzes the business performance of research and development(R&D) and especially studies the effect of technology management activity and technology innovation competency on commercialization performance. According to previous studies, the technology management activity can be composed of technological innovativeness, analysis of market, R&D method, and appropriateness for commercialization plan. Also, the technology innovation can be divided into patent, R&D manpower, R&D investment ratio, production capability, and marketing capability. On the result of the analysis, all the components of technology management activity are positively related with commercialization performance. In case of technology innovation competency, however, only production and marketing capabilities have influence on the business performance. Especially, marketing capability controls the effect of technology management activities on the commercialization performance. Consequently, technology management is very important activity for SMEs to succeed commercialization and SMEs should collaborate with production and marketing departments from the early stage of R&D.

• Journal of Digital Convergence
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• v.20 no.5
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• pp.297-302
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• 2022

The purpose of this study is to develop the management innovation scale for public institution and apply scale through examination of relationship between management innovation and innovation performance. As a result, we developed management innovation scale with 7 categories and verified its validity and reliability. Also we found positive effect of management innovation on innovative performance. Based on theses findings, implications of the research findings are discussed, and recommendations for future research are provided.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.7
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• pp.571-578
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• 2021

The outbreak of the COVID-19 pandemic, which began in 2020, had a significant impact on the economy and business activities worldwide. Large companies, as well as small businesses were affected, many of them had to scale down or divert their businesses, and some even had to stop. This extraordinary situation requires business people to make innovations and adjustments to survive during a pandemic. Entering the digital era, business players are helped by the ease of internet access, which will make it easier for SME players to get data from their consumers. Business actors can use this data to innovate and create new creations to improve business performance during this pandemic. This research aims to identify how small and medium enterprises can take advantage of Big Data to improve marketing performance through innovation and value creation. The research methodology used the in this research is quantitative method. The respondents are SME producers of food and beverage, with a total of 150 respondents. The results in the study indicate that all the proposed hypotheses are accepted. The most significant influence is found on the relationship of Big Data to value creation. The lowest effect was obtained from the relationship between Big Data and marketing performance through the mediation variable and innovation capability.

• Journal of Digital Convergence
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• v.20 no.5
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• pp.23-29
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• 2022

Digital services improve existing ways of purchasing contracts. In this study, we empirically analyzed the effects of individual technology readiness (optimism, innovation, inconvenience, anxiety) on the acceptance intention of cloud computing technology for users with relatively high understanding of cloud service. Also, the effect of technology readiness on acceptance intention was verified by the mediating effect of digital conversion. As a result, optimism and innovation had a positive effect on digital conversion, and discomfort and anxiety had a negative effect on digital conversion. And although the partial mediating effect of digital conversion was verified in the relationship between optimism, anxiety and acceptance intention, it was verified that there was no mediating effect of digital conversion in the relationship between innovation, discomfort and acceptance intention. Through these results, the practical implications and future research directions of cloud services were presented to companies.

• Journal of Information Technology Applications and Management
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• v.27 no.6
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• pp.181-196
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• 2020

Based on the resource-based perspective, this study seeks to understand the relationship between the organizational slack and innovation, and to demonstrate that there exists a difference in the influence of the organizational slack according to the type of innovation by dividing the types of innovation into exploratory and exploitative innovations. They also want to understand the role that network diversity plays in the relationship between organizational slack and innovation. For this purpose, hypothesis and research models were presented based on resource-based perspectives and empirical analysis was conducted on 171 companies. The analysis confirmed that the impact of organizational slack on exploitative innovation is linear, not non-linear, as expected. In other words, the more resources available, the more productive the enterprise is, and the more resources available to the organization have a positive impact on the innovation. On the other hand, exploratory innovation represented an inverse U-shaped relationship between organizational slack and nonlinearity as expected. The control effect of network diversity was only seen in the relationship between organizational slack and exploratory innovation. Through this study, it provides implications such as the importance of network diversity, which is a relationship between companies, and the difference in the utilization of organizational slack according to the type of innovation.

• 한국디지털정책학회:학술대회논문집
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• 2007.06a
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• pp.15-22
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• 2007

The Korea Post has become the first government management entity to introduce Six Sigma Management Innovation Movement, a private-sector management technique in August 2003, and has since then successfully improved the quality of postal services including efficiency through enhanced business processes and public services. In 2006, The Korea Post expanded the Six Sigma down to six subordinate organizations including the KOVIX, pursuing the innovation of the entire organization from the regional off ice to each post offices.

• Journal of Korea Game Society
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• v.21 no.2
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• pp.123-138
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• 2021

This study aims to empirically prove that blockchain games can provide business model innovations through interoperability among NFT based game items. Through our research on 'PlayDapp platform', we figured out that the technological innovation of blockchain games not only has provided a positive influence to the socio-economic and industrial ecosystem perspectives, but also it differentiates companies(game developers and platform providers in this eco-system) and increases customer benefits.

• International Journal of Internet, Broadcasting and Communication
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• v.16 no.3
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• pp.64-76
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• 2024

We study three sports media start-ups that seek to promote business model innovation (BMI) in which Web 3.0 and metaverse are converged. In results, LM starts from an innovative digital space platform offering a unique combination of virtual real estate, games, and non-fungible tokens (NFTs) which come with real-world earning potential. It creates value by integrating virtual real estate, training academies, blockchain games, and meta shops to offer a unique experience, capture value by offering monetization tools for buying and trading limited edition NFTs of favorite influencers from various sports leagues, offering access to premier real-world events and VIP game contests, and delivers value by building community to play games with favorite athletes or teams including trivia games, allowing fans to engage with their favorite athletes in a unique exclusive way. SL starts from the customizable digital identities especially for young sports fans like generation (gen) Z to play, hang out, and express themselves with their own avatars. SI starts from a leading Web3.0 metaverse innovator creating NFTs with the greatest athletes of all time, allowing athletes and creators to set up a profile and mint NFTs directly onto the blockchain. It tries to have the partnerships with great athletes revolutionizing the sports media industry to connect sports heroes and their super fans through an immersive, artistic, inspirational NFTs and unlockable content creating a sticky community between them.