• 한국산업정보학회논문지
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• 제22권4호
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• pp.29-43
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• 2017

Innovation Cosystems are Conceptualized as Organizational Networks of Economic Actors, Technologies and Social Contexts that Interact for Knowledge Production, use, and Adaptation. This Paper Proposed a Conceptual Framework to Describe Value Co-creation of Organizational Networks Engaged in Technology Innovation. We Adopted Theory-Based Approach by Integrating the Perspective of Service-Dominant (S-D) Logic Into the Evolutionary Model of the Triple Helix. The Framework Gives a Plausible Explanation on how Actors Collaborate to Create Value in Dynamic Contexts of an Innovation Ecosystem. The Innovation Ecosystem can be Considered as a Composite of Sub-Ecosystems, Including Knowledge, Sectoral, and Business Ecosystems. When these Sub-Ecosystems are Recursively Transformed by Coordination of Functional Mechanisms that Serve Value Co-creation in the Innovation Process, the Innovation Ecosystem will be Re-Organized and Evolve. The case of the Digital Living Network Alliance (DLNA) was Examined to Demonstrate the Fundamental Mechanisms for Value Co-creation that was Described in the Framework. The case Study Indicates Features of Value Co-creation when Implementing Innovation in Organizational Networks.

• 한국정보시스템학회지:정보시스템연구
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• 제23권1호
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• pp.203-223
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• 2014

Co-creation is a new business strategy that creates "mutual value" for both the firm and the consumer through active collaboration among stakeholders. This includes a broader range of participants compared to the traditional environment. Co-creation is currently being applied to a wide range of fields such as marketing, manufacturing, governance, and other disciplines. With a growing interest in co-creation, it is vital to establish a clearly define concept of what co-creation is and what it encompasses. Therefore, the goal of this study is to define the concept of co-creation, to discover current research trends within this area, and to suggest a future research agenda. For this study extensive literature review on co-creation was carried out, adding this paper to the body of co-creation research as a pioneer study.

• World Technopolis Review
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• 제5권1호
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• pp.30-46
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• 2016

This paper is intended as an opening of a dialog on how to apply platform thinking in the development of innovation environments. It will briefly describe a new STP (Science and Technology Park) concept called 3GSP (Third Generation Science Park), which is gaining momentum in Finland. The paper explains the fundamental changes that are currently taking place in the global innovation environment and explains why platform thinking is becoming an essential element in ecosystem development. The theoretical background and classifications of platforms are described and the benefits to be gained from STP perspective are highlighted. The paper emphasizes especially the role of so called 'competence platforms' and explains the main characteristics of a fully working competence platform. The role of competence platforms in understanding serendipity and as a fundamental factor in building the team is also highlighted. The paper analyses from STP perspective several practical examples, where platform thinking supports the emergence of new innovation environments, including Urban Mill (Finland) and Meetberlage (Netherlands). The requirements for comprehensive competence platform services are presented and their potential to support community building and therefore ecosystem development is illustrated. This analysis will provide STP practitioners with new models for applying platform thinking and will help to establish co-creation, open innovation and serendipity management practices. The case studies presented will help STP management teams to evaluate the benefits of competence platforms in different contexts.

• World Technopolis Review
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• 제4권1호
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• pp.11-22
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• 2015

Globalization, increasing technological advancements and dynamic knowledge diffusion are moving our world closer together at a unique scale and pace. At the same time, our rapidly changing society is confronted with major challenges ranging from demographic to economic ones; challenges that necessitate highly innovative solutions, forcing us to reconsider the way that we actually innovate and create shared value. As such the linear, centralized innovation models of the past need to be replaced with new approaches; approaches that are based upon an open and collaborative, global network perspective where all innovation actors strategically network and collaborate, openly distribute their ideas and co-innovate/co-create in a global context utilizing our society's full innovation potential (Innovation 4.0 - Open Innovation 2.0). These emerging innovation paradigms create "an opportunity for a new entrepreneurial renaissance which can drive a Cambrian like explosion of sustainable wealth creation" (Curley 2013). Thus, in order to materialize this entrepreneurial renaissance, it is critical not only to value but also to actively employ this new innovation paradigms so as to derive community-driven shared value that stems from global innovation networks. This paper argues that there is a gap in existing business incubation model that needs to be filled, in that the innovation and entrepreneurship community cannot afford to ignore the emerging innovation paradigms and rely upon closed incubation models but has to adopt an "open incubation" (Ziouvelou 2013). The open incubation model is based on the principles of open innovation, crowdsourcing and co-creation of shared value and enables individual users and innovation stakeholders to strategically network, find collaborators and partners, co-create ideas and prototypes, share their ideas/prototypes and utilize the wisdom of the crowd to assess the value of these project ideas/prototypes, while at the same time find connections/partners, business and technical information, knowledge on start-up related topics, online tools, online content, open data and open educational material and most importantly access to capital and crowd-funding. By introducing a new incubation phase, namely the "interest phase", open incubation bridges the gap between entrepreneurial need and action and addresses the wantpreneurial needs during the innovation conception phase. In this context one such ecosystem that aligns fully with the open incubation model and theoretical approach, is the VOICE ecosystem. VOICE is an international, community-driven innovation and entrepreneurship ecosystem based on open innovation, crowdsourcing and co-creation principles that has no physical location as opposed to traditional business incubators. VOICE aims to tap into the collective intelligence of the crowd and turn their entrepreneurial interest or need into a collaborative project that will result into a prototype and to a successful "crowd-venture".

• 유통과학연구
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• 제12권12호
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• pp.83-92
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• 2014

Purpose - A business ecosystem refers to mutually dependent systems interconnected by a loose foundation of various ecosystem members such as customers, suppliers, partners, and other stakeholders. The ecosystem-based strategy attempts to achieve competitive advantage for firms by enriching a business ecosystem or building a sustainable business ecosystem through the collaboration and co-evolution of its members. A sustainable business ecosystem is a source of competitiveness for firms anda manageable resource for gaining a competitive advantage. Customers represent the core membership of the business ecosystem and play a pivotal role in building a sustainable business ecosystem. This study examines the effects of customer participation on economic and social value in the business ecosystem and suggests a course of action for building a sustainable business ecosystem. Research design, data, and methodology - Two business cases of South Korea are selected from two different business types: business-to-business (B2B) and business-to-customer (B2C) firms. Business ecosystems for B2B and B2C firms reflect contrasting characteristics. Data was collected from in-depth interviews with four representatives of four firms. Results - The study suggested seven propositions for the relationships between customer participation and a sustainable business ecosystem through multiple case studies based on in-depth interviews. The results reveal the following four strategic actions for building sustainable business ecosystems based on the suggested propositions: alignment, systemization, socialization, and co-evolution. Alignment refers to achieving a harmonic balance or virtuous circle among the firm's mission, investment, and value creation. Systemization refers to building and implementing management and infrastructure systems rooted in the corporate culture. Socialization of customers in the business ecosystem reinforces the harmony or virtuous cycle. Finally, co-evolution is associated with the relationship between firms and customers as buyer firms in a restricted business ecosystem. Conclusions - This study considers multiple cases for the execution of a sustainable business ecosystem in collaboration with customers and suggests seven propositions and four strategic actions. The results are based on qualitative data from interviews with business associates from two firms in an open business ecosystem and two firms in a restricted business ecosystem, both in South Korea. Our research results regarding two contrasting business ecosystems shed light on business issues and policy making in Asian business environments, which are in the transition stages from a traditional conglomerate-driven to an inclusive growth-driven economy. The business ecosystem itself should be considered a manageable resource for firms' competitive positions in the market. A customer is a member of the business ecosystem and should thus be viewed not only as a purchasing entity and an object of relationship management but also as a co-creator of value. Therefore, firms should collaborate with customers to build sustainable business ecosystems. For this, firms must create social value, which cannot be created by customers alone, within the business ecosystem. Then, customers participate in a business ecosystem and build it to be favorable to them. Implications for academics and practitioners were suggested.

• 기술혁신학회지
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• 제20권1호
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• pp.175-204
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• 2017

산업과 지역의 혁신성과를 높이기 위한 기존의 정책이나 전략들은 지속적인 혁신 활동을 이끌어내고 기술혁신을 확산시키는 데는 한계가 있었다. 이에 대한 대안으로 최근에 혁신생태계가 떠오르고 있다. 이는 혁신 과정에 관련된 주체들의 상호작용이 지속적으로 변화하면서 혁신이 확산된다고 설명한다. 그러나 이 분야의 관련 연구들은 대부분 이론적 프레임웍을 제시하는데 그치고 있으며, 생태계의 구조적 동태성을 실증한 연구는 거의 없다. 본 연구는 산업생태계의 기술혁신에 따른 구조적 동태성을 실증하기 위해 산업기술의 활용을 둘러싼 기업 협력 네트워크에 대해 종단적 네트워크 분석을 수행하였다. 실증분석을 위해 기업 간 상호작용을 네트워크 데이터로 작성하여 구조적 등위성 분석을 실시하였다. 분석 결과에 따르면, 기술혁신의 확산과 관련된 기업 간 상호작용의 변화는 크게 세 가지의 패턴으로 요약된다. 즉, 기술 활용 방식의 제도화, 규모의 경제에 의한 혁신 확산, 기술 개방에 의한 롱테일 가치창출의 산업 구조가 만들어지면서 기술혁신의 성공적 확산이 가능해진다고 할 수 있다. 본 연구는 기술의 상업적 확산을 위한 기술활용 네트워크의 구성 및 기술혁신 관리에 있어 전략적 시사점을 제시하며, 지역혁신을 위한 전략 수립 시 활용될 수 있을 것이다.

• 현장농수산연구지
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• 제23권1호
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• pp.13-26
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• 2021

생태계서비스의 체계적인 보전 및 증진을 위하여 토지 소유자·점유자 또는 관리인과 생태계서비스지불제계약을 체결할 수 있도록 관련 법이 개정됨에 따라, 사업의 본격 추진을 위한 세부사항을 규정할 필요가 있다. 본 연구는 생태계서비스지불제계약의 다양한 활동 유형을 발굴하여 생태계서비스지불제계약의 원활한 사업 추진의 기초자료를 제공하고자 수행하였다. 연구결과, 지지서비스로 휴경, 친환경 작물 경작, 벼 미수확, 쉼터 조성 관리, 볏짚 존치, 보리 재배, 숲(지역 자생수종) 조성·관리, 습지 조성·관리, 생태 웅덩이 조성·관리, 관목 덤불 조성·관리, 초지 조성·관리, 멸종위기종 서식지 조성·관리 등의 세부 활동 유형을 도출하였으며, 환경조절서비스로 하천 환경 정화, 수변식생대 조성·관리, 기후변화대응숲 조성·관리, 저류지 조성·관리, 나대지 녹화·관리 등의 세부 활동 유형을 도출하였다. 문화서비스로 경관숲 조성·관리, 생태탐방로 조성·관리, 자연경관 전망대 조성·관리, 생태계 교란종 제거, 생태계 보전 관리 활동 등의 세부 활동유형을 도출하였다. 향후 생태계서비스지불제계약 사업의 구체적인 활동유형별 내용(신청 가능 대상지, 사업 내용), 활동 검증 방법, 각 활동유형별 비용(보상) 단가 산정, 모니터링 및 평가 방안, 생태계서비스지불제계약 사업 추진을 위한 가이드라인(추진 절차, 사업 추진협의회 구성 방안 등) 등의 후속 연구가 필요하다.

• 한국환경교육학회지:환경교육
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• 제10권2호
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• pp.175-190
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• 1997

The objective of this study is to increase bio-diversity by developing more efficient methods to created habitats and applying them in introducing prototypes of forest, grassland, and marsh which are found in natural ecosystem, to urban environment. In this context, in creating man-made marsh in Seoul Engineering High School, firstly, philosophical framework to create man-made marsh to restore urban nature and conceptual system to create a region considering life and ecosystem were established. Secondly, by applying the philosophical framework and the conceptual system, water quality section, plantation section, and techniques to create habitats to increase bio-diversity were introduced. Lastly, when the creation is completed, maintenance of the marsh will continue with participation and education of students and residents. This study presents how natural environment can be restored and created in urban areas. This may be viewed as modest beginning. I expect this study proves to be effective in increasing bio-diversity, fulfill its role as an experiment station for restoration and creation of natural environment and natural educational center for students and community as well as habitats for wild life, and open a new chapter in developing a society seeking co-existence of humankind and life. Therefore, when technological guideline on restoration and creation of man-made marsh in urban area is developed based on the outcome of this study, expansion of the project to nationwide including metropolitan cities like Seoul is recommended.

• 한국산학기술학회논문지
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• 제21권12호
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• pp.268-277
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• 2020

대학이 직면하고 있는 생존환경을 고려할 때, 대학의 생존전략은 생태계적 사고에 기반 하는 공진화 전략구축이 되어야 함을 이 연구는 강조한다. 따라서 대학은 지역혁신생태계의 핵심역할을 수행하기 위한 전략구축이 요청되는 바, 대학혁신생태계를 네 단계로 구분하고, 각 단계별 공진화전략을 구축하는 이론적 틀을 제시하는 것을 연구 목적으로 한다. 따라서 연구방법은 이론적 문헌연구에 초점을 두었으며, 대학혁신생태계 논리구축의 이론적 프레임워크는 Moore의 기업생태계 연구 모형(1996)을 원용 하였다. 대학의 생태계혁신전략은 네 개의 발전단계로 구분하고, 단계별 공진화 전략을 제시한다. 개척단계에서 대학의 공진화전략은 대학주도 혁신생태계의 가치창조를, 확장단계에서는 임계치 확보, 권위단계에서는 권위와 교섭력 지속, 마지막 쇄신단계에서는 성과의 지속적 개선을 제시하였다. 특히 대학의 혁신생태계 구축 및 확산의 가능성은 지역산업과 정부정책과의 연동성과 적실성을 강조하였다. 이러한 대학-지역 혁신생태계 모형은 정부 재정지원사업의 효과성을 제고할 수 있는 이론적 근거를 제시하였다는 측면에서, 그리고 개별 대학에게는 자신의 생태계구축 단계에 적합한 공진화 전략을 위한 틀을 제공한다는 측면에서 연구의 의의가 있다.

• World Technopolis Review
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• 제5권1호
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• pp.47-60
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• 2016

In today's digital non-linear global business environment, innovation initiatives are influenced by inter-organizational, political, economic, environmental, technological systems, as well as by decisions made individually by key actors in these systems. Network-based structures emerge from social linkages and collaborations among various actors, creating innovation ecosystems, complex adaptive systems in which entities co-create value. A shared vision of value co-creation allows people operating individually to arrive together at the same future. Yet, relationships are difficult to see, continually changing and challenging to manage. The Innovation Ecosystem Transformation Framework construct includes three core components to make innovation relationships visible and articulate networks of relational capital for the wellbeing, sustainability and business success of innovation ecosystems: data-driven visualizations, storytelling and shared vision. Access to data facilitates building evidence-based visualizations using relational data. This has dramatically altered the way leaders can use data-driven analysis to develop insights and provide ongoing feedback needed to orchestrate relational capital and build shared vision for high quality decisions about innovation. Enabled by a shared vision, relational capital can guide decisions that catalyze, support and sustain an ecosystemic milieu conducive to innovation for business growth.