• Journal of Biomedical Engineering Research
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• v.43 no.3
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• pp.153-160
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• 2022

As new types of medical devices are emerging through convergence with advanced technology, innovative technologies are becoming hot issues in health policy because of their disruptiveness. This study analyzed the innovative medical device management systems in the US, China and Korea. Innovative medical devices have been defined differently depending on the country's management system, but in common, they are defined as products that do not exist or have dramatically improved performance compare to existing products by applying innovative technologies. Innovative medical devices have been supported by regulatory authorities during product development and approval processes. While the US and China have more than 300 products designated as innovative medical devices with diverse functions, application fields, and manufacturing countries considering the initial situation of the implementation for the system, Korea has only 16 products, mainly radiology and diagnostic devices and made in Korea only as innovative medical device. In addition, Korea shows the highest market approval rate of innovative medical devices compare to the US and China, and it is necessary to prepare the approval process in consideration of product diversity.

• Journal of Distribution Science
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• v.20 no.1
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• pp.41-53
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• 2022

Purpose: This study has three main purposes: first, to examine the effect of transactional leadership on knowledge sharing and innovative work behavior. Second, to examine the effect of knowledge sharing on innovative work behavior. Third, to examine the mediating role of knowledge sharing in the relationship between transactional leadership and innovative work behavior. Research design, data and methodology: The quantitative method is considered appropriate for this study, and a questionnaire is used to collect data from a total of 107 employees who participated in the study. The SmartPLS-SEM version 3.0 is used to analyze data. Results: The results reveal that transactional leadership has a positive and significant effect on knowledge sharing. However, transactional leadership directly has no significant effect on innovative work behavior. In addition, knowledge sharing positively and significantly affects innovative work behavior. This finding demonstrates that knowledge sharing becomes an essential mediator of transactional leadership and innovative work behavior in distribution market. Conclusions: This study makes a novel contribution by unboxing the limited understanding of the effect of transactional leadership on innovative work behavior mediated by knowledge sharing in the lens of social exchange theory. Also, this study highlights that transactional leader develops bonding and willingness among employees to share their knowledge to foster innovative work behavior.

• Journal of Technology Innovation
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• v.12 no.1
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• pp.115-134
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• 2004

In this paper, we tried to find the bottleneck factors of firms' innovative activities using the KIS (Korea Innovation Survey) 2002 data. Employing the method of factor analysis, we identified five bottleneck factors of innovative activities: organizational bottleneck factor, innovative bottleneck factor, economic bottleneck factor, supply-chain bottleneck factor, and market-environment bottleneck factor. Using regression analysis which includes the five bottleneck factors, industry characteristics variables (market concentration, technological opportunity, appropriability), and other control variables, we found (1) that all the five bottleneck factors are negatively related with innovative activities, (2) that technological opportunity and appropriability conditions are positively related with innovative activities, (3) that there is an inverted-U relationship between market concentration and innovative activities, and (4) that firm size has no significant influence on firms' innovative activities.

• International journal of advanced smart convergence
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• v.12 no.2
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• pp.143-152
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• 2023

This study confirmed the effect of manager's communication type perceived by organizational members on innovative behavior and the mediating effect of organizational culture. In other words, the manager's communication type was statistically positive for organizational members' innovation behavior (Hypothesis 1) and organizational culture (Hypothesis 2). Organizational culture improved innovative behavior of organizational members (Hypothesis 3). In addition, organizational culture played a mediating role between the manager's communication type and organizational members' innovative behavior (Hypothesis 4). In other words, the importance of improving the innovative behavior of organizational members, which is a key factor for advancing organizational sustainability management, was confirmed. It was confirmed that the manager's communication type and organizational culture act as a key factor for the advancement of innovative behavior. Therefore, executives and managers confirmed the importance of systematic managers' communication-type competency development and organizational culture revitalization plans and the necessity of implementing them in order to improve innovative behavior.

• Journal of the Korean Operations Research and Management Science Society
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• v.34 no.2
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• pp.1-13
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• 2009

In this paper, we develop theoretical game models to determine the level of government subsidies for banks to provide policy loans to Innovative SMEs(small and medium sized enterprises) through banks, which otherwise would not finance them for the sake of their own profitability. For this, we compare net cash flows of each bank using different strategies against high risk innovative SMEs. A bank can decide whether to provide them loans or not In each period. Following Kim(2003)'s Infinite horizon model on the soft budget constraint, we introduce a situation in which banks compete against each other for higher net long-term payoffs from their loans to innovative SMEs and non-innovative SMEs. From the models, we show that competition among banks in general leads to a tighter decision against innovative SMEs, as a Nash equilibrium. It is not because the government bank is simply loose in providing loans, but because competition among commercial banks for fewer riskier borrowers results in tighter loan decisions against innovative SMEs. Thus, the competitive market for policy loans to innovative SMEs fails to reach the socially optimal level of loans for innovative SMMs. Commercial banks in the competitive market may require additional supports from the government to make up for the differences in their payoffs to support innovative SMEs, possibly much riskier due to moral hazards and poor discounted cash flows. The monopolistic government bank might also request such supports from the government to fund otherwise unqualified SMEs. We calculate an optimal level of governmental support for banks to guarantee funding such high-risk innovative SMEs over periods without deviating from their optimal Nash equilibrium policies.

• Knowledge Management Research
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• v.14 no.4
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• pp.47-74
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• 2013

Many organizations require employee's innovative behaviors, since one way for organizations to become more innovative is to capitalize on their employees' ability to innovate. However, employee's frequent conflict not only causes serious damage to organizations, but also blocks the authentic attitude of knowledge creation and has a negative impact on the innovative behaviors of employees. The purpose of this study is to examine the relationships among employee's task conflict and relationship conflict, employee's authentic attitude of knowledges creation, and innovative behaviors of employees in organizations. The result of analysis shows that the influence of task conflict on innovative behaviors is significant. And the influence of task conflict and relationship conflict on employees' authentic attitude of knowledge creation is significant. And the influence of employees' authentic attitude of knowledge creation on innovative behaviors is positively significant. Thus, the study provides researchers and practitioners with a matter of primary interest in knowledge creation as a driving force leading to innovative behaviors of employees, in which the authentic attitude of employees turns out to be an important psychological factor.

• Journal of Technology Innovation
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• v.22 no.2
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• pp.247-285
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• 2014

Despite the important role of the transformational leadership and Creative Climate to achieve firms' sustainable competitive advantage, there has been limited empirical studies linking the transformational leadership and creative climate in employee's innovative performance. This study investigated the impact of transformational leadership on innovative performance based on employees of R&D department in IT services. This paper also investigated the mediating role of creative climate and moderating role of employee's innovative tendency in this relationship. Main findings of our empirical analysis are as follows. While the relationships between transformational leadership and innovative performance was positively associated, creative climate had positive effect on innovative performance. As expected, we also found that the creative climate had positively mediated the relationship between transformational leadership and innovative performance. Also, the innovative tendency has statistically significant moderating effect on this relationship. Based on the findings, we have suggested theoretical and practical implications while future research directions with limitations of the research are discussed.

• Journal of Korean Academy of Nursing Administration
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• v.11 no.2
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• pp.173-183
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• 2005

Purpose: The purpose of this study was to investigate the effect of Knowledge Sharing on Innovative Behavior and Organizational Commitment in Clinical Nurses. Method: Data were collected from 305 nurses who had worked for over 2 years in 1 national university hospital using questionnaire and collected data was analyzed by the SPSS for Windows 12.0 program. Result: 1) The relationship of between Knowledge Sharing, Innovative Behavior and Organizational Commitment showed statistically significant positive correlation(r=.584, p=.000, r=.494, p=.000). 2) Knowledge Sharing appeared into a most important predictor in Innovative Behavior of Nurses, and then was working field, position in order(p=.000). All of these variables explained 39.3% of Innovative Behavior. 3) Knowledge Sharing appeared into a most important predictor in Organizational Commitment of Nurses, and then was duration of working, working field in order(p=.000). All of these variables explained 35.1% of Organizational Commitment. Conclusion: To increase Innovative Behavior and Organizational Commitment of Nurses, we will have to activate Knowledge Sharing.

• Journal of Korea Technology Innovation Society
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• v.1 no.2
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• pp.192-207
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• 1998

This paper focuses on the relationship between innovation and export performance of technology-based firms in Korea. This study analyses the relationship between innovative activity and firm's performances using a sample of 760 technology-based firms in Korea. As for the firm's performance indicators, export is employed. The empirical results support that innovation has a positive effect on firm's export performance. However, for small and medium firms, the relationship between innovative activity and export performance is an U-shape quadratic form, which shows that small firms takes a minimum innovative expenditure in order to access the abroad market. Also, with product differentiation, innovative firms tends to devot more to domestic market than to abroad market. Therefore, it can be concluded that innovative activity builds market power and accelerates export performance. And product differentiation through advertising expenditure make innovative firms less exporting.

• Management Science and Financial Engineering
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• v.12 no.1
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• pp.35-64
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• 2006

This study empirically investigated cultural differences in the amount of information provided by management accounting information systems as well as the differences in organizational performance according to variations in the amount of information. Through cluster analysis, we classified sample firms into five organizational cultural types: Semi-innovative, innovative, bureaucratic, semi-bureaucratic and supportive. The results showed that in the semi-innovative firms, a greater amount of the traditional and advanced types of information is produced, while in bureaucratic firms, traditional information is much more provided than in the innovative, semi-bureaucratic and supportive firms. These results confirmed cultural differences in the amount of information produced. According to the results of this study, it was found that in organizational performance, the rankings of semi-innovative firms, which have the highest scores in the amount of information, are also the highest, and the performance scores in innovative firms are generally next to those of semi-innovative firms. Hence, it is concluded that there are cultural differences in the amount of information provided, and these differences affect organizational performance.