• Journal of Convergence Society for SMB
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• v.4 no.4
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• pp.7-12
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• 2014

This study empirically investigated cultural differences in the amount of information provided by managerial accounting information systems as well as the differences in organizational performance according to variations in the amount of information. Through cluster analysis, I 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 theses differences affect organizational performance

• Journal of Korea Society of Digital Industry and Information Management
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• v.9 no.4
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• pp.227-238
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• 2013

Although several studies show close relationships between social capitals and their performances, a little is known about specific social capitals and their effects on organizational culture and behaviour leading to their innovative outcomes within small and medium sized enterprises(: SMEs). This study examines some dimensions of social capitals and their influences on creating innovative culture and employees' behaviour. The importance of these are regarded as an imperative for SMEs to overcome the inequality of financial leverage and competitive power over resources. For the empirical analysis, survey data were collected from 51 domestic SMEs and analyzed by partial least squares(: PLS) that is one of popular structural modeling and multi-variate projection techniques to latent variables. The findings confirm a positive support of social capitals and their influences on the innovative culture and bahaviour. This result implies that managing the capability of social capitals is important for SMEs to develop the innovative culture and bahaviour and create a competitive advantage.

• Journal of Technology Innovation
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• v.13 no.3
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• pp.77-100
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• 2005

This paper analyzes the determinants of firm's innovative activity, using Korean Innovation Survey (KIS) dataset. Especially, we focused on the role of external networks by partners(other firms or research institutions) in performing innovative activities. The product innovation, product improvement, and process innovation are used as proxies for innovative activity. The explanatory variables such as market concentration ratio, lagged profitability, foreign ownership, export ratio, firm's age, formal R&D activity, and industrial R&D intensity are also considered. With data from 1,124 firms for the two years (2000-2001), we estimated the logistic regression model. The finding is that the determinants of firm's innovative activities differ by type of innovations. We also found that the innovative behavior of SMEs differs from that of large firms. The result confirms that external networks have a strong positive effect on innovative activity. However, the network effects by partners vary across both firm size and type of innovations.

• International Journal of Computer Science & Network Security
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• v.21 no.11
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• pp.67-72
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• 2021

The article identifies areas for effective management of innovative development. The competitiveness of the economy in the context of European integration and economic security is assessed. The level of innovative economy of some countries of the world is analyzed. The issue of attracting foreign investors to stimulate innovative production in Ukraine is raised. It is identified the need for the formation of an updated state policy capable of providing innovative development and improving the competitive position of the state in international rankings. Emphasis is placed on the need to form a critical mass of managers-civil servants capable of developing, implementing and monitoring the policy of innovative development of entrepreneurship.

• Journal of Technology Innovation
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• v.16 no.1
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• pp.1-21
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• 2008

We attempt to make regional innovative capability indices for overall understanding of regional innovation. We'll analyze various indicators on it using fuzzy set theory and compare regional innovative capabilities of 16 regions in Korea. The fuzzy set theory can reflect more normally the uncertainty of the stakeholder's responses than other decision making analysis methods. The overall results suggest that experts on regional innovation rank GRDP most important and Daejeon is the most innovative region. Building up regional innovative capabilities should be made for more balanced national land development.

• Korean small business review
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• v.42 no.3
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• pp.245-274
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• 2020

The 4th Industrial Revolution is rapidly changing the business environment and enterprises are required to accelerate various innovative activities for sustainable competitiveness. Recently corporate entrepreneurship is widely spread to organization for establishing innovative corporate culture and stimulating corporate ventures. However, many enterprises are not successful and productive due to lack of readiness of corporate entrepreneruship. Therefore, finding the factors influencing corporate entreprensurship, innovative activities and business performance is a very important research issues. A research model and hypothesis are developed by through literature review to analyze positive effects of corporate entrepreneurship to corporate performance and influential effects of factors such as innovation-based efforts at the organizational level, vision and organizational strategies and innovative operating system to corporate entrepreneurship and business performance. The result of Entrepreneurship Survey with Corporates conducted by Korea Entrepreneurship Foundation in 2017 is used for the research sample. Hypothesis test used 1,326 samples and the structural equation modeling is applied. The results show that corporate entrepreneurship improves innovative idea activity performance and business performance. And, establishing innovative vision and strategies and innovative organizational culture enhances corporate entrepreneurship. In addition, it was confirmed that the innovative operational system has a moderating effect that strengthens the positive influence relationship between corporate entrepreneurship and innovative idea performance. The results of this study have implications for previous research on corporate entrepreneurship in Korea by presenting the relationship between corporate entrepreneurship and business performance and the multilateral relationships between innovative organizational structure and corporate entrepreneurship.

• The Journal of the Korea Contents Association
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• v.10 no.10
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• pp.368-377
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• 2010

This study aimed to explore the relationships among organizational justice, social support, innovative behavior of employees in a deluxe hotel in Seoul. In addition, it tries to find out the mediating effects that the social support have contributed to organizational justice and innovative behavior. The results of this study are, organizational justice have a direct impact on social support, and innovative behavior, and social support directly influence to innovative behavior. And social support have a mediating effect between organizational justice and innovative behavior. These results suggest that the new direction of the importance of organizational managements on accumulating organizational justice and the importance of social support and innovative behavior of employees in the hotel industry.

• Journal of the Korean Operations Research and Management Science Society
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• v.21 no.3
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• pp.11-46
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• 1996

The objectives of this research paper are to identify the types of the firm's new product development strategy and their characteristics about business strategy, to examine the effect of each type on new product outcomes, and to explore the contingency variable influencing the relationship between these types and new product outcomes. The result of the research are summarized as follows : First, in terms of both the resource allocation for product innovativeness and technology acquisition method, this study suggests 9 types of the firm's new product development strategies- Type 1 (pursuing low innovative products/relying on external technology), Type 2 (pursuing low innovative products oriented/relying on internal technology), Type 3 (pursuing low innovative products/relying on mixed technology), Type 4 (pursuing high innovative products/relying on internal technology), Type 6(pursuing high innovative products /relying on mixed technology), Type 7 (balancing low and high innovative products/relying on external technology), Type 8 (balancing low and high innovative products/relying on internal technology), Type 9 (balancing low and high innovative products/relying on mixed technology). Second, these 9 types are deeply associated with the firm's business strategic variables such as product differentiation and market differentiation, and exhibit different level of both technical and commercial performance of new products. Finally, the effects of these types on new product outcomes are different according to industrial environment and firms' characteristics with respect to size and technological capability.

• International Journal of Computer Science & Network Security
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• v.21 no.11
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• pp.223-229
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• 2021

The presented research is devoted to determining the role of the mechanism of attracting investment resources in innovative development in the conditions of transformation using the process approach. It is proved that the process approach is dominant for this study because investments are considered as a process of investing in innovative development in the enterprise in the context of digitalization, and its application allows to take into account the impact on the mechanism of attracting investment resources. related to the mechanism of attracting investment resources of the enterprise. It is substantiated that the mechanism of attracting investment resources for innovative development in the context of digitalization is a specific way of organizing, mobilizing and using investment resources for innovative development of the enterprise in the context of digitalization under the influence of economic development laws, government regulation. The effectiveness of attracting investment resources in innovative development is ensured by the mechanism that exists in the enterprise. The mechanism of attraction of investment resources in innovative development in the conditions of digitalization gives the chance to define an optimum ratio between sources and volume of attraction of investments in innovation sphere.

• The Journal of the Korea Contents Association
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• v.18 no.9
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• pp.260-272
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• 2018

The purpose of this study was to examine the causal relationship among coaching leadership, self-efficacy, job engagement, innovative behavior and to specify the mediating effects on the relationship between coaching leadership and innovative behavior. Participants were 240 nurses with survey. SPSS 18.0 and AMOS 18.0 were used to analyze the collected data. The result of this study were as follows. First, coaching leadership had a significant effect on self-efficacy, job engagement. Second, coaching leadership had not a significant effect on innovative behavior. Third, self-efficacy had a significant effect on job engagement, innovative behavior. Fourth, job engagement had a significant effect on innovative behavior. Fifth, self-efficacy and job engagement had a mediating effect on the relationship between coaching leadership and innovative behavior. Based on these results, we discussed the rule of self-efficacy and job engagement in the relationship between coaching leadership and innovative behavior. The implication of this study was that in order to induce the active employee's innovative behavior is to improve the employee's self-efficacy and job engagement through the supervisor's coaching leadership.