• Journal of the Korea Academia-Industrial cooperation Society
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• v.11 no.9
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• pp.3259-3270
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• 2010

The purpose of the study was to understand how the interplay between organizational and national cultures affects the management of IUICs (International University-Industry Collaboration) devoted to technology innovation and transfer. This study presents two examples of IUIC drawn from a qualitative research method, both involving a British university and a Japanese company. The first case illustrates how different organizational practices (organizational culture), which are nested in the national culture (values), raise questions about the role of ethical boundaries in causing misunderstandings and the deterioration of UIC relationships. The second case demonstrates how long-term relationships and extensive interpersonal interactions can play a positive role in IUIC. Practical implications, the limitation of this study and further studies have been discussed.

• Publications of The Korean Astronomical Society
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• v.30 no.2
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• pp.687-690
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• 2015

For research and development of Silicon Carbide (SiC) mirrors, the Korea Astronomy and Space Science Institute (KASI) and National Optical Astronomy Observatory (NOAO) have agreed to cooperate and share on polishing and measuring facilities, experience and human resources for two years (2014-2015). The main goals of the SiC mirror polishing are to achieve optical surface figures of less than 20 nm rms and optical surface roughness of less than 2 nm rms. In addition, Green Optics Co., Ltd (GO) has been interested in the SiC polishing and joined the partnership with KASI. KASI will be involved in the development of the SiC polishing and the optical surface measurement using three different kinds of SiC materials and manufacturing processes (POCO$^{TM}$, CoorsTek$^{TM}$ and SSG$^{TM}$ corporations) provided by NOAO. GO will polish the SiC substrate within requirements. Additionally, the requirements of the optical surface imperfections are given as: less than 40 um scratch and 500 um dig. In this paper, we introduce the international collaboration and interim results for SiC mirror polishing and development.

• World Technopolis Review
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• v.6 no.2
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• pp.102-112
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• 2017

In this increasingly globalised and rapidly-changing world, the various challenges that can arise are also increasingly globalised and complex. These may range from economic, environmental, societal or even demographic challenges. Solutions should therefore be applicable world-wide, but they need to be properly adapted to the specifications and needs at the regional and country level. This implies that past models of centralised innovation can be progressively substituted by new approaches based on openness and strategic collaboration between the various players involved. There are various models of openness and collaboration in research, development and innovation creating scientific networks at different levels. This paper is designed in a way to present the concept of smart specialisation and clusters and how they are linked and contribute to the support of Smart Specialisation Strategy in the Asian countries. The following paragraphs describe how smart specialisation is applied and the importance of clusters in developing a S3 strategy. In addition, the status of cluster policies in Asia as well as the steps towards S3 are also presented. The status of cluster policies and their steps towards S3 policies in Asia are described. The approach of China to adopt S3 in their R&I policy is also presented. The scope of this paper, is to demonstrate the policy framework of cluster and S3 policies in the region of Asia and how they are applied. China has been further analysed as a case, since they are more active in applying such policies.

• The Journal of the Convergence on Culture Technology
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• v.4 no.4
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• pp.1-10
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• 2018

At the moment, a cosmetic market finds to get new ways for change. In this way, Important of customer affinity emphasizes in the market. A lot of companies, markets are working at getting customer affinity. A study looks for attribute of collaboration cosmetic with famous characters and influence of customer affinity empirically. A survey was done a target was customer have bought collaboration product over once, the data was analysed structural equation. In conclusion, these figures out that familiarity and originality effect to customer affinity positively.

• Korea Information Processing Society Review
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• v.15 no.2
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• pp.15-28
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• 2008

The Korea UK e-Science Collaboration project has been aimed at supporting research and collaboration between Korean and UK researchers. Its goal is to benefit the nation by reducing cost and time in constructing the National e-Science Research Environment' by studying and benchmarking the cases in countries that have already procured advanced technologies in the area. Two joint workshops were held in a year where researchers from the two countries had the opportunities to share their research results with each other. Also, the project has supported exchanges of researchers fostering expertise in the field. In the course of the project, the e-Science Centre in the UK and KISTI have signed MoU(Memorandum of Understanding) in 2006. Moreover, there have been active research collaboration between Korea and the UK. The University of Southampton will share the BioSimGrid data with the Korean counterpart, and the University of York has provided the AURA software. In the future, KISTI and the UK NGS(National Grid Service) will organize a working group at OGF that will work mainly on the standardization of Parameter Sweep and bring it to lead the global standard. KISTI will include its own AURORA system into OMI-UK software stack, which will enable access to NGS resources through AURORA user application. The collaboration with the UK has opened up more opportunities for collaboration with other countries as well. KISTI and HLRS in Germany have agreed to share the COVISE and will have research exchanges. As such, it is expected that Korea will play a major role in e-Science research by building strategic and systematic collaborative relations with its International partners.

• STI Policy Review
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• v.3 no.2
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• pp.92-110
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• 2012

An active policy role is suggested for collaboration that will enhance national level Science and Technology (S&T) capabilities. In contrast, some studies see a limited role of policy support for collaborative S&T research at the individual level (including research groups or institutional levels) due to their self-organizing nature. Two views on S&T collaboration look at different levels but existing research largely ignores the context of developing countries. This paper shows how S&T collaborations between Brazil and Korea have developed over the past two decades. The paper indicates the gaps between initiation and the actual establishment of collaborative research at national and individual levels, differences in the focus areas of research, differences in resources and project planning, and the nature of collaborations. Collaborative research activities at the national level were initiated before the individual level but activated later than the individual level; in addition, the focus areas of research were laid down earlier at the national level with individual collaborations focused on different areas. Project types remained different at each level (i.e. top-down and bottom-up) or with a slightly changing mix. This study suggests appropriate policy measures (such as the timely and effective information collection of activities at different levels and proactive coordination) that could reduce the gaps in the timing and alignment of research areas. This paper also alludes to an evolutionary model to develop S&T collaboration among developing countries.

• The Journal of the Convergence on Culture Technology
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• v.7 no.1
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• pp.300-308
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• 2021

The epidemic of COVID19 caused a big change in design collaboration, which has been conducting using face-to-face interaction. Designers actively used video conferencing and online document tools in situations where face-to-face meetings were difficult, and this gave them an opportunity to experience that non-face-to-face collaboration can be more effective in a specific design process. In this regard, this study attempted to find out which activities during the design process are more compelling in face-to-face collaboration or non-face-to-face collaboration. To do this, three user experience design projects conducted after the COVID19 epidemic were analyzed through a retrospective interview method. As a result, during four design stages, 'Discover, Define, Develop, Deliver', face-to-face collaboration is necessary for the areas that require creative problem solving through active interaction. In contrast, non-face-to-face collaboration is preferred and more effective when designers need their own space and proceed their design work. In addition, the aspects of design tools supporting non-face-to-face collaboration were also illustrated. Findings discovered through this study are expected to contribute to research on the design process later.

• Journal of Global Scholars of Marketing Science
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• v.20 no.1
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• pp.4-14
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• 2010

Collaboration strategies entail information sharing and other varied forms of cooperation that are mutually beneficial to the company and stakeholder groups. This study addresses the specific types of collaboration used in the fashion industry while also examining strategies that have been most successful for fashion companies and perceived benefits of collaboration from the customer perspective. In the present study we define fashion companies and brands as collaborators and their partners or stakeholders as collaboratees. We define collaboration as a cooperative relationship where more than two companies, brands or individuals provide customers with beneficial outcomes utilizing their own competitive advantages on an equal basis. Collaboration strategies entail information sharing and other varied forms of cooperation that are mutually beneficial to the company and stakeholder groups. Through collaboration, fashion companies have pursued both tangible differentiation, such as design and technology applications, and intangible differentiation such as emotional and psychological benefits to customers. As a result, collaboration within the fashion industry has become an important, value creating concept. This qualitative study utilized case studies and in-depth interview methodologies to examine customers' attitudes concerning collaboration in the fashion industry. A total of 173 collaboration cases were identified in Korean and international markets from 1998 through December 2008, focusing on fashion companies. Cases were collected from documented data including websites and industry data bases and top ranked portal search sites such as: Rankey.com; Naver, Daum, and Nate; and representative fashion information websites, Samsungdesignnet and Firstviewkorea. Cases were collected between November 2008 and February 2009. Cases were selected for the analysis where one or more partners were associated with the production of fashion products (excluding textile production), retail fashion products, or designer services. Additional collaboration case information was obtained from news articles, periodicals, internet portal sites and fashion information sites as conducted in prior studies (Jeong and Kim 2008; Park and Park 2004; Yoon 2005). In total, 173 cases were selected for analysis that clearly exhibited the benefits and outcomes of collaboration efforts and strategies between fashion companies and stakeholders. Findings show that the overall results show that for both partners (collaborator and collaboratee) participating in collaboration, that the major benefits are reduction of costs and risks by sharing resource such as design power, image, costs, technology and targets, and creation of synergy. Regarding types of collaboration outcomes, product/design was most important (55%), followed by promotion (21%), price (20%), and place (4%). This result shows that collaboration plays an important role in giving life to products and designs, particularly in the fashion industry which seeks for creative and newness. To be successful in collaboration efforts, results of the depth interviews in this study confirm that fashion companies should have a clear objective on why they are doing the collaboration. After setting the objective, they should select collaboratees that match their brand image and target market, make quality co-products that have definite concepts and differentiating factors, and also pay attention to increasing brand awareness. Based on depth interviews with customers, customer benefits were categorized into six factors: pursuit for individual character; pursuit for brand; pursuit for scarcity; pursuit for fashion; pursuit for economic efficiency; and pursuit for sociality. Customers also placed more importance on image, reputation, and trust of brands regarding the cases shown in the interviews. They also commented that strong branding should come first before other marketing strategies. However, success factors recognized by experts and customers in this study showed different results by subcategories. Thus, target customers and target market should be studied from various dimensions to develop appropriate strategies for successful collaboration.

• Journal of Radiation Protection and Research
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• v.46 no.3
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• pp.143-150
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• 2021

Since its establishment in 2018, the Young Generation Network (YGN) has been dedicated, with support of the International Radiation Protection Association (IRPA), to a variety of activities to promote communication, collaboration and professional development of students and young professionals in the area of radiation protection and its allied fields. This article reports our recent activities from the middle of 2018 to the beginning of 2021, with highlights on some important events: "Joint JHPS-SRP-KARP Workshop of Young Generation Network" (December 2019 in Japan); contribution to "Nuclear Energy Agency Workshop on Optimization: Rethinking the Art of Reasonable" (January 2020 in Portugal); survey on the impact of coronavirus disease 2019 (COVID-19) on radiation protection among IRPA YGN members (March 2020); and contribution to IRPA15 (15^th International Congress of the IRPA; January-February 2021, online). The discussion and insight obtained from each activity are also summarized. The IRPA YGN will aim to achieve its on-going activities and continue to follow the ways paved in the Strategic Agenda and despite the challenges raised by the COVID-19 pandemic. Namely, running an international survey (for example, on the usage of social media in radiation protection, and on the long-term consequences of the COVID-19 pandemic), engaging national YGNs, extending the network, finding new relationships with networks with an interest in the young generation and participation in (remote) events will be aspired for.

• Educational Technology International
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• v.12 no.1
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• pp.21-46
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• 2011

International virtual teamwork offers new opportunities for the professional development of teachers. In this paper, we examine the initial experiences in an ongoing international virtual benchmarking project coordinated by the Finnish Online University of Applied Sciences. What challenges does an international context present for project construction and collaboration? Data from five countries, in the form of participant reflections and researchers' observations, were analysed according to four types of barriers: language, time, technical and mental barriers. Initial data indicates that trust is an essential starting point, as there is neither time nor possibilities to build mutual trust by traditional means. Organisational confidentiality issues, however, can complicate the situation. The project introduces 'collision' as a method of professional development, in which physical and organisational borders are crossed and the skills and competencies needed in global learning environments are acquired.