• 디지털융복합연구
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• 제11권4호
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• pp.197-207
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• 2013

본 연구의 목적은 사회적 기업의 성공요인과 성과에 있어서 컨설턴트 전문역량의 조절효과를 분석하는 것이다. 연구의 목적을 달성하기 위해 사회적 기업의 성공요인으로서 시장경쟁력 확보, 기업가 정신, 네트워크 활동으로 설정하고, 성공요인과 성과와 컨설턴트 전문적 역량의 이론적 배경을 바탕으로 연구모형과 가설을 설정하였다. 분석결과 첫째, 사회적기업의 성공요인으로서 시장경쟁력 확보, 기업가정신, 네트워크 활동이 영리적 성과와 공익적 성과에 모두 유의미한 영향을 미침으로서 사회적기업의 경쟁력 확보를 위해서는 모두 큰 영향을 미치는 것으로 나타났다. 둘째, 사회적 기업의 성공요인과 경영성과와의 관계에서 컨설턴트 전문역량의 조절효과를 분석해본 결과 성공요인 중 네트워크 활동이 영리적 성과와 공익적 성과에 모두에 유의한 영향을 미치는 것으로 나타났다. 따라서, 본 연구는 사회적 기업의 성과 창출에 있어서의 지역 사회적 기업 협의회 가입 및 활동, 지방자치 단체와 연계된 사회적 기업 활동 등의 네트워크 활동은 사회적기업의 성과에 중요한 요인임을 알 수 있다.

• 아태비즈니스연구
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• 제8권1호
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• pp.33-44
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• 2017

The present study aims to examine the role of market orientation as an international partnership property. This property, labeled export-venture market orientation, is at the inter-firm level and is related to the new market development (NMD) activities of export-ventures. Specifically, this article is to define the export-venture market orientation; to argue that it is a major factor in NMD export-venture success; and to argue that the resource-advantage (R-A) theory of competition can provide a theoretical foundation for this concept and explain its contribution to export-ventures' international expansion success. This manuscript is conceptual in approach. In their efforts to strengthen relationships, export-ventures may tend to focus so much time on the partnership factors that they miss market opportunities. As a spanning process, NMD should be informed by both external and internal activities. In an export-venture, market orientation helps guide NMD activities from outside to inside and vice versa. As a dynamic and disequilibrium provoking process, the R-A theory can theoretically ground the concept of export-venture market orientation and explain its role in NMD export-venture success. The current study contributes to business marketing theory in three ways: it extends the concept of intra-organizational market orientation to an inter-organizational context; contributes to understanding the role of idiosyncratic resources in export-ventures; and theoretically explains the concept of export-venture market orientation. The present study is the first to extend the concept of market orientation into inter-organizational NMD framework and to examine the role of export-venture market orientation in NMD export-venture success.

• International Journal of Quality Innovation
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• 제8권2호
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• pp.57-68
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• 2007

Benchmarking is more than just a comparison of measures about different company's performance in a wider sense. It is a methodology of learning-comparing-learning, at least within small and medium sized enterprises. This learning is not just limited to learn by copying successful concepts from other enterprises or competitors. It starts in learning more about the own company, about its structure and processes causing its own success or its failure. This kind of learning is necessary before the enterprise starts watching for a suitable Benchmarking partner. Learning from each other's strengths and weaknesses is the main goal of the European research project Quality beyond Borders! By using the Benchmarking methodology, small and medium sized enterprises get the opportunity to take part in a Benchmarking study and can learn more about the different strengths and weaknesses of other enterprises on both sides of the border. The results of such a Benchmarking can help to identify potentials for future cooperations among German and Polish enterprises in the same market or business. These potentials can lie in different ways of realising the same success or top-position. The Benchmarking study is not focused on an special business or region. That helps to find out trends for different kinds of top-positions, which can be claimed in all markets within a country. Every trend is characterised by different success factors which are responsible for the success in this top-position. In a first overview, the results of the Benchmarking study show 5 different groups of top-positions within a market which all have different profiles regarding to the importance of their success factors. By the end of the Benchmarking study it will be possible, to give answer about the special reasons for different kind of successes of these groups. These answers can be related to a special region within a country, a special business or of course related to possible differences in the expression of the group success factors in comparison of both countries.

• Ocean and Polar Research
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• 제34권3호
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• pp.349-364
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• 2012

This study focuses on systematic structure of factors, which affect commercialization of ocean science and technology (OST), applying both grounded theory methodology (GTM) and semantic network analysis methodology (SNAM) by using in-depth interviews with 8 specialists previously experienced in the same field. This study further focuses on clarification of the distinctiveness and universality of commercialization factors on OST by comparatively analyzing on the commercialization factors of general sciences and technologies. Using SNAM, it was determined that commercialization success required connected support system, government support, technology marketing, technology power and characteristics of commercialized entities, which were identified as dominant factors. GTM presented an outcome that connected support systems among participants in commercialization and found that research institute strategies are significant factors in the core phenomenon of commercialization, while technology marketing, technology power and market-oriented technology are important conditions. In addition, the factors of technology, market, connection of participants and government support of commercialized entities are shown as equally important factors for commercialization of ocean science and technology. Secondly, SNAM results indicate that ocean science characteristics depend on a network of government support, research institute strategy, organization and manpower, capital power, and technology marketing, as these ocean science characteristics have been identified as significant factors in the GTM study. It has been determined that technology, market and government support should be connected in order for commercialization of ocean science and technology (OST). Moreover, commercialization methods, applied to the marketing of commercialization of ocean science and technology is differentiated from others since commercialization success is more relevant to these factors.

• International Journal of Quality Innovation
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• 제9권2호
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• pp.39-56
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• 2008

Six Sigma has been one of main quality improvement approaches since Motorola first invented Six Sigma in 1987. Many scholars and consult experts have discussed the critical success factors of implementing Six Sigma management, but most of them are based on related theories or qualitative analyses. In the paper, we first review critical success factor of Six Sigma status quo based on literature. Then we design the questionnaire and survey China manufacturing enterprises that have introduced Six Sigma management. And finally, we analyze the critical success factors of China manufacturing industry implementing Six Sigma management by using structural equation model and find that leadership and Six Sigma strategy, focus on market and customer, evaluation and motivation, selecting, managing and implementing Six Sigma projects are four critical success factors of China manufacturing enterprises implementing Six Sigma management. At the same time, the paper also presents the relationships between the critical success factors. The results are of important role in China manufacturing industry locating resources, eliminating waste and improving Six Sigma performance.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2010년도 춘계학술대회
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• pp.435-439
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• 2010

The purpose of this paper is to design a new management model based on the grill-formed product charscteristic area(PCA) which specify the position of products classified by the level of market and technology. This product characteristic area is composed of 9 cells and the cases sorted by market and technology are analyzed by each cell. Conclusion of this study based on many significant results gained by the various multi-variate analysis is summarized as follows; First, it can be noted that success/failure factor and progress stages are different by each cell. Second, a new management model is designed by combining the Motive Resource, Success/Failure(S/F) factors, and Progress Stages of New Product Development. Third, success products featured a balance between marketing oriented and technically oriented activities. A new attemp that combine S/F factors with development stages by each product cell will be of great usefulness for further study.

• 경영정보학연구
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• 제10권3호
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• pp.21-38
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• 2008

한국의 모바일 컨텐츠 시장은 모바일 게임의 주도 하에 이제 도입기를 지나 본격적 성장기로 접어들고 있으며, 이동통신사의 3G망 확대와 모바일 기기의 발달로 보다 우호적인 사업 환경이 형성되고 있다. 이에 반해 모바일 게임의 시장 성공 요소에 대한 통합적인 이론적 고찰과 시장 데이터를 토대로 한 실증 연구는 전무해 조속한 관련 연구가 요구되고 있다. 본 연구에서는 국내 이동통신사를 통해 출시된 모바일 게임들에 대한 실증 데이터를 분석함으로써, 통신 서비스 차원이 아닌 모바일 컨텐츠차원에서 모바일 게임의 시장 성공 요소들과 이러한 요소들의 장르 별 차이 및 출시 후 시간 경과에 따른 변화에 대해 OLS 회귀모형을 통해 분석하였다. 모바일 게임이 성공하기 위해 가장 중요한 것은 디자인 요소였는데, 이는 출시 후 시간이 지남에 따라 보다 중요해졌으며, 특히 시각적 효과가 중요한 RPG/타이쿤/시뮬레이션 장르와 슈팅/액션/아케이드 장르에서 더욱 그 중요성이 컸다. 인기 게임 장르와 사회적 유행과 관련되는 게임의 경우 실제로 사용자들의 구매율이 높았으며, 이와 더불어 장기적인 매출을 위해서는 디자인 및 창의성과 같은 컨텐츠로서의 복합적인 특성이 더욱 중요하게 나타났다. 그리고 모바일 게임의 이용 목적과 구매선택 특성 상, 완전히 새롭고 창의적인 내용보다는 이미 많은 사람들에게 익숙한 게임이 장기적인 매출을 달성할 가능성이 높은 것으로 나타났다. 또 다른 흥미로운 사실은 인기 장르의 경우 많은 게임들이 출시되어 경쟁하는데 반해, 스포츠/레이싱/레저 장르와 같이 꾸준한 수요는 있지만 개발되는 게임수가 많지 않은 장르도 있다는 것이다. 게임 특성 중 사용 편리성 요소에 대한 결과에서도 의미있는 함의가 도출되었는데, 그것은 새로운 게임의 초기 수용이라는 측면과 지속적인 사용 및 확산이라는 측면 간에 상충관계가 있다는 것이다. 본 논문에서 실증적으로 확인된 이러한 사실들은 향후 게임 개발 및 유통전략 수립 시 반영되어야 할 점으로 판단된다.

• Asian Journal of Innovation and Policy
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• 제1권1호
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• pp.71-91
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• 2012

The purpose of this study is to identify the major determinants of performance of the R&D alliances, with an aim toward raising the success rate in cooperative relationships. In particular, this study assesses whether the success factors of purchasing relationship identified in the literature apply equally to SMEs in Korea. The results of this study indicate that inter-firm cooperation, experienced cooperation, and efficiency of government support have positive impacts on the purchase rate of new products. On the other hand, R&D intensity and resources of competencies of the firm do not influence it. Additionally, market attractiveness does not moderate the effects of the five independent variables on the purchase. The extracted determinants according to the results of surveys give valuable and practical hints to the SMEs when they make a decision on their R&D alliances with large enterprises.

• Journal of Information Technology Applications and Management
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• 제17권2호
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• pp.91-109
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• 2010

The success of new product is a key factor for getting competitive advantages. Marketing research has been investigating marketing capability, manufacturing technical capability, cross-functional integration, market knowledge competence, and competitive environment as the key success factors of new product advantage. Recently, the role of IT capability in enhancing new product advantage is assumed in the literature. However, the empirical studies on the role of IT capability are lacking. The purpose of this study is to identify the effects of IT capability on new product competitive advantages and the relationship between IT capability and the key success factors for new product advantage. Conducting an empirical field study, the IT capability is shown to have a direct effect on new product competitive advantages, and to be also the key success factor to make up for marketing capability and manufacturing technical capability. This study develops a conceptual model on the role of IT capability in enhancing new product competitive advantages by integrating marketing research and IS research.

• 한국유기농업학회지
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• 제19권2호
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• pp.157-184
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• 2011

This work is based on the experience of active and successful organic marketing initiatives, and aims to provide advice for genuine and practical sustainability. To make successful marketing possible we describe, on the one hand, the main challenges of the market and policy environment for organic marketing initiatives and, on the other hand, key factors for management. Management planning is a key issue for successful marketing and is therefore the focus of special attention in this work. This paper summarises and highlights those key factors which influence the operations of an organic marketing initiative. These include the role of key individuals, the role of innovation, the importance of strategic planning and clear objectives, the role of coherence, motivation and identity, brand policy, the role of networks, the importance of market research, public funding, economies of scale, systematized cooperation, hazards and risks in general.