• Journal of Korea Technology Innovation Society
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• v.5 no.3
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• pp.260-276
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• 2002

Technology Analysis is advanced by the development of the analysis of technological information such as technological bibliometric analysis and patent analysis. Also, the advance of technology analysis has led the development of the family of techno-market analysis such as cost-benefit analysis, analysis for new item development, and the valuation of technology and technology business. Technology analysis mostly based on technological information analysis is confronted by new challenges from the development of information science and technology such as text mining.

• Journal of Technology Innovation
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• v.14 no.1
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• pp.1-30
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• 2006

The purpose of this paper is to analyze the organizational design and management of product development in creating new product architecture by an established firm. For the purpose, the paper put up the organizational design in the process of PDA(Personal Digital Assistant) development of Sharp and Casio which were Japanese major PDA firms in 1990s. PDA is the product born through architectural change from Electronic Organizer. Prior research on the product architecture change and organizational adaptation emphasized that an established firm is difficult to adapt to new product architecture due to the restriction of prior technology or organizational inertia. For overcoming these problems and successful development of new product architecture, organizational design and management in the process of product development becomes essential. In case of Sharp, corporate development project team had been used to overcome the restrictions from architectural knowledge accumulated through previous product. After launching first new PDA by corporate development project team, Sharp created a new division and pushed an evolution of PDA, when new PDA market start to grow up rapidly toward a major market segmentation. As a result, Sharp was able to build up stable PDA project trajectory. However, Casio was late for three years in launching of new PDA architecture because previous division charging of Electronic Organizer tried to develop first new PDA. Casio's PDA development was prohibited by engineers of previous division because new PDA architecture was inferior on user interface and display definition. That is, Casio's first PDA development was restricted by architectural knowledge of previous product.

• Proceedings of the Korea Society for Simulation Conference
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• 2001.10a
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• pp.37-43
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• 2001

New product development has been a key element fur organizational evolution. The bulk of research about new product strategy has focused solely on new product development function itself. This paper investigates cross-functional elements in new product development. More specifically, we suggest that there must exist a fit between new product strategy and value chain strategy. It means that, in order to support new product development activity, there must exist a relevant value chain strategy. We consider three types of integration - internal integration, customer integration, and supplier integration - as strategic elements of value chain strategy. For the case of new product strategy, we consider market newness and product technology unfamiliarity as strategic elements. We also consider two types of learning characteristic, i.e., \\\"fast-adaptive learning\\\" and \\\"slow-adaptive leaning\\\" as control factor. Learning characteristic represents firms organizational capability related with organizational learning. For example, fur fast-adaptive learning case, the effect of integration appears early in time. System dynamics simulation is employed to verify our research framework. The results exhibit that there must exist cross-functional relationships between value chain strategy and new product strategy in order to shorten total development time.al development time.

• 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.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.1
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• pp.185-195
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• 2020

This study is intended to determine that there is a casual relationship between technological innovation capability and new product development performance in small and mid-sized venture companies, and that the introduction of collaboration as a means to step up technological innovation capability will improve new product development performance. To achieve this, a survey was carried out to employees who are engaged in R&D work for small and mid-sized venture companies based in Korea, and the results were analyzed by regression analysis. The findings showed that technology strategy, technology learning and open innovation belonging to technological innovation capability in small and mid-sized venture companies had an effect on new product development performance. In other words, the selection of collaboration as a wider array of core strategies on new product development performance showed that collaboration was a strategy affecting new product development performance. In addition, the moderating role of technological innovation capability in boosting new product development performance through the introduction of collaboration showed that common collaboration had a positive effect on stepping up technology strategy, and collaboration as a core strategy had a positive effect on the size of new product development performance by strengthening technology strategy and open innovation.

• Journal of Information Technology Applications and Management
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• v.31 no.2
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• pp.15-34
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• 2024

This study aims to analyze the effect of absorptive capacity on technology collaboration performance and the moderating effect of innovation intermediaries. We set absorptive capacity (potential, realized) as independent variables and technology collaboration performance (relative technology level, development period, cost savings, new product development, collaboration satisfaction) as dependent variables, with innovation intermediaries as a moderating variable. We conducted a survey of 145 ICT companies that experienced technology collaboration and analyzed the data using 101 valid responses. The results show that potential absorptive capacity has a significant effect on new product development and collaboration satisfaction, while realized absorptive capacity has a significant effect on relative technology level, cost savings, and new product development. Furthermore, innovation intermediaries have a moderating effect between realized absorptive capacity and new product development. The contribution of this study to academia and industry is that it highlights absorptive capacity as a key factor influencing technology collaboration performance. The limitations of this study include the lack of accurate measurement of absorptive capacity and innovation intermediaries, as well as a lack of control over external factors. These limitations should be addressed through more in-depth research by systematically defining and measuring them in future follow-up studies.

• Journal of Digital Convergence
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• v.16 no.3
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• pp.121-127
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• 2018

Enterprises' new technology development capability is essential for creating successful product innovation and process innovation in the heavy competition in the business context changing quickly with technology convergence and development. Based on the open innovation perspective, this research develops a research model about the direct effect of small and medium venture companies' exterior information network heterogeneity on their new technology development capability and the mediating impact of their product planning capability on this direct effect. This study statistically tests the research model by using the ordinary least squares regression with the 683 small and medium venture companies, providing two major findings as follows. One finding is that small and medium venture companies' exterior information network heterogeneity positively impacts their new technology development capability. The other finding is that small and medium venture companies' product planning capability perfectly mediates the positive effect of their exterior information network heterogeneity on their new technology development capability.

• Journal of Technology Innovation
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• v.15 no.1
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• pp.27-63
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• 2007

Recently, Kim and Mauborgne (2005a) has introduced the concept of blue ocean strategy that provides quantum leap in value innovation, thus creating new market space. This study, based on the blue ocean strategy concept, suggests blue ocean new product development strategy, and attempts to examine how much impact this blue ocean new product development strategy has on new product performance, compared to existing new product development strategy perspectives based on competitive strategy-based new product development strategy and resource-based new product development strategy, in an empirical way. The research results show that the blue ocean new product development strategy has a statistically significant impact on new product performance. In addition, it was revealed that such contingency variables as firm size and environmental dynamism have moderating effect on the relationship between the blue ocean new product development strategy and new product performance. The blue ocean new product development strategy is more effective in the small-sized firms than the large-sized ones, and its effect on new product performance is different according to environmental dynamism.

• World Technopolis Review
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• v.3 no.1
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• pp.17-29
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• 2014

The importance of science and technology as the root of exceptional regional economic development has been extolled since the time of Schumpeter. Today emerging technologies are signaling the start of a new economic cycle where regions that are effective in technology translation will gain advantage. The will of policymakers to translate technology into regional job and wealth creation seems to be at an all-time high. Yet an improved process for translating technical development into regional prosperity has proved elusive. If there are no processes other than applying techniques that have worked in the past for other regions to a new region then there is cause for concern. Here the authors seek to add to this field of knowledge by applying elements of the varied cluster theories to provide a basis for policy for regional economic development by turning science and technology into commercial innovation. We provide a review of current cluster theories and discuss the positive and negative issues associated with each. We propose a model that allows interested professionals to utilize aspects of each cluster perspective geared to the realities of their specific area.

• Journal of the Korean Society of Industry Convergence
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• v.26 no.5
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• pp.833-844
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• 2023

As technology convergence is recognized as a driver of innovation, the identification of technology convergence opportunities is critical to expanding a firm's technology portfolio. Recently, wearable technology has emerged as an important factor in creating new business opportunities and providing technology investment alternatives for firms in the era of Industry 4.0. Against this background, this study provides a new patent analysis framework for identifying and proposing technology convergence opportunities in the wearable field. Using 8,621 patents filed between 2011 and 2021, a case study was conducted to identify technological convergence opportunities by applying Word2Vec algorithm. The analysis framework can be divided into four stages, with the final stage recommending potential technology convergence opportunities for a specific candidate firm's technology area by calculating similarities between technology codes. This study aims to better understand the current status of wearable technology development as well as to propose a new methodology for capturing technology convergence opportunities in the wearable industry. The case study result suggests that the convergence of healthcare and ICT may provide new development opportunities. Furthermore, the results are expected to provide alternative perspectives on the development of new markets and technologies using wearable technology and can support the strategic decision-making on future technology planning in the wearable field.