• Title/Summary/Keyword: R&D Organization Culture

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A Decade of the National Institute for Materials Science as an Independent Administrative Institution

  • Kishi, Teruo;Takemura, Masahiro
    • STI Policy Review
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    • v.3 no.2
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    • pp.152-171
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    • 2012
  • In April 2001, many Japanese national institutes were reorganized as Independent Administrative Institutions (IAI) based on the General Act for Independent Administrative Institutions and the act for each institution. Under the Ministry of Education, Culture, Sports, Science and Technology (MEXT), the National Institute for Materials Science (NIMS) was established by the merger of the National Research Institute for Metals (NRIM) and the National Institute for Research in Inorganic Materials (NIRIM). One of the biggest changes was the expansion of autonomous administration. The nanotechnology and material R&D field was prioritized in the 2nd (2001-2005) and the 3rd (2006-2010) Science and Technology Basic Plans; subsequently, NIMS was assigned to take the initiative in nanotechnology as well as materials science. NIMS has proactively expanded research fields through the introduction of researchers from polymers, electronics, and biotechnology as well as member institutes of the World Materials Research Institute Forum (WMRIF). Globalization has been promoted through programs that include the International Center for Young Scientists (ICYS) and the International Center for Materials Nanoarchitectonics (MANA). The 4th Science and Technology Basic Plan (2011-2015) emphasizes outcomes-recovery and rebirth from the disaster, green innovation, and life innovation. The Midterm Plan for NIMS also follows it. R&D collaboration by multi-partners (that include industry, university, and GRI) should be strategically promoted where GRI are especially required to play a hub function for innovative R&D and open innovation. NIMS highlights are Tsukuba Innovation Arena (TIA) and the Nanotechnology Platform Project. On January 20, 2012, a new organization was decided on by the Japanese Government where several IAI from different science and technology areas will be merged to realize more effective R&D as well as administrative cost reductions. NIMS is also supposed to be merged with 4 other R&D IAI under MEXT by the end of 2013.

Exploring Influence of Network Structure, Organizational Learning Culture, and Knowledge Management Participation on Individual Creativity and Performance: Comparison of SI Proposal Team and R&D Team (네트워크 구조와 조직학습문화, 지식경영참여가 개인창의성 및 성과에 미치는 영향에 관한 실증분석: SI제안팀과 R&D팀의 비교연구)

  • Lee, Kun-Chang;Seo, Young-Wook;Chae, Seong-Wook;Song, Seok-Woo
    • Asia pacific journal of information systems
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    • v.20 no.4
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    • pp.101-123
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    • 2010
  • Recently, firms are operating a number of teams to accomplish organizational performance. Especially, ad hoc teams like proposal preparation team are quite different from permanent teams like R&D team in the sense of how the team forms network structure and deals with organizational learning culture and knowledge management participation efforts. Moreover, depending on the team characteristics, individual creativity will differ from each other, which will lead to organizational performance eventually. Previous studies in the field of creativity are lacking in this issue. So main objectives of this study are organized as follows. First, the issue of how to improve individual creativity and organizational performance will be analyzed empirically. This issue will be performed depending on team characteristics such as ad hoc team and permanent team. Antecedents adopted for this research objective are cultural and knowledge factors such as organizational learning culture, and knowledge management participation. Second, the network structure such as degree centrality, and structural hole is used to analyze its influence on individual creativity and organizational performance. SI (System Integration) companies are facing severely tough requirements from clients to submit very creative proposals. Also, R&D teams are widely accepted as relatively creative teams because their responsibilities are focused on suggesting innovative techniques to make their companies remain competitive in the market. SI teams are usually ad hoc, while R&D teams are permanent on an average. By taking advantage of these characteristics of the two kinds of teams, we will prove the validity of the proposed research questions. To obtain the survey data, we accessed 7 SI teams (74 members), and 6 R&D teams (63 members), collecting 137 valid questionnaires. PLS technique was applied to analyze the survey data. Results are as follows. First, in case of SI teams, organizational learning culture affects individual creativity significantly. Meanwhile, knowledge management participation has a significant influence on Individual creativity for the permanent teams. Second, degree centrality Influences individual creativity significantly in case of SI teams. This is comparable with the fact that structural hole has a significant impact on individual creativity for the R&D teams. Practical implications can be summarized as follows: First, network structure of ad hoc team should be designed differently from one of permanent team. Ad hoc team is supposed to show a high creativity in a rather short period, implying that network density among team members should be improved, and those members with high degree centrality should be encouraged to show their Individual creativity and take a leading role by allowing them to get heavily engaged in knowledge sharing and diffusion. In contrast, permanent team should be designed to take advantage of structural hole instead of focusing on network density. Since structural hole can be utilized very effectively in the permanent team, strong arbitrators' merits in the permanent team will increase and therefore helps increase both network efficiency and effectiveness too. In this way, individual creativity in the permanent team is likely to lead to organizational creativity in a seamless way. Second, way of Increasing individual creativity should be sought from the perspective of organizational culture and knowledge management. Organization is supposed to provide a cultural atmosphere in which Innovative idea suggestions and active discussion among team members are encouraged. In this way, trust builds up among team members, facilitating the formation of organizational learning culture. Third, in the ad hoc team, organizational looming culture should be built such a way that individual creativity can grow up fast in a rather short period. Since time is tight, reasonable compensation policy, leader's Initiatives, and learning culture formation should be done In a short period so that mutual trust is built among members quickly, and necessary knowledge and information can be learnt rapidly. Fourth, in the permanent team, it should be kept in mind that the degree of participation in knowledge management determines level of Individual creativity. Therefore, the team ought to facilitate knowledge circulation process such as knowledge creation, storage, sharing, utilization, and learning among team members, which will lead to team performance. In this way, firms must control knowledge networks in permanent team and ad hoc team in a way mentioned above so that individual creativity as well as team performance can be maximized.

An Empirical Analysis of the Influence Factors on Open Innovation Activities in Korea (우리나라 개방형 혁신활동의 영향요인에 관한 실증분석 연구)

  • Ahn, Chi-Soo;Lee, Young-Duck
    • Journal of Korea Technology Innovation Society
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    • v.14 no.3
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    • pp.431-465
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    • 2011
  • Focusing on open innovation which is regarded as an important framework for strengthening technological innovation capabilities, in this study empirical analysis is conducted on Korean manufacturing companies, particularly based on the survey results of 149 domestic manufacturing companies that carry out innovation activities in order to identify influence factors for open innovation activities. Analysis on the influence factors of open innovation activities categorized into characteristics of environment, firm-specific characteristics, and characteristics of institutions revealed that characteristics of environment in terms of the degree of market competition and technological changes influence outside-in open innovation activities. Such results suggest that companies respond to increased market competition or technological changes by promoting research and development (R&D) and maintaining or acquiring market competitiveness through introduction of external technology and utilization of external information by means of research collaboration, user innovation, and so on. In terms of firm-specific characteristics, outside-in open innovation activities are influence by R&D personnel, R&D investment, number of international business, export, and openness of corporate culture while inside-out open innovation activities are influenced by characteristics of international organization and CEO's capabilities. In order for companies to strengthen outside-in open innovation activities emphasis on research personnel, R&D input factors such as research funds are necessary whereas to increase inside-out open innovation activities organization solely responsible for international affairs should be established while the CEO needs to focus on open and cooperative entrepreneurship rather than internal technological innovation activities. In terms of characteristics of institutions, outside-in innovation activities are influenced by technological networking whereas inside-out innovation activities are influenced by networking for development of technology and the presence in industrial cluster. This means that the government needs to establish industrial clusters and try to expand technological networking to facilitate open innovation activities.

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A Study on the Factors Affecting Technological Innovation of Innovative IT SMEs (혁신형 IT 중소기업의 기술혁신에 영향을 미치는 요인에 관한 연구)

  • Kim, J.K.;Hwang, K.T.
    • Journal of Digital Convergence
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    • v.14 no.11
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    • pp.201-224
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    • 2016
  • The main objective of this study is to identify and analyze the factors affecting technology innovation of the innovative IT SMEs. A research model is established based on the previous studies on the technology innovation of SMEs. The model consists of independent variables (Adhocracy culture, R&D capability, IT capability, Leadership, and Appraisal & Reward), an intermediate variable (Knowledge management), and dependent variables (product/service innovation and process innovation). Major research results can be summarized as follows: IT SMEs pursuing technology innovation should: (1) pay attention to innovation oriented culture, IT capability, and evaluation & compensation systems of the company; (2) recognize that knowledge management is an essential activity performed by the company; (3) strengthen the R&D capabilities of the company by not only exerting internal efforts but establishing cooperative network with various parties; and (4) resolve the decoupling problem of the evaluation & compensation system.

An Exploratory Study on the Outsourcing Strategies of Highway Rest Areas in Korea (고속도로 휴게소의 아웃소싱 전략에 관한 탐색적 연구)

  • Jeon, Ki-Heoung;Chung, Young-Ju
    • Culinary science and hospitality research
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    • v.11 no.4 s.27
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    • pp.102-117
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    • 2005
  • It was maintained that successful establishment and accomplishment of outsourcing might be possible only when those eating-out companies re-establish their concept of management strategy, identify core competencies through value-chain analysis, make a through cost analysis, select cooperative companies via overall screening, expand the area of outsourcing, enhance partnership to improve service quality, harmonize bilateral organization culture, remove the ambiguity of contract terms, protect core competencies of the rest area, continue with evaluation and control, and spinoff or invest to a new specialized business. Then, it was suggested that highway rest area business construct the core competencies and introduce outsourcing from a future-oriented viewpoint so that they can concentrate the competencies to competitive area and expand outsourcing scope to professional area such as finance and accounting, general affairs, personnel affairs, logistics, marketing, and R&D. They need to make out the problem of productivity reduction resulted from many years working employee's old age, refine human resource, and maintain the standards of skill so that they can improve service quality of the rest area, streamline each organization currently having so a large manpower, reduce manpower, and improve the productivity.

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A Study on the Development of the Planning System for the Implementation of Defense Innovation 4.0 (국방혁신 4.0구현을 위한 소요군의 기획체계 발전방향)

  • Sang-Seung Lee;Min-Seop Jung;Chang-In Lee;Sang-Hyuk Park
    • The Journal of the Convergence on Culture Technology
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    • v.9 no.3
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    • pp.293-298
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    • 2023
  • In order for the military organization to be reborn as a high-tech science and technology strong force, science and technology that can be applied to the military is identified at the rapid development of science and technology, This should be quickly applied to military organizations, which is a growing consensus that Defense R&D planning system centered on rioters is needed to quickly acquire advanced weapons systems. In this respect, in order to successfully achieve the current government's defense policy, the high-tech weapons system necessary for national defense is required quicklyIt is necessary to closely examine defense planning, systems, organizations, and functions to develop into a high-tech science and technology military to link from raising to acquiring, and to reorganize the power enhancement and operation system. Therefore, this study proposes a high-efficiency defense operation system that combines advanced science and technology by Korean military organizations through "Defense Innovation 4.0", and we hope that follow-up research will be conducted following this study.

A Study on the Core Management Competencies of Ventures Formed by Entrepreneur's Incubator Organizations and Startup Experience: Focusing on the Biomedical Industry in Korea (창업가의 배태조직과 창업경험이 형성하는 창업기업의 핵심경영자원에 관한 연구: 한국의 바이오메디컬 산업을 중심으로)

  • Kim, Doyeon;Kim, Yeonbae;Song, Changhyeon
    • Asia-Pacific Journal of Business Venturing and Entrepreneurship
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    • v.15 no.1
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    • pp.269-284
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    • 2020
  • This study explored the core management competencies of ventures formed by the entrepreneur's incubator organization and startup experience in the biomedical industry in Korea. An in-depth interview was conducted with 13 entrepreneurs of biomedical ventures. Based on the previous literature, the core management competencies of the ventures, which are influenced by the incubator organization and startup experience, are classified into 'technical competency', 'organization management competency', 'network competency' and 'market pioneering competency'. Analysis of the in-depth interview has revealed 18 factors influencing the formation of the core management competencies of ventures. Qualitative factors that were not addressed by the previous empirical studies were identified in this study. These include 'confidence in technology development', 'way of performing R&D', 'organizational culture' etc. This study is characterized by its scarcity as a qualitative study that deals with the entrepreneurs' prior experience. In addition, this study categorize the core management competencies which are formed by entrepreneurs' incubator organization and startup experience as four factors. This result is expected to be useful in future research.

International Standard for the Banking, Brokerage and Insurance Industries

  • Jung, Yong Gyu;Seo, Weon Joon;Jung, Ga-Woon;Choi, Byeong Cheol;Dollein, Richard
    • International Journal of Advanced Culture Technology
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    • v.2 no.1
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    • pp.20-24
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    • 2014
  • As the standards organization under ISO responsible for the development of all international financial services standards, ISO/TC 68 plays a key role in the development and adoption of new technologies in the banking, brokerage and insurance industries. In this paper many of its current work projects are introduced for developing ecommerce standards. We need to discuss the recommendations on XML conversion with ISO and other international standard organizations. Each country try to adopt the international standards even though domestic technical standards and barriers. To solve this problem of interworking between these standards, harmonization activities are nedded. For development and distribution of electronic documents to be conformed to international standards, it is enough to have the role of international activities continue to supply part of the domestic industry and the trends in participation and international standard.Our principal focus is on facilitating national and international trade, through the simplification and harmonization of processes, procedures and information flows, and so contributing to the growth of global commerce.

Development of Performance Analysis Model for SMEs through Meta-Analysis

  • Heon-Wook Lim
    • International Journal of Advanced Culture Technology
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    • v.11 no.1
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    • pp.171-180
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    • 2023
  • This study is to develop a performance analysis model for SMEs.Based on similar performance indicators through previous studies, performance indicators for SMEs were rewritten.Through the Korean Journal Citation Index (KCI), 75 related data were classified and a comprehensive SME performance analysis model was developed.Performance analysis was divided into two axes and classified into tables.The horizontal axis is the spatial performance range, which is divided into three areas: performance management by department/function, integrated performance management for the entire organization, and governance performance management requiring policy feedback. The vertical axis is subdivided into short-term, mid-term, and long-term by time and growth stage, and is divided into three parts: technical performance according to technological input, economic performance as organizational performance, and social performance for policy utilization. Then, performance indicators were mapped to each column. As a result of the survey, 28% of technical performance was analyzed as a result of frequency analysis, and performance indicators were organized into five categories: IT, R&D, certification, patent, and innovation. Economic performance was divided into 29%, BSC, HRD, logistics, production quality management, financial support, asset management, etc. 6 categories, social performance 43%, ESG, marketing, export, policy support, consulting, cooperation, etc. 7 categories.Limitations of the study include the narrowness of the survey that derived only performance indicators despite being a meta-analysis, and the performance model was mapped and classified according to growth stage and support period.however Insufficiency of validity due to lack of evidence, performance indicators were developed, but there were limitations in utilization for practical use.

A Study on Marketing of Cultured Laver Products (양식해태의 유통에 관한 조사 연구)

  • 유충열
    • The Journal of Fisheries Business Administration
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    • v.4 no.1_2
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    • pp.19-57
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    • 1973
  • Laver io one of the most necessary and seasonal items in Korean food from oldtimes. Laver is lagely eaten in dried form, and its supply depends entirely upon culture weeds. The history of laver culture in Korea about sixty or seventy years is older than in Japan. Significance of laver culture is divided into two aspects, one is food supply in the nation, and the other is export to other countries. Houses engaged in laver culture are about foully thousands, and laver production in 1972 is estimated as 1, 3 bitten sheets. (1 sheet is a dried laver of 20 cm sq, in the shape of paper) Especcially meaning of layer production is the concentration of labour input, and systematic management of labour. From around 1920, the method of laver culture was introduced by Japanese Imperialism for mono culture in shallow seas, and mass products of laver is provided to Japan market, DOMESTIC MARKET Fundamental consume function calculates at below, $D_{(68_71)}$=16354 $Y^{0.471}$ $P^{-1.0662}$ where D is total layer demand, Y income variable, P price variable. It means income elasticity is 476. in the whole country, and price elasticity is 1, 07. But generally income elasticity is higher in urban area than in rural area, as shown at 1, 3 in Seoul city. Expence of laver in house expenditure is mutually correlated with another expence, See Table 12 about the relative function. See Table 14 and 16 about the relation between the gathering and the changes of price in auction, wholesale and retail price support system is for two effects, one of which is constraint of the upper price, the other is rise of the lower price. Before the system control, the equation in three year average calculated as below, $Y_{b}$ =18, 907.7455+15435.9364 t (r=0.89) where the origin t=0 is the November and the units are month. Post the system control, $Y_{p}$ =30, 047.9636+1, 631.1721t (r=0.97) therefore, this system has an effect only on the rise of lower price, Average annual margins of laver products at four market levels according to the consumer spent is below. EXPORTING MARKET Japanese demand function of laver products is, Log D=5, 289+1, 108 Log Y-1, 395 Log P (r=0.987) where D is Japanese laver demand, Y income variable, P price variable. according to which income elasticity is 1. 1 and price elasticity is 1.4. Laver production in 1970 tile highest record till then, is estimated as six billion sheets. But the recent improvement of laver culture techniques, the production of seeds and freezing storage of seeds has been stabilized. Futher new culture farms have been developed by means of break- water fences or by floating culture method. These improvements have been backed up with increased demand of laver products. Import quantity and price of Korean laver products are restrained by three organizations, that is producer, distributor and consumer. This relationship calculated by regression equation shows that import is influenced only producer organization, at the sacrifice of consumer profit. For increase to export of laver products, we urgently require to open foreign trade of laver products for Japanese consumer, .and Japan has political responsibility to solve Korean laver structure. But with long run timeseries, as regards Japanese production and import quantity, importing function shows increasing trend as below, 250 million sheets <3, 947.1674+0.005 $L_{g}$ >) 600 million sheets where $L_{q}$ is relative production quantity of laver in Japan. (unit; 100 thousand sheets) Our Export effort should be put on the highly processed products whithin the restraind quote.ote.

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