• 기술혁신학회지
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• 제12권3호
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• pp.499-524
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• 2009

최근 국가연구개발사업의 추진에 있어서 국제공동연구의 비중이 점차 높아지고 있으나 국제공동연구로부터 발생되는 지식재산권 등의 성과물 관리제도는 미흡한 실정이다. 국제공동연구의 대부분을 수행하고 있는 대학이나 출연(연) 등 공공연구기관의 자체적인 성과관리체계가 미흡하고, 정부차원의 관련 법령도 제대로 정비되지 않고 있다. 본 논문에서는 국제공동연구 수행과 관련한 성과물 관리제도의 실태와 문제점을 분석하고 그 개선방안을 제시하였다.

• 한국IT서비스학회지
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• 제11권2호
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• pp.185-196
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• 2012

The rapid evolution of ICT industry brings not only new services or products but also changes from common individual life to whole human society. Coping with these situations and survival, companies cannot help regarding R&D as the most important thing. So, discovering R&D projects which are suitable for the alternation is a big issue for many companies. To resolve the issue, KT has adopted Innovative Management Methodology developed by Strategos, which is co-founded by Gary Harmel. This paper describes this Innovative Management Methodology tailored to KT R&D. The methodology consists of five phases : focusing discovery, discovery, ideas/domains, domain elaboration & aiming point and R&D project proposal. Also, it shows some interim findings that came from the Innovative Management Process. Finally, the future plan for elaborating the methodology itself and generating new R&D projects is suggested.

• 자원ㆍ환경경제연구
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• 제31권4호
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• pp.481-503
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• 2022

본 연구는 환경혁신이 환경친화적 제품의 수출에 미치는 영향을 동태패널모형을 이용하여 분석한다. 분석결과 환경친화적 제품의 수출은 장기 균형에 느리게 수렴하는 동태적 조정 과정이 있는 것으로 분석되었다. 또한 환경혁신으로 대표되는 환경 부문의 민간 특허와 환경관련 공공 R&D 지출의 경우 환경친화적 수출에 긍정적인 효과가 있는 것으로 나타났다. 구체적으로 환경친화적 제품은 자원 관리, 오염 관리, 청정 기술 부문의 제품으로 분류되어 있는데, 특허의 경우 자원 관리 부문의 수출에, R&D 지출의 경우 모든 부문의 수출에 기여하는 것으로 나타났다. 동태효과에 대한 추정결과 환경혁신의 수출 증진 효과는 장기로 갈수록 크게 나타났으며, 공공 부문의 환경혁신이 민간 부문의 환경혁신에 비해 수출에 더 크게 기여하는 것으로 나타났다.

• 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.

• 보건행정학회지
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• 제28권3호
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• pp.280-287
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• 2018

There has been much efforts to facilitate healthcare innovation and many desirable outcomes were produced in Korea. However, some structural deficiencies were found. They are misalignment of research and development (R&D) subjects with healthcare system, lack of flexibility of current healthcare system to accommodate the radically innovative products, and lack of cooperation among innovation agent. Some suggestions to correct these deficiencies are discussed. The suggestions are as follows: relating Korean healthcare R&D to healthcare system, enhancement of institutional flexibility to allow innovative application of new technology, improvement of the R&D process, and reexamination of the role of academic medical centers.

• 지식경영연구
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• 제11권3호
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• pp.1-11
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• 2010

The importance of intangible assets have increased unprecedentedly with the advent of the knowledge-based society. Investment in R&D has contributed to the rise of productivity and firm-value in the capital markets. but it is very difficult to determine the economic benefits of R&D investment, due to elusive link between time requirements and the realization of firm value from R&D investment. This study examines the differential effects of R&D expenditure and patents on firm-value by industry. Patents are intangible, proprietary rights that develops new products, plays a crucial role in market competition and results in research and development activities. If firms get patents, their R&D expenditure is assumed to be successful. The study analyzes whether successful R&D expenditure has a significant effect on the firm-value. The study considers two industries : high-tech industries and low-tech industries. These industries are expected to have different effect on R&D expenditure and firm-vale. The results of the study indicate that the successful R&D expenditure increased the firm-value. Successful R&D expenditure in high-tech industries more increased the firm-value more than that in low-tech industries.

• 고려인삼학회:학술대회논문집
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• 고려인삼학회 2003년도 추계 총회 및 학술대회
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• pp.23-23
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• 2003

• 기술혁신연구
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• 제2권1호
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• pp.89-115
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• 1994

Japanese firms have developed their own distinctive human resource management(HRM) practices for R&D scientists and engineers. These practices consist of homogeneity of work group, standardized in-house training programs, great standardization and company control of careers, and broad job rotation following the process of commercialization of developed technology. These practices facilitate human and informational exchange and sharing between basic laboratories and development departments as well as between R&D and marketing department which contribute to the ket competitive advantage of Japanese products. But recently Japanese firm are forced to change their HRM practices. They face some srious problems in continuing their long0standing strategy of being a rapid and skillful‘ technology follower’,drawing on the basic research performed in the advanced nations and embodying it in products that are produced with high quality at relatively lower cost. There is a growing trend of strengthening basic research among Japanese firms today. In accordance with the emphasis on basic research, Japanese firms have been adopting new HRM practices for scientists and engineers which are in the opposite direction of the traditional one. These newly developed practices stress on individual vitality rather than group cohesiveness from the fusion of individual difference. These include heterogeneity of work group, multiple career paths to be chosen by individuals, incentive plan based individual performance.

• 품질경영학회지
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• 제42권3호
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• pp.477-496
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• 2014

Purpose: This paper has examined the impact of open innovation business model in technology commercialization with the data from 30 companies of manufacturing firms in South Korea. Methods: The findings provide support for distinguishing five hypotheses relating to development time, IP management, sales, firm size and R&D intensity. To test the hypotheses, data were collected using via e-mail and fax. Small and medium-sized (less than 300 employees) and large industrial firms were chosen for this study. Results: The result shows that openness in its business model is positively associated with successful technology commercialization. Conclusion: The major findings and the implications are: First, as the business model gets more open, development period of technology will be more favorable which gets benefit from rising costs of innovation. Second, as the business model gets more open, large portion of sales are created from new products. Thus, the problem of shorter product life in the market which affects large portion of market revenue can be solved through an open business model. Third, in general, R&D intensity, firm size and the level of IP management affect determination of business model types. The findings also suggest that companies need to increasingly address their external technology exploitation process instead of focusing on their internal innovation processes.

• International Journal of Quality Innovation
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• 제8권3호
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• pp.156-172
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• 2007

The high-tech industry is the economic lifeline for Taiwan. Its characteristics are short product life cycle, rapid changes in the market, and a high obsolescence rate for new products. Under globalization, the high-tech industry has adopted Information Technology (IT) to shorten the manufacturing process, reduce costs and conduct product research and development (R&D) to increase the core competence of enterprises and achieve the goal of sustainable operations. Enterprises should actively strengthen their integration with internal and external resources and lead in R&D management to increase industrial operating performance. Effectively managing operations and R&D management evaluation in Taiwan's High-tech Industry has become a critical subject. This study adopted 4 major Balanced Scorecard (BSC) perspectives to establish the Total Performance Evaluation Indicators for the R&D management department in Taiwan's High-tech Industry. The Analytic Network Process (ANP) was applied to evaluate the overall performance of the R&D management department. The research framework is divided into 2 phases. The first phase is combined with the 4 major perspectives, Financial, Customer, Internal Business Process and Learning and Growth, as the related indicators for each measurement perspective. The Key Performance Indicators (KPI) were selected using Factor Analysis to identify the key factor from the complicated indicators. The relationship between the characteristics of each BSC's evaluation perspective is dependence and feedback. This study applied ANP to conduct the calculation and adjustment of correlation between each KPI, and determine on their relative weights for the objective KPI. The "Financial Perspective" for R&D management department in Taiwan's High-tech Industry focused on the budget achievement rate of R&D management. The weight indicator value is (0.05863). The "Customer Perspective" focused on problem-solving satisfaction. The weight value of this indicator is (0.17549). The "Internal Business Process Perspective" focused on the quantity and quality of R&D. The weight value of this indicator is (0.13506). The "Learning and Growth Perspective" focused on improving competence in the research personnel's professional techniques. The weight value of this indicator is (0.02789). From the total weighting indicators, the order of the Performance Indicators for the R&D management department in Taiwan's High-tech Industry is: (1) Customer Perspective; (2) Internal Business Process Perspective; (3) Financial Perspective; and (4) Learning and Growth Perspective.