• Journal of Technology Innovation
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• v.4 no.1
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• pp.165-183
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• 1996

In acquiring and transferring a superior knowledge assesing the intermediate result value of a competitive R&D project is very important for a firm engaging in R&D. Most existing literatures on R&D evaluation are concerned with project selection and resource allocation. In this paper the stage of an R&D project is classified into research, exploratory development, and development. And a model is suggested which evaluates the intermediate result value before completion of development stage under duopoly and oligopolistic competition. Assessed value of the intermediate result transferred to the next tier company can be used as a minimum acceptable price to the inventor when more advanced knowledge acquired through R&D is transferred to the next tier one. The model suggested is composed of structural variables including research cost, success rates, potential profits, discount rate degree of competition. By using exponential distribution for invertion process time in each stage, we derive a formula that can assess the value of the intermediate result, and we demonstrate how the model can be applied to a competitive R&D situation through an example.

• Journal of Korea Technology Innovation Society
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• v.21 no.4
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• pp.1345-1365
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• 2018

Following principal-agent relationship between government and funding agency effects on efficiency and management of project, this paper suppose that project management cost rate variable on outsourcing and administration of institution, applies multiple regression analysis and logit analysis by using factors that procurement status of institutional operating expenses and each subordinates scale (Budget, subject number) and method (Top-down/Bottom-up), not a total amount, for examining factors following project efficiency analysis and way of commission. The major variables which effect on efficiency of institution are management cost scale (0.36), institutional operating expenses ratio (-0.47), way of outsourcing, the factors that affect way of outsourcing are portion of project management cost (-38.5) and institutional operating expenses rate (-11.7). This means both legal and financial stability are necessary and it is avoidable moral hazard and adverse selection on principal-agent problem.

• Journal of Technology Innovation
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• v.14 no.3
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• pp.237-261
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• 2006

Under circumstances with increasing uncertainty, strategic flexibility has become an essential point on which my R&D management system should be based. Unfortunately the present R&D management system for government sponsored R&D programs cannot be said to be so flexible to adapt appropriately to various threatens such as technological failure, a severe change in competition environment, and so on. In this paper a new scheme for R&D planning and economic assessment with strategic flexibility is suggested and applied to a real R&D program. In the newly suggested R&D management system, economic valuation based on real option theory is performed for various alternative scenarios which have different strategic scheme for R&D process each and the result of the assessment is fed back to R&D planning to choose more superior strategic scheme. Introducing strategic flexibility into R&D planning and economic assessment, the value of R&D project could be remarkably enhanced.

• ETRI Journal
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• v.39 no.4
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• pp.467-479
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• 2017

This study examines how the characteristics of cooperative research and development (R&D) projects in the public domain impact information and communication technology (ICT) convergence. Based on the analysis of 416 cooperative R&D projects under the ICT-based industry convergence R&D program in Korea, the study finds that the characteristics of cooperative R&D projects significantly impact ICT convergence. Moreover, the participation of public research institutes and universities is critical for ICT convergence compared with that of firms. However, in firm-to-firm cooperation, the participation of small and medium enterprises contributes to cross-sectional convergence, while the participation of large firms leads to overall and longitudinal convergence. R&D inputs such as the number of partners and government subsidies exhibit an inverted U-shaped relationship (negative quadratic effect) with technology convergence. Project duration and homogeneous partners are also critical factors for ICT convergence. The results indicate several implications and guidelines on how to effectively organize cooperative R&D projects to facilitate technology convergence.

• Journal of the Korea Institute of Military Science and Technology
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• v.22 no.1
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• pp.106-123
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• 2019

Demand for performance analysis is increasing for efficient use of limited budgets such as improving investment efficiency and strategic budget allocation in accordance with the continuous increase demand of R&D budget for developing advanced weapon systems in the future battlefields. In accordance with the Act on the Performance Evaluation and Performance Management of the National R&D Projects established in March 2006, the performance analysis has been conducted for the systematic management and utilization of the R&D project performance. It was recognized as a project to achieve self-defense through strengthening the weapons system development capability, however, efficiency evaluation of Defense R&D projects was not much emphasized. Research on the efficiency analysis of defense R&D projects has been conducted in recent years, but most studies focused on corporate efficiency and productivity of defense companies. In this study, we analyzed the three-stage performance of defence R&D projects based on the logical model using the data envelope analysis(DEA) model. We also analyzed performance analysis from various perspectives through R&D type, technology classification and performance model. This study is expected to help defense department improve defense R&D projects and make decision.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1995.04a
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• pp.363-374
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• 1995

A duopoly model of R&D competition is presented to investigate whether an equilibrium R&D level with flexible spillovers is insufficient (or excessive) from the viewpoint of social welfare. The model focus on flexible spillovers which include much portion of externality occurring in R&D activity. Flexible spillovers refer to the spillovers that vary with industry equilibrium level of R&D. Innovating firms have incentives to cooperate in R&D in the presence of large spillovers. For any symmetric R&D profile, socially desirable equilibrium output is larger than equilibrium output produced in duopoly. Cooperative equilibrium R&D investment is observed to be socially insufficient in terms of welfare criterion irrespective of the magnitude of spillovers. While noncooperative R&D yields socially excessive expenditure on research project for a certain range of spillovers.

• IE interfaces
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• v.24 no.4
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• pp.408-419
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• 2011

R&D is a foundation for new business chance and productivity improvement leading to enormous expense and a long-term multi-step process. During the R&D process, decision-makers are confused due to the various future uncertainties that influence economic and technical success of the R&D projects. For these reasons, several decision-making models for R&D project investment have been suggested; they are based on traditional methods such as Discounted Cash Flow (DCF), Decision Tree Analysis (DTA) and Real Option Analysis (ROA) or some fusion forms of the traditional methods. However, almost of the models have constraints in practical use owing to limits on application, procedural complexity and incomplete reflection of the uncertainties. In this study, to make the constraints minimized, we propose a new model named Real Option Decision Tree Model which is a conceptual combination form of ROA and DTA. With this model, it is possible for the decision-makers to simulate the project value applying the uncertainties onto the decision making nodes.

• Journal of the Korean Operations Research and Management Science Society
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• v.29 no.3
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• pp.41-61
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• 2004

The purpose of this paper is to construct $\ulcorner$CIDEAR(Cross Impact-DEA-AR)$\lrcorner$ model which evaluates proposed R&D projects considering cross impact among them and selects proper projects to utilize resources efficiently as well as to maximize efficacy of investments. For this purpose, $\ulcorner$CIDEAR$\lrcorner$ model is designed as the following six steps. $\ulcorner$Decision Theory Evaluation Model$\lrcorner$ is for setting and selecting the evaluation items according to the structured procedure of evaluation system. The priority of items is decided at $\ulcorner$AR Decision Model$\lrcorner$$\ulcorner$Cross Impact Estimation Model$\lrcorner$ is for computing the final probability of success and the result is used to revise the evaluation results of $\ulcorner$Decision Theory Evaluation Model$\lrcorner$. $\ulcorner$Resource Performance Analysis Model$\lrcorner$ classifies the proposed R&D projects on the basis of required resources and expected performance. Consequently, the possibility of bias of project selection can be prevented. $\ulcorner$Priority Oder Decision Model$\lrcorner$ is for computing the efficacy of proposed projects. Finally, $\ulcorner$Efficacy-Efficiency Cause Analysis Model$\lrcorner$ analyzes the structure of efficacy and efficiency of the projects. The major findings and significances of this study are summarized as follows: (1) $\ulcorner$CIDEAR$\lrcorner$ model can deal with the affairs of R&D projects having the characteristics of mutual independence as well as mutual dependence in the point of efficacy and efficiency. Hence, it is possible to evaluate and select R&D projects more accurately. (2) It can be possible to raise the possibility of projects success. R&D manager can use the information for project management because the efficacy-efficiency structure of selected projects can be analyzed. (3) We proved the usefulness of the constructed $\ulcorner$CIDEAR$\lrcorner$ model using an case about twenty-one R&D projects of a leading company of electronic industry in Korea.

• Journal of the Korean Operations Research and Management Science Society
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• v.17 no.2
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• pp.53-90
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• 1992

THis study examines a contingency relationship between task uncertainty and structure of project teams in conjunction with the leader-member communication patterns. Multivariate analyses are used to analyze the data from 63 R & D project teams of research laboratory in a large manufacturing corporation. Major findings for this study can be summarized as follows. First, project teams with an organic structure are found to yield high performance when task uncertainty is high, while project teams with a mechanistic structure achieve high performance when their tasks are relatively certain. Second, patterns of leader-member comunication are significantly associated with both task uncertainty and structural characteristics of project teams. This implies that leaders of project teams communicate with their members in more conslutative manner when their tasks are uncertain or when their team structure exhibits organic characteristics. Finally, task uncertainty playus a significant moderating role in the relationship between consultative communication patterns and performance of project teams. Based upon these findings, this study offers several theoretical, practical, and methodological implications.

• International Journal of Quality Innovation
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• v.5 no.2
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• pp.63-69
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• 2004

This is an R&D project on design optimization of the inner shield of the Omega color picture tube at Samsung SDI in Korea. This was an R&D project which basically used the IDOV (Identify, Design, Optimize, Validate) process for Six Sigma implementation. Most Six Sgima projects use the process of DMAIC (Define, Measure, Analyze, Improve, Control). However, this project introduces a new cycle, RDIDOV (Recognize, Define, and IDOV). Here CPT means Color Picture Tube. Sam sung SDI is one of the two companies which began Six Sigma in Korea. This case study shows a good example how an R&D Six Sigma project can be usefully employed in manufacturing companies using a new process cycle.