• 품질경영학회지
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• 제40권4호
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• pp.631-640
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• 2012

Purpose: This empirical study is focused on the relationship between innovation capability (R&D and Human Resource innovation) and performance in knowledge-based service firms. Methods: We build research model to test how each of innovation capability on technology and human resource is influenced on their financial and non-financial performance in the knowledge-based service industries. Based on the previous research, we hypothesized the factors are regarded innovation capabilities of the firms as the scale of R&D and human resources. Because this study is especially targeted to the performance of knowledge-based service firms. With the survey on 424 main knowledge-based service firms, the multi-regression analysis was performed. Results: The result showed that the scale of R&D and human resources capabilities are main factors for knowledge-based service firms' performance, which reflects the current industrial structure. Conclusion: This study empirically demonstrated that human resources are most important to the growth of knowledge-based service firms.

• The Journal of Asian Finance, Economics and Business
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• 제8권3호
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• pp.967-976
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• 2021

This study aimed to investigate the mechanism by which service companies transfer their services overseas and create new value while interacting with local characteristics. A narrative analysis method was used in a case study of Ajisen Ramen, a Japanese service company that created a Japanese-style ramen restaurant, which experienced rapid growth in China. This study analyzed the restaurant as global service innovation and constructed a causal mechanism to explain the resulting rapid growth. In the pre-entry stage, the tangible value source core service facilitated its successful overseas transfer. In the post-entry stage, value source core service standardization and value sharing were interrelated and locally accepted factors. Knowledge of the local characteristics influenced the local storefront format that allowed contact with local customers. This local front format made it possible to offer local customers new value. The global service innovation mechanism developed through this study reflects a causal diagram that correlated the theoretical concepts of these events.

• 기술혁신연구
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• 제13권2호
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• pp.45-70
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• 2005

Much work on innovation has focused on the manufacturing sector. In this paper, we propose a framework for analyzing innovation in services centred on capability and technology integration. We illustrate the theoretical points made by conducting a case study on an international telephone communications provider Brastel, which introduced significant innovations in international calling services, in the form of rechargeable pre-paid calling card, through effective application of standard IT. Brastel is situated against its main competitors, considering two dimensions of price and service breadth and convenience. A novel technique for measuring competitiveness based on price and service index is introduced. The following competitors were selected: NTT, KDDI, Japan Telecom, Fusion Communications, J-Call / World Link, G-Call, ASP Check, Primus, QuickPhone, and MCI. To create the service index, factors such as ease of use, convenience, number of languages in which the services are available, and additional features were taken into account. The company itself and the rechargeable card innovation were analyzed through in-depth interviews and data collection. It was shown that a competitive advantage was maintained through internal and external capabilities.

• 품질경영학회지
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• 제34권2호
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• pp.68-76
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• 2006

It is generally thought that the quality management and the six-sigma management innovation are not applicable to service industry, which might be derived from some differences between service and manufacturing industries. However, both are substantially alike in some intrinsic attributes. KT is leading the quality management and the six-sigma innovation activities in service industry, especially among telecommunication companies in Korea. Six sigma management innovation has been fostered in KT within short period of time and played an important role in helping KT privatized successfully. The successful cases of six sigma innovation activities in KT could be introduced to other Korean companies in service industry. Five key factors for the success of six-sigma innovation activities are suggested, The hidden factory in all the fields of company should be eliminated. Six-sigma projects need to be connected with the company strategy. The project should be carried out intensively in a short time. The innovation activities in the field need to be integrated. The best practice of six-sigma should be disseminated in the field.

• 기술혁신연구
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• 제22권4호
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• pp.21-55
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• 2014

최근 치열해지는 시장경쟁과 함께 가속화 다양화되는 기술혁신의 환경 변화로 인해 기업들은 기존의 제품혁신이나 한정된 서비스의 제공만으로는 고객들의 요구와 기대를 충족시킬 수 없게 되었으며, 비즈니스모델(BM) 혁신을 통해 그 해법을 찾고자 하고 있다. 본 연구에서는 BM혁신과 관련된 이론적 논의를 검토하여 연구개발서비스업 내 BM혁신의 필요성과 성공 요건에 관한 명제들을 도출하고, 자동차 R&D서비스업에서 선도적 글로벌 기업인 AVL과 ETAS의 BM혁신에 대한 사례를 연구함으로써 명제들을 검증하고 시사점을 도출하고자 하였다. 특히, BM이 혁신을 통한 가치 창출의 과정에서 중요한 역할을 하는 점을 감안하여, 본 연구는 연구개발서비스업 분야에서 기술적 역량을 갖춘 기업이 BM혁신을 통해 어떻게 성과를 도출할 수 있는가에 대해 살펴보았다. 본 연구의 결과에 따르면, 사례기업들은 고객을 위한 가치 제안과 기업의 이윤 창출을 극대화하기 위해 제품(기술)-서비스 융합에 기반한 BM을 수립하고 자사에 적합한 보완적 자산을 차별적으로 활용함으로써 BM혁신을 효과적으로 수행하였다. 본 연구는 국내 기술혁신경영분야에서 BM혁신에 대한 논의를 활성화하며, 국내 연구개발서비스업과 연구개발전문기업들이 향후에 혁신적 BM에 기반해 효과적으로 발전하기 위한 시사점을 제공하는데 기여하고자 한다.

• 한국산학기술학회논문지
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• 제18권7호
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• pp.699-708
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• 2017

세계 경제 및 산업 환경 변화에 따라 새로운 성장동력 방안으로 서비스산업의 중요성이 점차 높아가고 있다. 선진국에서는 이미 서비스산업의 경쟁력을 강화하여 경제의 고부가가치화를 추진하고 있다. 새로운 서비스를 개발하는 것은 넓은 범위의 자원이 투입되어야 한다. 따라서 고객, 공급자, 그리고 다양한 지식창출기관과의 협력과 네트워크 구축 역량은 기업의 주요한 경쟁력의 원천이 되고 있다. 본 논문은 선진국에 비해 낙후되어 있는 국내 서비스산업의 혁신역량을 제고하기 위해 국내 서비스산업을 산업 유형별로 분류하고, 분류된 산업 별로 협업 파트너에 따라 혁신 성과가 어떻게 다르게 나타나는지를 분석하였다. Dialogic사의 혁신 패턴 별 산업분류를 응용한 방식(홍성민 장선미 2009)을 도입하여 산업 유형별로 외부협력 성과가 다르게 나타남을 보였다. 분석결과 전체 산업에서 기업들은 고객, 경쟁사와 협업하는 경우가 많았으나 민간 서비스업체(컨설팅사나 커머셜랩)와 협업한 경우 제품 혁신성과가 나타났다. '서비스 내 혁신' 산업에서는 대학과 협업이 조직혁신성과로, '서비스를 통한 혁신'산업에서는 고객과의 협업이 마케팅혁신 성과에 긍정적인 영향을 미치는 것으로 나타났다. 이러한 연구 결과로 국내 서비스산업의 활성화를 위해서는 기업과 전문적으로 협업할 수 있는 컨설팅사나 대학의 전문인력 양성이 필요하다는 시사점이 도출되었다.

• Asia pacific journal of information systems
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• 제23권1호
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• pp.87-106
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• 2013

In the service-oriented economy, knowledge and skills are considered core resources to secure competitive advantages and service innovation. Knowledge management capability, which facilitates to produce, share, accumulate and reuse knowledge, becomes as important as knowledge itself to create service value. Along with knowledge management capability, dynamic capability and operational capability are the key capabilities related to managing service delivery processes. Previous studies indicated that these three capabilities are related to service innovation. Although separately investigate the relationship between the three capabilities. The purpose of this study is 1) to define variables that have effects on service innovation including knowledge management capability, dynamic capability and operational capability, and 2) to empirically test to identify relationship among variables. In this study, knowledge management capability is defined as the capability to manage knowledge process. Dynamic capability is regarded as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Operational capability refers to a high-level routine that, together with its implementing input flows, confers upon an organization's management a set of decision options for producing significant outputs of a particular type. The proposed research model was tested against the data collected through the survey method. The survey questionnaire was distributed to the managers who participated in an educational program for management consulting. Each individual who answered the questionnaire represented a knowledge based service firm. About 212 surveys questionnaires were sent via e-mail or directly delivered to respondents. The number of useable responses was 93. Measurement items were adapted from previous studies to reflect the characteristics of the industry each informant worked in. All measurement items were in, 5 point Likert scale with anchors ranging from strongly disagree (1) to strongly agree (5). Out of 93 respondents, about 81% were male, 82% of respondents were in their 30s. In terms of jobs, managers were 39.78%, professions/technicians were 24.73%, researchers were 12.90%, and sales people were 10.75%. Most of respondents worked for medium size enterprises (47,31%) in their, less than 30 employees (46.24%) in their number of employees, and less than 10 million USD (65.59%) in terms of sales volume. To test the proposed research model, structural equation modeling (SEM) technique (SPSS 16.0 and AMOS version 5) was used. We found that the three organizational capabilities have influence on service innovation directly or indirectly. Knowledge management capability directly affects dynamic capability and service innovation but indirectly affect operational capability through dynamic capability. Dynamic capability has no direct impact on service innovation, but influence service innovation indirectly through operational capability. Operational capability was found to positively affect service innovation. In sum, three organizational capabilities (knowledge management capability, dynamic capability and operational capability) need to be strategically managed at firm level, because organizational capabilities are significantly related to service innovation. An interesting result is that dynamic capability has a positive effect on service innovation only indirectly through operational capability. This result indicates that service innovation might have a characteristics similar to process innovation rather than product orientation. The results also show that organizational capabilities are inter-correlated to influence each other. Dynamic capability enables effective resource management, arrangement, and integration. Through these dynamic capability affected activities, strategic agility and responsibility get strength. Knowledge management capability intensify dynamic capability and service innovation. Knowledge management capability is the basis of dynamic capability as well. The theoretical and practical implications are discussed further in the conclusion section.

• 기술혁신학회지
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• 제19권2호
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• pp.324-357
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• 2016

21세기 지식기반 경제로의 전환이 가속화되면서 지식서비스산업의 중요성이 강조되고 있다. 지식서비스산업이 국가경제 부가가치에서 차지하는 비중의 양적 확대를 넘어 생산성이 제고되려면, 혁신 노력이 수반되어야 한다. 이 연구는 지식서비스기업을 대상으로 혁신유형을 상품 공정 조직 마케팅으로 다원화하고, 혁신 지원정책 등 그 영향요인을 분석하였다. 이때 유형별 혁신을 매개변수로 하여 매출 고용 증가까지 연계되는 인과관계를 구조방정식을 통해 분석하였다. 실증분석 결과, 기업 혁신역량은 모든 유형별 혁신과 매출 고용 증가에 직 간접적으로 매우 강한 긍정적 영향을 미치고 있었으며, 독과점 시장구조에서는 이를 극복하기 위해 혁신이 촉진되는 경향이 나타났다. 그러나, 정부의 혁신 지원정책은 공정 조직 마케팅 혁신에는 긍정적 영향을 미치지만, 상품혁신에는 부정적 영향을 나타냈으며, 매출 고용 증가에 미치는 총효과도 유의미하지 못한 것으로 밝혀졌다. 혁신은 궁극적으로 기업의 매출 고용 증가까지 귀결되어야 하며, 정부의 지원정책도 종착점까지의 이러한 인과구조를 고려하여 치밀하게 설계되어야 할 것이다.

• 대한산업공학회지
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• 제32권4호
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• pp.358-368
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• 2006

The significance of intellectual property in the knowledge-based society has been increasing and as a result, the patent customer's demand for a top quality patent administration service has increased as well. Therefore, Korean Intellectual Property Office(KIPO) adopted 6 sigma as a tool for KIPO's innovation to improve the quality of patent administration and enhance customer satisfaction. KIPO's steadfast promotion of 6 sigma resulted in many successful outcomes such as improvement of policy and service process from customer's point view, streamlining the administrative procedures, increased work efficiency, capability enhancement of core personnel, and so on. Since 6 sigma has proved itself to be equipped with features suitable for innovation in public sector, it can be used as an extensible innovation tool to meet the challenges in rapidly changing administration environment and to achieve a competitive edge.

• 국제학술발표논문집
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• The 5th International Conference on Construction Engineering and Project Management
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• pp.628-633
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• 2013

Knowledge-based Service Industry is an industry that creates added value through the production, processing, and use of knowledge. Comparing to other service industries, it is innovation-oriented business endeavors having the characteristics that exert the great influences on other fields. Meanwhile, however, research efforts thereof are yet insignificant. In this study, we analyzed the innovation performance of architectural design office which creates knowledge services, having raised the necessity of innovation of the design office. The innovation performance were classified according to the extent of efficiency of the architectural design office making use of DEA-Tier analysis, and, for those architectural design offices that showed significant differences in efficiency, we presented the case studies of the firms that were substantial benchmarking targets from short, medium, and long-term perspectives.