• Knowledge Management Research
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• v.17 no.3
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• pp.161-179
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• 2016

The recent patent wars in the information technology (IT) industry demonstrate the strategic importance of IT patents in the industry. In this paper, we adopt the lens of real options to study the value of IT patents for IT firms. Specifically, we examine the relationship between IT patents and firms' market performance. We also consider the moderating effect of the innovation orientation of firms' patent portfolios (exploitative vs. explorative). Based on a large panel dataset consisting of 697 firms in US IT industries, our results suggest that the impact of IT patents on firm value (as measured by Tobin's q) is positive and significant. Further, we find that this impact varies, depending on the innovation orientation of firms' patent portfolios. IT patent portfolios with higher levels of an exploitative orientation are associated with higher firm value, compared to those with a lower exploitative orientation. This study highlights the value of employing real options theory as the underlying mechanism in understanding the impact of patents on firm valuation. Future researchers can adopt the real options lens to identify and empirically examine the role of other factors that may affect the value of patents and other investments exhibiting real option characteristics. While our paper answers some questions about the value of patents in the IT industry, it also raises a number of additional new questions. As such, we hope that it will generate more research on this important topic.

• Journal of Global Scholars of Marketing Science
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• v.16 no.2
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• pp.55-75
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• 2006

This study aims to identify the unknown essential condition to form the blue ocean market, in addition to the innovation of customer value which does not become a sufficient condition though it is one of the essential conditions to form a blue ocean market, and induce companies to take a firm foothold in the blue ocean market after going to the blue ocean market by segmenting the market after setting up appropriate strategies. On the basis of those goals of this study, we dealt with subjects like the problem of approaching the market that possesses factors of differentiated value innovation, the segmentation of value innovative market, the problem about the major variables that shed light on the character of blue ocean optical illusion market, the strategy for following companies to enter the market, which we applied to the actual analysis based on the investigation into the literature related to value innovation and blue ocean strategy, investigation into the actual cases and objective data. We analysed a domestic refrigerator market and a domestic chewing gum market as representative examples of durables and nondurables and segmented each market on a value innovation market. We discovered the blue ocean and the blue ocean's illusive market of the two markets. I've mentioned and studied the characters of those positively.

• World Technopolis Review
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• v.7 no.1
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• pp.44-58
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• 2018

The successful development of science parks is dependent on the relevance and delivery of a range of value propositions they offer to their stakeholders. Experience has shown that the benefits of these value propositions are 'place based' and 'time dependent', influenced by the prevailing technology, social and business environments in which they operate, and the relationship that is developed between entrepreneurs, corporates, academia and government in creating these projects, and their performance is dependent on economic, physical and networking assets they create and deploy. This paper looks at some of the history that has influenced the development of parks, lessons learnt from their planning, development and operation. It reviews these details in the context of delivering value propositions in the context of temporal, spatial, technology and entrepreneurial profile of the new idea of 'innovation districts', influencing 'city planning' and supporting 'smart specialisation strategies'.

• Journal of Korean Society for Quality Management
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• v.38 no.1
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• pp.10-19
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• 2010

The competitive strategies of the Korean manufacturing companies have changed from the "cost leadership" strategy in the early developing stage since 1960's to the "stuck in the middle" position since 1990's in the face of emerging new cost leaders as the Chinese companies. The data on the strategic contents of the Korean manufacturing companies show that their strategies are seeking the value innovation through not only quality improvement but also cost reduction altogether rather than selecting one on the trade-off relation between the both competitive dimensions. Their strategic actions seem to be seeking the operational efficiencies through all the value chain activities rather than the strategic effectiveness by selecting and focusing on the specific competitive dimension, which is considered as a typical strategic approach. Their strategy seems to be non-strategic in the general sense. But their non-strategically looking behaviors can be reasonable enough for their sandwiched competitive position between the global quality leaders and following cost leaders. This paper explains why their strategies can be right through the theoretical explanations by using the quality-price elasticity approaches for the consumer behaviors. We can call their strategic activities as the value innovation strategy.

• Journal of Distribution Science
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• v.21 no.1
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• pp.119-128
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• 2023

Purpose: Due to COVID-19, the rapidly changing untact culture from offline to online has spread rapidly, increasing the utilization of omni-channel. However, among the studies on consumers in the online market, there are not many studies that analyze Shopping Values and attitudes toward omnichannel Acceptance. Research design, data, and methodology: This study investigated through empirical analysis how Shopping Values and innovation propensity of consumers using omni channels affect omni channel Acceptance attitudes. The analysis results based on a total of 268 questionnaires using SPSS v.23 and AMOS v.23 statistical programs are as follows. Results: First, it was found that the perceived Value of omnichannel use had a positive effect on the innovation tendency, and the pleasure Value had a greater effect than the actual Value. Second, it was found that the practical and hedonic Value of the omnichannel had a positive effect on the attitude of service Acceptance. Third, it was found that Omni Channel's consumer innovation tendency had a positive effect on service Acceptance attitude. Conclusion: This study proved that Shopping Value perception and individual innovation propensity for omnichannel services have a positive effect on Acceptance attitude, and it is of academic significance in that it expanded understanding of what factors are needed to increase Acceptance attitude of Omni Channel services.

• Proceedings of the Korea Technology Innovation Society Conference
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• 2002.11a
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• pp.255-262
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• 2002

• Proceedings of the CALSEC Conference
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• 2004.02a
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• pp.205-208
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• 2004

·정의 -기존의 조직, 제품, 업무프로세스의 형태와 비즈니스 모델을 IT 기술을 사용하여 기존과는 다르게 변화시키거나 재창조하여 고객에게 새로운 가치를 제공하는 것.(중략)

• Knowledge Management Research
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• v.13 no.1
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• pp.41-52
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• 2012

Service innovation has been considered to improve the value of enterprises, so that various research issues have been studied on innovating the services. Thus, in order to increase understandability of new service innovation mechanism, this study surveys the existing research results on service innovation factors, e.g., success factors, process, and performance. Consequently, we have found that service innovation can be reflected to service quality and value by interactive process between customers and enterprises. Also, such interactions are based on internal success factors (e.g., innovation strategy of organizations, domain knowledge, collaboration) and external success factors (e.g., customer participation, partnership).

• Journal of the Korea Institute of Information and Communication Engineering
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• v.23 no.8
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• pp.950-958
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• 2019

Digital Social Innovation, social innovation utilizing digital technology, is gaining attenntion as an innovative new way of solving pressing social problems such as ageing, traffic, unemployment etc. while some raise concerns as to the negative impact of digital technology on society associated with Share-the-Scraps-economy and On-demand-economy. The paper aims to address these concerns by examining the nature and source of business values generated in digital social innovation. Donation, cooperation/solidarity and sharing are identified as sources of business value from social innovation. Digitization, Platform may present infrastructure upon which efficiency of economic transaction can be elevated. The participation of consumers/users in the value chain and value network enabled by digital technology is identified and discussed as the critical source of business value in digital social innovation. The business model of Docksan-dong Happy Parking Street living lab project is analysed to illuminate the realization of business vaules in real life setting. Policy recommendations and future research directions are suggested.

• Journal of the Korea Society of Computer and Information
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• v.17 no.4
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• pp.155-161
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• 2012

The purpose of this paper is to analyze the structural relationship of the impact on the business performance when it pursues resource based production strategies, nurtures core competency, develops core product lines and innovate its business models as part of a strategy of value innovation and to validate how the nurturing core competency can have an impact on the execution of the value innovation strategies. This paper confirms that there is a structural relationship, which is logically and conceptually valid, among the core competence, value innovation strategies and business performance of manufacturing companies. In order to maximize the business performance which is the eventual objective of a company, it must strategically nurture its core competence, which will be a main driver of the future competitiveness and diversify its management based on the value innovation strategies.