• Convergence Security Journal
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• v.23 no.4
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• pp.122-129
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• 2023

The paradigm of warfare is undergoing a revolutionary transformation due to the advancements in technology brought forth by the Fourth Industrial Revolution. Specifically, the U.S. military has introduced the concept of mosaic warfare as a means of military innovation, aiming to integrate diverse resources and capabilities, including various weapons, platforms, information systems, and artificial intelligence. This integration enhances the ability to conduct agile operations and respond effectively to dynamic situations. The incorporation of mosaic warfare could facilitate efficient and rapid command and control by integrating AI staff with human commanders. Ukrainian military operations have already employed mosaic warfare in response to Russian aggression. This paper focuses on the mosaic war fare concept, which is being proposed as a model for future warfare, and suggests the strategy for introducing the Korean mosaic warfare concept in light of the changing battlefield paradigm.

• The Journal of the Korea Contents Association
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• v.20 no.3
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• pp.542-559
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• 2020

This study was conducted to derive theoretical and practical implications in situations where innovation of the business is desperate in the face of the emergence of agile organizations and digital transformation. To do so, we tried to verify the correlation between negative feedback-seeking behavior and innovative behavior and whether the learning goal orientation of these two variables has a moderated mediating effect by coaching leadership. It analyzed the collected questionnaire from 381 members working in domestic companies; SPSS 25.0, AMOS 25.0, and Process Macro 3.0 were used. The analysis result showed that the negative feedback seeking behavior had a positive effect on the learning goal orientation, and the leader's coaching leadership found to have a moderating effect between the negative feedback seeking behavior and the learning goal orientation. Learning goal orientation has been found to have a moderated mediating effect between negative feedback seeking behavior and innovative behavior. This study is significant in the sense that it reveals the process of how members seeking negative feedback in the organization could be led to innovative behavior and shows the necessity of organizational support for coaching leadership for the vitalization of innovative behavior.

• Design Convergence Study
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• v.16 no.4
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• pp.1-16
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• 2017

As the local manufacturing industry has entered a phase of stagnation, service and product design based on user experience has been highlighted as an alternative for the innovation. However, SMEs(Small and Medium-sized Enterprises) are still struggling to overcome the current crisis. One of the reasons is that SMEs do not have enough contact points with the validated UX firms and experts. Thus, SMEs has a high barrier to invest in new opportunity area, user experience. In this study, we aim to figure out UX experts' competence to perform the UX method to solve the UX problems based on the KSA framework(Knowledge, Skill, Attitude). Based on the literature review and expert workshop, we grouped the UX method according to the similarity of the competence required to conduct the method. With cluster analysis, 5 different groups of UX method were defined based on the competence, Panoramic Analysis, Meticulous Observation and Analysis, Intuitive Interpretation, Agile Visualization, and Logical Inspection. The results would be applied to compose a portfolio of UX experts and to implement a mechanism that could recommend the professional experts to the company.

• Journal of Intelligence and Information Systems
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• v.21 no.2
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• pp.151-171
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• 2015

This study examined the concepts of the Internet of Things(IoT), the major issue and IoT trend in the domestic and international market. also reviewed the advent of IoT era which caused a 'Paradigm Shift'. This study proposed a solution for the appropriate corresponding strategy in terms of Enterprise. Global competition began in the IoT market. So, Businesses to be competitive and responsive, the government's efforts, as well as the efforts of companies themselves is needed. In particular, in order to cope with the dynamic environment appropriately, faster and more efficient strategy is required. In other words, proposed a management strategy that can respond the IoT competitive era on tipping point through the vision of paradigm shift. We forecasted and proposed the emergence of paradigm shift through a comparative analysis of past management paradigm and IoT management paradigm as follow; I) Knowledge & learning oriented management, II) Technology & innovation oriented management, III) Demand driven management, IV) Global collaboration management. The Knowledge & learning oriented management paradigm is expected to be a new management paradigm due to the development of IT technology development and information processing technology. In addition to the rapid development such as IT infrastructure and processing of data, storage, knowledge sharing and learning has become more important. Currently Hardware-oriented management paradigm will be changed to the software-oriented paradigm. In particular, the software and platform market is a key component of the IoT ecosystem, has been estimated to be led by Technology & innovation oriented management. In 2011, Gartner announced the concept of "Demand-Driven Value Networks(DDVN)", DDVN emphasizes value of the whole of the network. Therefore, Demand driven management paradigm is creating demand for advanced process, not the process corresponding to the demand simply. Global collaboration management paradigm create the value creation through the fusion between technology, between countries, between industries. In particular, cooperation between enterprises that has financial resources and brand power and venture companies with creative ideas and technical will generate positive synergies. Through this, The large enterprises and small companies that can be win-win environment would be built. Cope with the a paradigm shift and to establish a management strategy of Enterprise process, this study utilized the 'RTE cyclone model' which proposed by Gartner. RTE concept consists of three stages, Lead, Operate, Manage. The Lead stage is utilizing capital to strengthen the business competitiveness. This stages has the goal of linking to external stimuli strategy development, also Execute the business strategy of the company for capital and investment activities and environmental changes. Manege stage is to respond appropriately to threats and internalize the goals of the enterprise. Operate stage proceeds to action for increasing the efficiency of the services across the enterprise, also achieve the integration and simplification of the process, with real-time data capture. RTE(Real Time Enterprise) concept has the value for practical use with the management strategy. Appropriately applied in this study, we propose a 'IoT-RTE Cyclone model' which emphasizes the agility of the enterprise. In addition, based on the real-time monitoring, analysis, act through IT and IoT technology. 'IoT-RTE Cyclone model' that could integrate the business processes of the enterprise each sector and support the overall service. therefore the model be used as an effective response strategy for Enterprise. In particular, IoT-RTE Cyclone Model is to respond to external events, waste elements are removed according to the process is repeated. Therefore, it is possible to model the operation of the process more efficient and agile. This IoT-RTE Cyclone Model can be used as an effective response strategy of the enterprise in terms of IoT era of rapidly changing because it supports the overall service of the enterprise. When this model leverages a collaborative system among enterprises it expects breakthrough cost savings through competitiveness, global lead time, minimizing duplication.

• Journal of Venture Innovation
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• v.7 no.3
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• pp.1-23
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• 2024

This study empirically analyzed the factors affecting acceptance intention when introducing digital transformation in the passenger vehicle transportation business, and examined the moderating effect of corporate agility. Based on the technology acceptance model (TAM) and the technology-organization-environment (TOE) model, the study set introduction usability, ease of introduction, digital transformation capability, CEO support, customer demand, and competitive pressure as independent variables, and 316 effective samples were analyzed by setting corporate agility as a modulating variable. As a result of the analysis, ease of introduction, digital transformation capability, CEO support, customer demand, and competitive pressure all had a significant influence on the intention to accept digital transformation, and in particular, digital transformation capability had the greatest influence. This suggests that the ability of companies to effectively utilize digital technology is an essential factor in the success of digital transformation. On the other hand, the usefulness of introduction did not significantly affect the intention to accept, which means that concerns about costs and risks can have a greater impact on the introduction of digital transformation. In addition, corporate agility showed a positive moderating effect in the relationship between acceptance intention and independent variables, and it was shown that the more agile the company can effectively solve the challenges that arise in the process of introducing digital transformation. In particular, when corporate agility is high, the effect of usefulness of introduction changes positively. This study is the first attempt to systematically analyze digital transformation in the passenger vehicle transportation business, and in practice, it has great academic significance and confirmed the importance of digital transformation capabilities and CEO support. However, since the scope of the study is limited to the passenger vehicle transportation business, there is a limit to generalization, research expanded to various industries and fields is needed in the future.

• Journal of Intelligence and Information Systems
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• v.26 no.3
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• pp.71-90
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• 2020

Recently, the global insurance industry is rapidly developing digital transformation through the use of artificial intelligence technologies such as machine learning, natural language processing, and deep learning. As a result, more and more foreign insurers have achieved the success of artificial intelligence technology-based InsurTech and platform business, and Ping An Insurance Group Ltd., China's largest private company, is leading China's global fourth industrial revolution with remarkable achievements in InsurTech and Digital Platform as a result of its constant innovation, using 'finance and technology' and 'finance and ecosystem' as keywords for companies. In response, this study analyzed the InsurTech and platform business activities of Ping An Insurance Group Ltd. through the ser-M analysis model to provide strategic implications for revitalizing AI technology-based businesses of domestic insurers. The ser-M analysis model has been studied so that the vision and leadership of the CEO, the historical environment of the enterprise, the utilization of various resources, and the unique mechanism relationships can be interpreted in an integrated manner as a frame that can be interpreted in terms of the subject, environment, resource and mechanism. As a result of the case analysis, Ping An Insurance Group Ltd. has achieved cost reduction and customer service development by digitally innovating its entire business area such as sales, underwriting, claims, and loan service by utilizing core artificial intelligence technologies such as facial, voice, and facial expression recognition. In addition, "online data in China" and "the vast offline data and insights accumulated by the company" were combined with new technologies such as artificial intelligence and big data analysis to build a digital platform that integrates financial services and digital service businesses. Ping An Insurance Group Ltd. challenged constant innovation, and as of 2019, sales reached $155 billion, ranking seventh among all companies in the Global 2000 rankings selected by Forbes Magazine. Analyzing the background of the success of Ping An Insurance Group Ltd. from the perspective of ser-M, founder Mammingz quickly captured the development of digital technology, market competition and changes in population structure in the era of the fourth industrial revolution, and established a new vision and displayed an agile leadership of digital technology-focused. Based on the strong leadership led by the founder in response to environmental changes, the company has successfully led InsurTech and Platform Business through innovation of internal resources such as investment in artificial intelligence technology, securing excellent professionals, and strengthening big data capabilities, combining external absorption capabilities, and strategic alliances among various industries. Through this success story analysis of Ping An Insurance Group Ltd., the following implications can be given to domestic insurance companies that are preparing for digital transformation. First, CEOs of domestic companies also need to recognize the paradigm shift in industry due to the change in digital technology and quickly arm themselves with digital technology-oriented leadership to spearhead the digital transformation of enterprises. Second, the Korean government should urgently overhaul related laws and systems to further promote the use of data between different industries and provide drastic support such as deregulation, tax benefits and platform provision to help the domestic insurance industry secure global competitiveness. Third, Korean companies also need to make bolder investments in the development of artificial intelligence technology so that systematic securing of internal and external data, training of technical personnel, and patent applications can be expanded, and digital platforms should be quickly established so that diverse customer experiences can be integrated through learned artificial intelligence technology. Finally, since there may be limitations to generalization through a single case of an overseas insurance company, I hope that in the future, more extensive research will be conducted on various management strategies related to artificial intelligence technology by analyzing cases of multiple industries or multiple companies or conducting empirical research.