• 한국디지털정책학회:학술대회논문집
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• 2006.06a
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• pp.289-297
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• 2006

Business operates under the fast pace of large-scale changes. These changes occur in environments including competitors, markets and consumers. To survive under these changes, process innovation is becoming the eminent issue faced by executives. Process innovation is to generate, select, and implement new ideas adopting changes in organizational structure, management pattern, human resource management systems and so on. Examples include restructuring, outsourcing, benchmarking, total quality management, and business process reengineering. This study suggests how to develop process innovation ideas. Related screening and implementation techniques are also presented.

• Proceedings of the Korea Technology Innovation Society Conference
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• 1999.11c
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• pp.137-141
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• 1999

• Journal of Korea Technology Innovation Society
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• v.7 no.2
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• pp.351-372
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• 2004

This paper examines the change of innovation practices in the Korean industry which is entering into the 'post catching-up regime'. In catching-up regime, the technological loaming practices of Korean firms could be characterized as the assimilation and improvement of foreign technologies through crisis construction and time pressure. Crisis construction and time pressure were the important factors enhancing the intensity of technological teaming and shaping the way of doing imitative innovation. But the innovation patterns of firm are changing. The new ways of doing innovation are emerging in Korean mobile phone industry which is becoming a world leader： the emphasis on the importance of technological planning, the enhancement of collaborative networks among related firms, the toleration on the failure and the effort to acquire core technologies. Though Korean firms have not developed enough capabilities to create basic core technologies, they can develop their competitiveness through creative combination of technologies and are approaching the world frontier.

• Journal of Korea Technology Innovation Society
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• v.21 no.1
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• pp.92-129
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• 2018

In general, a technology and innovation strategy has been established first. Then, the technology and innovation activities are conducted accordingly. The literature on the technology management process points out that the technology and innovation activities exist in some sequences, nonlinear or linear pattern. However, it is also argued that a certain technology and innovation activity can be occurred or disappeared at certain timing. In this paper, it has been analyzed and clarified how the technology and innovation activities are performed and working together with the technology and innovation strategies in certain context especially when the handset market moves from feature phone to smartphone during a last decade. Empirical results show that the starting point of the technology and innovation activity changes according to the technology and innovation strategies. And, technology innovation activities exhibit multi-layer architecture types. It is confirmed that technology and innovation activities follow a specific pattern. However, if there are some changes in the technology and innovation strategy due to the external environment change, some technology and innovation activities can be skipped because the priority of the technology and innovation activities would be changed. If the firm which has the strategy type of 'innovators' fails to adapt to the fast changing external environment and has the inadequate technology and innovation activities, it is required to change the technology and innovation strategy. It will have a huge impact on the firm's survival.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.2
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• pp.402-415
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• 2016

Most firms have great interest in their innovations, but they have no interest in the patterns of innovation. In particular, firms using the benchmarking method have a tendency to use the same method, which is very dangerous for management. Analyzing the innovation pattern is more important than to benchmark the leading company, because of the differences in the situation of all companies, such as an environment, competition, market, etc. This paper used the Grew & Scott's model, in which each firm has a different innovation pattern for valuable management performance. This study focused on service companies in logistics and aimed to contribute to the logistics industry

• Journal of Technology Innovation
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• v.14 no.2
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• pp.183-199
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• 2006

This paper explores multi-technology capabilities between Korea and Taiwan by analyzing the pattern of inventive activities concerning technology fusion by using patent bibliometrics. Although two countries exhibit a similar level of invention activities and high degree of specialization in emerging technologies measured by the number and technological fields of their US patents, innovation systems in two countries differ. MTCs (multi-technology corporations) are stronger in Korea national innovation system while small innovative firms play important roles in Taiwan national innovation system. Technology fusion has been an important source of technological innovation and it suggests possible advantage for the Korean innovation system because it is a common belief that global size firms - most of them are multi-technology corporations - can perform better in multi-technology fusion and scientific research. The result of patent bibliometrics suggests rather complex answers to the belief Even though Korea shows slight advantage, it may not be ascribed to the large MTCs.

• Journal of Technology Innovation
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• v.7 no.2
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• pp.119-144
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• 1999

Recently, knowledge management(KM) has attracted increasing attention from academicians and practitioners alike. Amongst others, technological knowledge(TK) is considered principal asset of KM and R,&D organization of private firms selves as primary actor of KM. It is also noted that the notion of sectoral pattern of innovation highlights idiosyncratic differences across industrial sectors in terms of TK management. That is, knowledge contents, knowledge generation and How pattern are considerably different among industries. This paper first analyzes the correlation between structural of R&D organization and industrial(sectoral) type to identify the dominant structure of R&D organization for each industry. Second, sector-specific architectures of TK management system are proposed. According to structural characteristic of R&D-organization type, test-practice forms of TK management system are suggested in terms of such factors as knowledge contents(technology information), knowledge generation activities, and knowledge storage/retrieval modes.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.13 no.9
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• pp.3895-3899
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• 2012

In this study, the start-type molded material, silicone resin(RTV-3040) was used to develop a mold that is utilized for embossing pattern. After selecting a required pattern using the commercial package (Freeform), we examined whether this is applicable to components creating projective embossed side on the surface. We responded to products that require corrosive pattern, such as aluminum mold, by making the starting type when small amounts of components are developing. However, the development of silicone mold that is applied to corrosive pattern showed the possible reduction in time and cost.

• IE interfaces
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• v.12 no.3
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• pp.406-413
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• 1999

In this study, we analyzed the innovation pattern of product and process between Korean, Japanese and German chemical firms. To do this study, a mail survey was chosen as the data collection method. For the empirical study, 36 Korean, 35 Japanese and 50 German chemical firms were analyzed. The major results are indicated as follows: (1) The Korean and Japanese firms have focused more on the process innovation, while the German firm have focused more on the product innovation. (2) The Korean and Japanese firms have oriented more to cost saving, while the German firms have oriented more market share. Based on these findings, the Korean firms have no purse simultaneously product and process innovation for strengthening of international. competitiveness, but the direction of the innovation patterns depends on the situations of the nation, industry and company.

• STI Policy Review
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• v.4 no.1
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• pp.1-13
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• 2013

The Schumpeterian process of "creative destruction", associated with the emergence and diffusion of new radical, so-called "general purpose" technologies, has throughout history impacted wealth and income, jobs creation, jobs displacement, and the emergence and submergence of new hotspots of innovation. Emerging countries have benefited most from such a renewing of those societies' dynamics, leading them to higher levels of economic development and welfare. Doing so they have shown a remarkable capacity in moving upstream in the value chain, from outsourcing of manufacturing activities to autonomous process technology development, product development, design, and applied research. At the same time however, such Schumpeterian processes have now and then turned into exactly opposite processes of "destructive creation." Such processes seem to have become common among what could be called "submerging" economies: innovation only benefitting a few at the expense of many with as a result an opposite pattern of a long term reduction in overall welfare, productivity, and employment growth.