• The Journal of Industrial Distribution & Business
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• v.15 no.1
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• pp.9-18
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• 2024

Purpose: The study aims to develop literature review on innovative leadership in order to study main areas of research and present the status of innovative leadership. The study brings out the importance of innovative leadership given the rate at which the business environment is changing. The development of literature also enhances an understanding of the innovative leadership concept. Research design, data and methodology: The study adopted a desktop research methodology. Empirical and theoretical researches and articles which are relevant to innovative leadership are reviewed and analysed. Only secondary information gathered through those articles and researches is used to analyse and build literature review on innovative leadership. Results: A literature review of both qualitative and quantitative research on innovative leadership as portrayed in literature propose the new research direction that aims at unravelling the importance of adopting innovative leadership as a leadership style. Conclusions: It is evident that innovative leadership is an area which needs more attention especially in contemporary organisations. The service delivery environment is also changing rapidly thereby calling for strategies to match such changes. This paper facilitates improved understanding of innovative leadership, proffering solutions to a number of leadership challenges within various organisations.

• Knowledge Management Research
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• v.11 no.2
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• pp.111-131
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• 2010

The purpose of this study is to categorize group of firms by using characteristics of technical innovation in telecommunication industry and to identify relationships between types of technical innovation and such contingency factors of technical innovation. The major findings of this study are summarized as follows; First, Type 1 Group (Innovative Industry Leading Group) tends to use innovative and market differentiation strategy and has more innovative C.E.O's management style and innovative culture. Second, Type 2 Group (Dependent Group on Market Change) tends to use market differentiation or cost leadership strategy and has a more conservative C.E.O's management style and non-innovative culture. Third, Type 3 Group (Small Technology Intensive Group) tends to use focused innovative strategy and has a more innovative C.E.O's management style and innovative culture. Fourth, Type 4 Group (Non-Innovative Group) tends to use focused cost leadership strategy and has a more conservative C.E.O's management style and non-innovative culture.

• Journal of Digital Convergence
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• v.14 no.10
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• pp.225-240
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• 2016

The importance of person-environment fit has been highlighted for human resources management in convergence environment. This paper was validated through a structural relationships model, the impact of person-environment fit on innovative work behavior by focusing on mediating role of positive psychological capital. Person-environment fit showed a significant effect on positive psychological capital and turnover intentions. Innovative work behavior appeared to have a mediating effect on the relationship between person-environment fit and innovative work behavior. Especially the person-environment fit itself has no direct effect on innovative work behavior, and when the awareness of the positive psychological capital is firstly formed into a person, it can increase innovative work behavior.

• Journal of Technology Innovation
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• v.12 no.1
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• pp.115-134
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• 2004

In this paper, we tried to find the bottleneck factors of firms' innovative activities using the KIS (Korea Innovation Survey) 2002 data. Employing the method of factor analysis, we identified five bottleneck factors of innovative activities: organizational bottleneck factor, innovative bottleneck factor, economic bottleneck factor, supply-chain bottleneck factor, and market-environment bottleneck factor. Using regression analysis which includes the five bottleneck factors, industry characteristics variables (market concentration, technological opportunity, appropriability), and other control variables, we found (1) that all the five bottleneck factors are negatively related with innovative activities, (2) that technological opportunity and appropriability conditions are positively related with innovative activities, (3) that there is an inverted-U relationship between market concentration and innovative activities, and (4) that firm size has no significant influence on firms' innovative activities.

• Journal of the Economic Geographical Society of Korea
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• v.8 no.1
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• pp.1-16
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• 2005

Literature on cluster theory and cluster policy has been focused on the differences between mature industrial areas and innovative regions. Mature industrial areas are described as possessing little competence for innovation and lacking entrepreneurship to be transferred an innovative region, say, an innovative cluster. Old industrial regions are, however, rich in social capital, local networking, and regional institutionalization. This paper compares Buchon's mature industries with Daejon's bio-sector new start-ups in terms of innovative potential, socio-economic and cultural-economic mechanisms. Policy implications such as networking and business support systems on the differential types of industrial regions are offered.

• Journal of Appropriate Technology
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• v.6 no.2
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• pp.80-87
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• 2020

• International Commerce and Information Review
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• v.10 no.2
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• pp.455-471
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• 2008

The current research utilized as its target population who are current employees of innovative manufacturing enterprise medium to large-sized companies in Korea. The research validated the innovative dimensions by studying the two constructs within the context of the innovative manufacturing enterprise user population. Correlation was found between innovative dimensions retained as components of a Comprehensive Model. It was determined that these four dimensions-Content, Intrinsic Interest, Control, and Timeliness-are significant predictors of user success. The Comprehensive Model was validated, and it is therefore suggested as a basis for further study of user success indicators in the innovative manufacturing enterprise environment.

• Management & Information Systems Review
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• v.34 no.3
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• pp.41-60
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• 2015

Under the environment uncertainty, inno-biz firms are likely to enter into new market with their manager's enthusiasm, know-how, and innovative idea. Therefore, the environment uncertainty would be a new opportunity for their managers with entrepreneurship. The inno-biz firms have limitation on resources that they can utilize, but the industrial infrastructure of the regions that they are located in can be a factor overcoming the limitation of utilizing resources. Using inno-biz firms, this study presents a research model with the effects of environment uncertainty, industrial infra structure, and entrepreneurship on competitive performance. This study examined the relationship showed by the research model, and found the significant relationship by using SEM. And this study found the mediating effect of environment uncertainty, industrial infrastructure, and entrepreneurship on innovative capability. Research results, implications and limitations of this study are provided in conclusion of this study.

• The Journal of Society for e-Business Studies
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• v.20 no.2
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• pp.37-71
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• 2015

At present, the importance of organizational effectiveness is highlighted even more as business environment enters into a new type of work setting, the smartwork environment. This new type of work environment could be significantly influential in promoting organizational effectiveness of office administrators who carry out atypical types of tasks in general and are exposed to emotional labor excessively. Organizational effectiveness of office administrators could also be controlled by their concerns at work, their personal values and the increasing demand for work-life balance. The main purpose of this research is to investigate how smartwork environment perceived by office administrators is related with organizational effectiveness. In addition, this research places the focus on how concerns and work-life balance moderate the relationship between smartwork environment and organizational effectiveness. The survey was conducted among 102 office administrators, and data were analyzed by moderated multiple regression analysis method. Job autonomy of smartwork environment showed positive effect on job satisfaction, organizational commitment, and innovative behavior. IT dependence of smartwork environment showed negative effect on job satisfaction and organizational commitment and positive effect innovative behavior. It was found that concerns with impact positively moderate the effects of job autonomy on job satisfaction and innovative behavior; concerns with self negatively moderate the effects of job autonomy on organizational commitment and innovative behavior. Also, it was found that work-life balance moderates the effects of job autonomy on organizational commitment and the effects of IT dependence on innovative behavior. The result of this research can be taken into consideration when a strategic human resource development plan is prepared for office administrators in smartwork environment.

• Journal of the Korean Operations Research and Management Science Society
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• v.21 no.3
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• pp.11-46
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• 1996

The objectives of this research paper are to identify the types of the firm's new product development strategy and their characteristics about business strategy, to examine the effect of each type on new product outcomes, and to explore the contingency variable influencing the relationship between these types and new product outcomes. The result of the research are summarized as follows : First, in terms of both the resource allocation for product innovativeness and technology acquisition method, this study suggests 9 types of the firm's new product development strategies- Type 1 (pursuing low innovative products/relying on external technology), Type 2 (pursuing low innovative products oriented/relying on internal technology), Type 3 (pursuing low innovative products/relying on mixed technology), Type 4 (pursuing high innovative products/relying on internal technology), Type 6(pursuing high innovative products /relying on mixed technology), Type 7 (balancing low and high innovative products/relying on external technology), Type 8 (balancing low and high innovative products/relying on internal technology), Type 9 (balancing low and high innovative products/relying on mixed technology). Second, these 9 types are deeply associated with the firm's business strategic variables such as product differentiation and market differentiation, and exhibit different level of both technical and commercial performance of new products. Finally, the effects of these types on new product outcomes are different according to industrial environment and firms' characteristics with respect to size and technological capability.