• Knowledge Management Research
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• v.18 no.3
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• pp.1-35
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• 2017

This study conducted comparative study on autonomous car's industry policy and corporate strategy of US, China, Germany, Japan and Korea. By analyzing core technologies and industry paradigm shifts of autonomous car industry, I was able to figure out autonomous car has high potential to be dominant transportation in the future and it is important to construct core competency in technology area. The meaningful findings by analyzing various primary and secondary data are as followings: First, in case of US, Google was leading autonomous car industry by developing its own OS and Platform. US government has been actively supporting and interacting with private firms and Universities for stimulating industry/technology convergence and establishing standard. Second, in case of Germany, autonomous car development was leading by several auto makers such as Mercedes, BMW in Hardware and manufacturing area, and German government was focusing on deregulations for private company. Third, in case of Japan which quite similar with German situation, they were both independently developing technology and expanding alliances with MNCs. And Japanese government was supporting triple helix system construction between local companies and universities. Fourth, in case of China, autonomous car industry was leading by IT companies, and various cooperations between IT companies and automakers were established. Chinese government was regulating foreign companies and supporting domestic companies both in market and technologies Last, in Korean case, the active and extensive alliances were lacking in Korean companies while strategic and strong government supports were missing in public sector. For competing with other countries and players, more active collaboration between different countries and strong policy supports are needed in Korean auto industry.

• Journal of Science of Art and Design
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• v.2
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• pp.128-160
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• 2000

The objective of this study is to establish a theoretical framework of factors and strategies for success , by probing into design management strategies and the resulting product development details of firms from many parts of the world that improved their images and competitiveness through industrial design. As a means for a company to successfully develop products and to survive, strategies for successful product development were unfolded by many leading businesses of industrial design, whose methods and strategies were respectively unique. International companies such as Philips, Sony, Braun, Ford, and Alessi employed industrial design to not only renew their brand perceptions, but also added values to human life by embedding exclusive designs that customers prefer in their products. They have used design as a business strategic tool, whose elemental processes are, planning, organizing, directing, and controlling. In conclusion, the successful strategies of the leading global companies' design management and product development share the following First, these companies seek design strategies that foresee upcoming changes and are ahead of their time. Second, the CEO is aware of the importance of design, has an appreciative eye for design, and puts in effort into supporting and developing his or her design sector. Third, the director is provided with the conditions in which he or she can take control of one's tasks, and has the abilities and qualities to provide visions for the future. Fourth, the product development team uses original and logical processes and is highly organized. Fifth, the design organization effectively utilizes necessary experts of internal and external company. Sixth, the firm produces innovative products that meet the customers' demand and predict the future. Seventh, the products developed shall employ cutting-edge technologies and are new and original. Eighth, the product must have an identity as a product that represents the company.

• Environmental and Resource Economics Review
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• v.27 no.1
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• pp.1-28
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• 2018

This study investigates the strategic environmental corporate social responsibility (ECSR) of polluting duopoly when two firms have different production costs and compete with prices. We then examine an endogenous timing game in choosing ECSR and its effects on environmental damage and social welfare. The followings are the main findings: First, sequential choice of ECSR is strategic complements and it provides late adopter advantage irrespective of cost difference. Second, sequential choice of ECSR is the equilibrium of endogenous timing game. In particular, an efficient firm-leading ECSR is the payoff dominance equilibrium when cost difference is significant. Finally, environmental damage and social welfare depend on the social cost of pollution. In particular, an efficient firm-leading ECSR is socially desirable when social cost is high. However, an inefficient firm-leading ECSR increases environmental damage irrespective of social cost and it reduces social welfare when cost difference is significant.

• Journal of East Asia Management
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• v.1 no.1
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• pp.29-49
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• 2020

In an intensively competitive global market, small-and medium-sized firms are puzzled about how to develop sustainable competitive advantages against global rivalries, thus leading satisfactory economic performance. However, despite the roles and contributions of such small-and medium-sized firms in the local community and national economies in Japan, little guidance has been offered to the practical issues related to their strategic behaviors toward global management. To fill this notable knowledge gap, this study aims to investigate the conditions in which how Japanese small-and medium-sized could dominates global market, which is one of key challenges in the literature of small business and entrepreneurship. To obtain better insights to this research area, this study undertakes an in-depth interview survey with I.S.T (Industrial Summit Technology) Corporation that shows off the highest global market share (40 per cent) with seamless polyimide tube product widely used in office automation equipment (e.g., copiers and printers). This method of survey is designed to deeply understand historical considerations about how I.S.T Corporation could dominate in the global market of such seamless polyimide tube product. Based on findings drawn from an interview, this study identifies five major factors enabling I.S.T Corporation to be a competitive global hidden company: vision sharing through founder's entrepreneurship, core competence, strategic network, risk management, and employee engagement. Specifically, to become a global hidden champion, sharing the vision motivating employees to partake in shaping company's future will be the first step on the road to global success through founder's entrepreneurship. However, in order to achieve such a vision, the importance of company's core competence cannot be overemphasized, which differentiates your customer solution with those of competitors. As such, a group of experts will be naturally formed and demonstrates your expertise in the global market, thereby building sustainable competitiveness. On the other hand, to maintain sustainable competitiveness, it is necessary to make up for the weaknesses small-and medium-sized firms suffer from competitive resources while strengthening their own strengths through strategic networks with external organizations. Here, every company has to understand the critical role of risk management, which is essential in this process of being global company so as not to lose your own strengths. Last but not least, do not forget the significant effects of employee engagement in firm performance. To enhance employees' engagement, a company has to create an ideal organization culture which fits into company's history and personality. In doing so, such organization culture can allow the vision and strategy to be implemented into detailed business tactics while facilitating employees to challenge the status quo by experimenting with creative ideas.

• Journal of the Korean association of regional geographers
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• v.19 no.1
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• pp.45-59
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• 2013

This paper was to examine the spatial characteristics on the mobile industry's value chain based on the structure of value chain, the process of development, and the industrial linkages of mobile industry in Daegu-Gyeongbuk region. The mobile industry's value chain in Daegu-Gyeongbuk region consists of the infrastructure, mobile device, platform & embedded SW, and mobile contents sector. Among these sectors, the leading value chain sector in mobile governance is the mobile device sectors, especially the finished products sector. These sectors have developed by policies as well as networks with large enterprises such as Samsung and LG, and it forms a hub-and-spoke cluster. The infrastructure and mobile device sector are located in Gumi, Gyeongbuk, the embedded SW and mobile contents sectors are located in Daegu, which means decentralized agglomeration. The sectors of infrastructure and mobile device form the strong forward-backward linkages with firms in Daegu-Gyeongbuk region. For the embedded SW sector, the forward-backward linkages are active with firms located in Seoul metropolitan area. For mobile contents sector, the backward linkages are formed with firms in Daegu and the forward linkages are formed with firms in Seoul metropolitan area.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.10
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• pp.131-138
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• 2016

This study reviewed the status of domestic and foreign Architectural Information Systems and related laws, analyzed the state of the architectural service industry, and proposed the phased introduction of BIM into Architectural Information Systems. The adoption of BIM in Architectural Information Systems both at home and abroad is generally at an unsatisfactory level, with only Singapore assuming a leading role in this area through activities such as the provision of a separate BIM submission service. Since it is desirable for BIM to be applied to additional types of architecture when the architectural licensing procedure is introduced, the different phases of adoption were set after analyzing the scales and types of architecture as defined in related laws. By analyzing the participation rates of architectural design firms in each scale of architecture design, the results demonstrated that, as the number of floors and total floor area in the building increases, the proportion of small scale architectural design firms involved decreases, while that of large-scale architectural design firms increases. The adoption of BIM is occurring mostly within large-scale architectural design firms, which is why it is desirable for its introduction into Architectural Information Systems to be separated into phases from large-scale buildings to increasingly small-scale architecture. In conclusion, this study divided the adoption of BIM in Architectural Information Systems into 6 stages and, following the Architectural administration procedure, established a segmented road map for the gradual activation of BIM.

• Asia pacific journal of information systems
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• v.23 no.1
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• pp.1-19
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• 2013

The market for commercial open source software (OSS) has been rapidly growing with the proliferation of OSS. One way to commercialize OSS is the support model, which has been adopted by leading OSS firms such as Red Hat and JBoss. Despite the growing interest in OSS commercialization, little research has provided OSS support providers with a pricing guideline. In this paper, we examine the optimal pricing strategies for OSS support providers. Our benchmark is a monopoly case in which we investigate a startup software vendor's incentive to choose the OSS support regime over the proprietary one. Then we extend the model to a duopoly case in which OSS under the support regime competes against proprietary software. We characterize the conditions under which the OSS support model is viable under competition. We believe that our results offer insights to the OSS vendors who consider commercializing their OSS with a support model.

• Journal of Korea Technology Innovation Society
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• v.4 no.2
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• pp.224-241
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• 2001

This paper is an inquiry into the patterns of technological innovation of bio - industry in Korea in comparison with the worldwide patterns. In another words, this study wants to check whether the patterns of technological innovation of bio - industry in Korea differ front those in advanced countries or not. The comparison is based on the theory of science - based industry asserted by Seol (2001) and Cho (2001). There are no specific difference in the patterns of technological innovation such as science - based innovation, capitalization of science, industries leading by scientific fields, the importance of venture firms for commercialization, high level of R&D expense to sales. Also the order of fields by size is similar to worldwide patterns. But the size of microbiology is bigger than that of worldwide patterns. The strength in microbiology may be the country specific features of Korea, like platform technology of Germany.

• Korean Management Science Review
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• v.13 no.1
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• pp.71-95
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• 1996

Many researchers have studied the theme on CASE technology. However, there are no many researches which lightened the diffusion of CASE technology and organizational change. The purpose of this study is to investigate the factors that influence on the diffusion of CASE technology and the way how IS organization changes as a result of the diffusion. We exploited a case study research as a methodology. We selected five software development firms which possessed the leading IS technology abilities as the case companies. We realized that the diffusion of CASE technology proceeded under the three context variables - managerial context of information systems, the intent and behavior of key players and implementation strategy of organization - to enhance the performance of information systems. The contribution of this study is to clarify the change of IS organization as a result of CASE technology diffusion. This study has the limitation that tried to analyze the organizational change only in a direction.

• 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.