• The Journal of Industrial Distribution & Business
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• v.9 no.4
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• pp.53-62
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• 2018

Purpose - In the development of new products, suppliers involvement and developing products jointly can be said to be strategic activities that utilize the lack of knowledge from external organizations. In this new product development, supplier involvement has been proven to have a positive impact on new product development performance for a long time by previous research. However, sufficient academic research has not been conducted on the influence of supplier involvement in various product strategies or sales strategies that buyers make in order to secure a competitive advantage in the market. This study argues that product strategy and sales strategy used by buyers in the development of new products will control the effect of supplier involvement on new product development performance in order to compensate the lack of these academic aspects. Research design, data, and methodology - Specifically, we selected the modularization strategy of the product as the product strategy, which is considered as an important strategy in the new product development through the preceding research, and the mass customer satisfaction strategy was chosen as the sales strategy. In order to achieve these research objectives, regression analysis was conducted using data from manufacturing productivity panel collected jointly by the Ministry of Industry, Trade and Industry and the Korea Productivity Center. Results - As a result, supplier involvement and new product development performances (development cost efficiency, customer satisfaction) were positively related. The product modularity strategy proved to have an interactive effect on the relationship between supplier involvement and new product development performances (development cost efficiency, customer satisfaction). However, it has not been confirmed that there is a statistically significant interaction effect between supplier involvement and new product development performances. Conclusions - Supplier involvement has positive relationships with NPD performance. In addition, product modularity strategies have interaction effects with supplier involvement and affect new product development performance (development cost efficiency and customer satisfaction). The results of this study are of academic significance in the case of lack of empirical studies on the effect of supplier participation on the effect of buyer 's strategy when a supplier participates and develops new products jointly.

• Animal cells and systems
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• v.16 no.1
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• pp.50-56
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• 2012

Kelp grouper ($Epinephelus$ $bruneus$ Bloch 1793) is a commercially important fish in Korea. In recent years, the catch of kelp grouper in the coastal waters of Korea has significantly declined. Despite its importance, little is known about its genetic diversity and conservation efforts are hampered. In this study, we isolated and characterized 12 microsatellite loci using an enrichment method based on magnetic/biotin capture of microsatellite sequences from a size-selected genomic library. All loci were readily amplified and contained TG/CA denucleotide repeats. To characterize each locus, 30 individuals from a natural E. bruneus population in the coastal waters of Jeju Island, Korea, were genotyped. All loci except three, KEm118, KEm154, and KEm219, were polymorphic, with an average of 8.1 alleles per locus (range 2-18). The mean observed and expected heterozygosities were 0.47 (range 0.19-1.00) and 0.61 (range 0.29-0.92), respectively. A significant deviation from Hardy-Weinberg equilibrium was observed at three loci (KEm134, KEm184, and KEm283). These findings will be useful for effective monitoring and management of genetic variation of kelp grouper as well as for the implementation of a fisheries conservation program.

• Journal of Technology Innovation
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• v.15 no.1
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• pp.27-63
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• 2007

Recently, Kim and Mauborgne (2005a) has introduced the concept of blue ocean strategy that provides quantum leap in value innovation, thus creating new market space. This study, based on the blue ocean strategy concept, suggests blue ocean new product development strategy, and attempts to examine how much impact this blue ocean new product development strategy has on new product performance, compared to existing new product development strategy perspectives based on competitive strategy-based new product development strategy and resource-based new product development strategy, in an empirical way. The research results show that the blue ocean new product development strategy has a statistically significant impact on new product performance. In addition, it was revealed that such contingency variables as firm size and environmental dynamism have moderating effect on the relationship between the blue ocean new product development strategy and new product performance. The blue ocean new product development strategy is more effective in the small-sized firms than the large-sized ones, and its effect on new product performance is different according to environmental dynamism.

• Journal of Distribution Science
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• v.15 no.1
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• pp.7-14
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• 2017

Purpose - The purpose of the paper is to examine development strategy that Shanghai port has practiced, and to take out some productive implications to be applied to other port. Research design, data and methodology - The research methods to be applied is first to look into some development progress in terms of trade volumes, and then to review development strategy that is classified with two different aspects, and finally to identify implications. Results - Following the change of economic environment that China has joined to WTO, the way of doing business in Chinese economy has transferred to market economy more closely. Trade volume is higher than before and it attracts to build national infrastructure including port. Development strategy has to be needed to take care of newly faced economic situations, within two aspects, hardware and software approach. Both construction and management are answer to competitive port of Shanghai. Conclusions - From the development strategy of Shanghai port, hardware and software aspects should be emphasized, and it is evident that both trade volume of shipping market and the willingness of port authority have to be getting along with each other in development strategy.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2006.11a
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• pp.40-54
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• 2006

Recently, Kim and Mauborgne [40] has introduced the concept of blue ocean strategy that provides quantum leap in value innovation, thus creating new market space. This study, based on the blue ocean strategy concept, suggests blue ocean new product development strategy (BONPDS), and attempts to examine how much this BONPDS has impact on new product peformance, compared to existing new Product development strategy Perspectives (i.e., competitive strategy-based new product development strategy and resource-based new product development strategy) in an empirical way. The research result shows that the BONPDS has greater impact on new product performance than existing new product development strategies. In addition, it is revealed that such contingency variables as firm size and environmental dynamism have moderating effect on the relationship between the BONPDS and new product performance. The BONPDS is more effective in the small-sized firms than the large-sized ones, and its effect on new product performance is different according to environmental dynamism.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1989.10a
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• pp.108-125
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• 1989

A new product development is critical to the growth and success of most business firms. Increasingly, the new product development is recognized as an essential component of the corporate plan. But, relatively few research investigations have focused on the elements of a new product development strategy and its performance results. This study aims to identify the patterns of new product development strategy which business firms adopt, and its performance results. To identify these patterns and results, 268 firms in four industries known to be active in new product development were selected as a matter of convenience, and surveyed by the questionnaire and interviews. The questionnaire is composed of 67 strategy variables, 8 performance variables, and other variables. To analyze the data from samples, various statistical methods such as factor analysis, Pearson correlation analysis, sluster analysis, and one-way ANOVA were employed. This analysis brought forth the following major findings: First, three new product development strategy patterns were identified. Each strategy pattern was proved to be different from the others in terms of group of strategy elements that were adopted. Second, the new product development strategy was closely linked to its performance. Third, the difference of performance results among strategy groups in each industries was rather significant, however, the performance difference among industries in each strategy group was less significant.

• Journal of Information Technology Applications and Management
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• v.25 no.1
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• pp.1-17
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• 2018

This study presents a research model that demonstrates the dominant design technology strategy for developing and securing dominant design technology based on open innovation. For this purpose, this study developed a strategic model for the development and acquisition of design technology, production technology, and production system of propeller which satisfies the requirements of ship propulsion system required by ship owners and shipbuilders. By studying large propellers for ships, it is possible to embody a strategic model that can be used as a technology development strategy of dominant design that is effective in technology field of other industries. In this study, HSP (High Skewed Propeller) strategy of Hyundai Heavy Industries, which occupies the largest global market share (47.5%, 2007) for more than 30 years until now, is analyzed as a successful case to verify this strategic model. The development and acquisition strategy model of dominant design technology presented in this study consists of four stages : dominant design project strategy, dominant design engineering technology strategy, dominant design production technology strategy, and dominant design production system strategy. The strategic model summarizes the key activities at each stage. In addition, the steps and core activities of this strategic model were confirmed through the case study. As a technology development strategy of HSP products, Hyundai Heavy Industries utilized open innovation technology to cooperate with outside, that is, collaborative research and development with KAIST (Korea Advanced Institute of Science and Technology) research team, and succeeded in achieving technology development of dominant design of HSP products by linking it with HSP technology development and acquisition strategy.

• Animal cells and systems
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• v.16 no.1
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• pp.41-49
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• 2012

Eighteen new polymorphic microsatellite markers were developed for the Korean mi-iuy croaker ($Miichthys$ $miiuy$, Perciformes, Sciaenidae), and allelic variability was compared between a wild population in Mokpo, Korea, and a hatchery population in Tongyeong, Korea. All loci were amplified readily and demonstrated allelic variability, with the number of alleles ranging from 5 to 37 in the wild population, and from 4 to 12 in the farmed population. The average observed and expected heterozygosities were estimated, respectively, to be 0.74 and 0.78 in the hatchery population samples, and 0.79 and 0.86 in the wild samples. These results indicate lower genetic variability in the hatchery population compared with the wild population, and significant genetic differentiation between the wild population and the hatchery samples ($F_{ST}$=0.058, P<0.001). These microsatellite loci may be valuable for future population genetic studies, monitoring changes in the genetic variation within stocks in a commercial breeding program, conservation genetics, and molecular assisted selective breeding of the mi-iuy croaker in the future.

• Proceedings of the Korea Society for Simulation Conference
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• 2001.10a
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• pp.37-43
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• 2001

New product development has been a key element fur organizational evolution. The bulk of research about new product strategy has focused solely on new product development function itself. This paper investigates cross-functional elements in new product development. More specifically, we suggest that there must exist a fit between new product strategy and value chain strategy. It means that, in order to support new product development activity, there must exist a relevant value chain strategy. We consider three types of integration - internal integration, customer integration, and supplier integration - as strategic elements of value chain strategy. For the case of new product strategy, we consider market newness and product technology unfamiliarity as strategic elements. We also consider two types of learning characteristic, i.e., \\\"fast-adaptive learning\\\" and \\\"slow-adaptive leaning\\\" as control factor. Learning characteristic represents firms organizational capability related with organizational learning. For example, fur fast-adaptive learning case, the effect of integration appears early in time. System dynamics simulation is employed to verify our research framework. The results exhibit that there must exist cross-functional relationships between value chain strategy and new product strategy in order to shorten total development time.al development time.

• Journal of Astronomy and Space Sciences
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• v.31 no.3
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• pp.247-264
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• 2014

In this paper, a brief but essential development strategy for the lunar orbit determination system is discussed to prepare for the future Korea's lunar missions. Prior to the discussion of this preliminary development strategy, technical models of foreign agencies for the lunar orbit determination system, tracking networks to measure the orbit, and collaborative efforts to verify system performance are reviewed in detail with a short summary of their lunar mission history. Covered foreign agencies are European Space Agency, Japan Aerospace Exploration Agency, Indian Space Research Organization and China National Space Administration. Based on the lessons from their experiences, the preliminary development strategy for Korea's future lunar orbit determination system is discussed with regard to the core technical issues of dynamic modeling, numerical integration, measurement modeling, estimation method, measurement system as well as appropriate data formatting for the interoperability among foreign agencies. Although only the preliminary development strategy has been discussed through this work, the proposed strategy will aid the Korean astronautical society while on the development phase of the future Korea's own lunar orbit determination system. Also, it is expected that further detailed system requirements or technical development strategies could be designed or established based on the current discussions.