• 한국산학기술학회논문지
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• 제16권3호
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• pp.1824-1831
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• 2015

본 연구에서는 가치혁신역량 진단툴(VIQ)를 활용하여 중소기업의 가치혁신역량을 진단하고 조직혁신전략의 방향을 설정한 사례를 고찰하여 시사점을 도출한다. 조직내 가치혁신을 이루기 위하여 조직내 가치혁신역량이 어느 정도 되는지 측정하는 툴이 바로 가치혁신역량 진단툴인 VIQ(Value Innovation Quotient)이다. 조직내에서는 이러한 가치혁신툴을 통하여 조직혁신역량을 진단하는 것을 넘어서 조직혁신 방향을 설정할 수 있다. 본 연구에서는 이러한 진단툴을 활용하여 실제로 대덕특구 내에서 성장하고 있는 IT기업을 선정하여 분석하고 이를 바탕으로 혁신전략을 수립한다. VIQ결과를 반영하여 혁신전략은 3가지로 도출되었다. 첫째, 급변하는 외부환경에 대응하기 위하여 비즈니스 인텔리스전스 활동 및 시나리오 플래닝 등 유연한 전략계획 체계를 구축한다. 둘째, 의사결정 차원에서 신속한 의사결정 체계를 구축한다. 셋째, 이러한 전략실행의 기반이 될 수 있도록 유연한 조직체계를 구축한다. 즉, 임파워먼트 및 유연한 의사소통체계를 구축한다. 본 기업분석 사례와 같이 변화와 혁신의 중요성은 많은 기업이 인지하면서도 이러한 변화와 혁신의 잠재력을 측정하기는 쉽지 않으나 VIQ를 활용하여 기업의 현재 혁신역량을 진단하고 향후 대응방안을 모색할 수 있다.

• International Journal of Quality Innovation
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• 제7권3호
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• pp.82-91
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• 2006

In order to achieve sustainable growth in the era of global competitiveness, a speedy and flexible strategy is needed in the fast changing management environment. For this purpose, strengthening the core confidence in the organization along with acquiring competitive advantages that cannot be easily copied by competitors should be done based on dealing with needs from customers and markets positively. In this study, the creative value innovation strategy and creative value design methodology will be presented to improve company competitiveness.

• 한국지능정보시스템학회:학술대회논문집
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• 한국지능정보시스템학회 2007년도 한국지능정보시스템학회
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• pp.229-238
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• 2007

This study was intended to point out the limit of existing digital content-centered studies, or approaches from the viewpoint of the supplier and in the aspect of business profit model and find ways to assess the quality of digital content, considering the characteristics of digital content. For this, the study is to apply value innovation strategy to digital content assessment, to analyze the applicability, and to propose a new and practical framework for digital content assessment method. To this end, this study selected the global No. 1 search service provider Google and local portal site Naver search service. The study on assessment factors by value innovation strategy was based on existing literature, while user-value elements in that respect were confined to information quality, interactivity, communication, interactive storytelling, and usability. This study objectified the relation with the value innovation strategic analysis, through qualitative and quantitative analyses on value elements of search service users.

• 품질경영학회지
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• 제38권1호
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• pp.10-19
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• 2010

The competitive strategies of the Korean manufacturing companies have changed from the "cost leadership" strategy in the early developing stage since 1960's to the "stuck in the middle" position since 1990's in the face of emerging new cost leaders as the Chinese companies. The data on the strategic contents of the Korean manufacturing companies show that their strategies are seeking the value innovation through not only quality improvement but also cost reduction altogether rather than selecting one on the trade-off relation between the both competitive dimensions. Their strategic actions seem to be seeking the operational efficiencies through all the value chain activities rather than the strategic effectiveness by selecting and focusing on the specific competitive dimension, which is considered as a typical strategic approach. Their strategy seems to be non-strategic in the general sense. But their non-strategically looking behaviors can be reasonable enough for their sandwiched competitive position between the global quality leaders and following cost leaders. This paper explains why their strategies can be right through the theoretical explanations by using the quality-price elasticity approaches for the consumer behaviors. We can call their strategic activities as the value innovation strategy.

• 지식경영연구
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• 제8권2호
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• pp.1-16
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• 2007

This paper describes the Blue Ocean Strategy and Business TRIZ (Russian Theory of Inventive Problem Solving) Tactics as one method for knowledge creation and innovation. The opening new market avoiding keen competition is very popular recently and is not just prosper, but survival problem. As one new strategy for finding new market, the Blue Ocean Strategy gives the big blueprint for new market, but has no enough tools to make more concrete ideas. In this paper, we suggest using the Strategy Campus and other tools in the Blue Ocean Strategy at initial stage and then, compensating the TRIZ principles to make more concrete ideas for new market as tactics. We applied it to find the new market for conventional newspaper industry and EBS (Education Broadcast System) management innovation in Korea as case studies and got better results comparing to using only the Blue Ocean Strategy.

• 기술혁신학회지
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• 제15권3호
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• pp.500-532
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• 2012

본 연구는 반도체 IP산업의 지식기반 기업에 있어 기술혁신전략에 대하여 분석한 것이다. 분석을 위한 이론적인 논의는 i)지식의 창조 보호 활용과 혁신에 관한 이론, ii)혁신으로부터 가치 창출에 대한 이론 iii)모듈화, 시장진입시기, 표준(지배적 디자인)의 등장 경쟁 등의 중심으로 수행되었다. 이러한 이론적인 선행 연구를 통해 지식기반 기업의 기술혁신전략에 대한 탐색적인 연구가설을 제시하였다. 그리고 최종적으로 이러한 반도체 IP산업의 대표적인 지식기반 기업으로 ARM과 INTEL의 기술혁신 전략 사례 분석을 분석하여, 제시된 연구 가설들을 확인하였다. 첫째, 기술 주기에 있어 초기단계에 진입하는 지식기반기업은 i)상호보완적 자산(지식)에 대한 접근성이 낮아 수직 통합하는 기술 전략을 선택하며, ii)환경변화로 인한 산업의 가치사슬 분화에도 불구하고 수직결합적인 기술 전략을 주요한 방향으로 유지한다. 둘째, 기술 주기에 있어 후기단계에 진입하는 지식기반 기업은 i)상호보완적 지식자산에 대한 접근성이 높아져 계약거래를 통한 기술 혁신 전략을 선호하며, ii)보유한 지식자산에 있어 불연속적인 특징의 존재여부에 따라 기술 혁신 전략의 경로를 다르게 선택한다.

• 한국실내디자인학회논문집
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• 제14권5호
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• pp.123-132
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• 2005

The 21th century is rapidly turning to the era of supernational competition aimed at global customers. Under these circumstances, applying the value innovation to space which will be in charge of value creation is recognized as being essential to life. This study aims to newly define the conception, the viewpoint, and types on applying the value innovation to space, which has not been established logically yet. The purpose of analyzing cases where the innovation was applied at home and abroad is to provide basic logic to establish these concepts in real space design. This study is prospected to be the core strategy of growth cause for maintaining our industrial development, so it is suggested that accepting, widening, and developing it may enable us to prepare for the continued innovation to space.

• 마케팅과학연구
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• 제16권2호
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• pp.55-75
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• 2006

본 연구는 블루오션 전제조건의 하나인 고객가치혁신과 더불어 블루오션의 또다른 조건을 확인하고자 함을 목적으로 하고 있으며, 또한 시장을 세분화하고 적절한 전략을 수립함으로서 기업으로 하여금 블루오션 시장에 진입할 수 있도록 하고자 함이다. 이러한 목적을 위해 본 연구에서는 차별화된 가치혁신 요소를 지닌 시장에서의 접근, 가치혁신에 의한 시장세분화, 블루오션 착시시장의 특성을 가진 주요변수, 블루오션 시장진입을 위한 후발기업의 전략등의 문제를 다루고 있으며, 또한 가치와 관련된 문헌고찰, 블루오션 전략, 실제사례에서의 객관적 자료의 활용 등을 통해 분석을 수행하였다. 본 연구에서는 내구재와 비내구재의 대표적 사례로 껌과 냉장고 시장을 선정하였고, 가치혁신을 기준으로 시장을 분류한 결과 블루오션 시장과 블루오션 착시시장의 존재를 확인할 수 있었다.

• 기술혁신연구
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• 제15권1호
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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.

• 경영과학
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• 제26권1호
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• pp.7-20
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• 2009

The framework of "blue ocean strategy (Kim and Mauborgne, 2005)" applies to not only business firm level but also region or regional industry level. The paper suggests an approach of survey-based blue ocean strategy formulation. The result from survey on customer group and non-customer group gives information on positions of value curves for regions on strategy canvas and hints on how to reposition the focal region's value curve for both increases in value for customers and decreases in cost for local government, i.e., value innovation. In the context of rafting industry in Korea, this study shows the process how blue ocean strategy can be formulated with results from the survey on customers and business people in rafting industry. Relative positions of value curves on strategy canvas and importance scores for strategy elements provides the local government in region A with implications on which elements to raise or to reduce to create "blue ocean" in rafting industry under fierce inter-region competition.