‘제4차 산업혁명’ 시대의 도래와 ‘공유경제’라는 경제 모델의 등장으로, 세계는 사회, 경제, 문화적 패러다임의 변화를 경험하고 있다. 창의적 기업가들은 기존의 시장 모델과는 전혀 다른 기술 ⋅제품⋅서비스⋅유통방식을 선보임으로써 주류 산업이 가진 가장 큰 단점을 극복하고 시장 주도권을 쟁취하고 있으며, 다양한 분야에서 기존 질서가 무너지는 ‘창조적 파괴’와 ‘파괴적 혁신’이 일어난다. 그러나 혁신적인 기업가가 현상 유지를 뒤집을 때 종종 법적 부정합이 초래되며, 현재 사회를 지탱하는 법과 제도는 기술 속도를 따라가지 못한 채 충돌하는 양상을 보이고 있다. 본 논문에서는, 우리 사회가 겪고 있는 창조적 혁신 모델 사례를 ① 공유경제 분야(우버, 에어 비앤비 등), ② 금융⋅자본 분야(핀테크 등), ③ 디지털 기술 분야(자율주행자동차, 사물인터넷 등)로 유형화하여 어떠한 법적 충돌이 발생하는지 분석하고, 기업가정신이 요구되는 시대 속에서 변호사의 역할에 대해 고민하였다. 이에 변호사의 역할에는, 기존 법제를 수호하는 책무에서 더 나아가 기성 제도의 불합리성을 극복하여 기업가정신을 활성화하는 소임이 있음을 전제로, 변호사가 창조적 혁신에 기여할 수 있는 바를 고찰하고자 한다. 변호사가 혁신 기업의 활동을 법적으로 지원하기 위해서는, 먼저 현행 법제도에 대한 철저한 분석이 필요하다. 혁신 비즈니스 진출에 장애가 되는 법적 불리점과 흠결을 찾아내어 리스크를 줄이고, 적용 가능한 법률에 대한 합리적인 법해석 및 외국법제와의 비교를 통해 개선안을 마련할 수 있다. 기술과 정보환경의 변화에 부응하려는 행정부와 입법부의 정책에 대해 적극적인 법률 의견을 개진할 수 있고, 융합적인 법적 지식을 공급함으로써 입법속도의 단축과 유연한 입법정비에도 이바지 할 수 있다. 또한 신속처리, 임시허가제도 등 을 최대한 활용하여 법제의 미비로 인해 혁신기업의 시장진입이 거부되는 손해를 줄이고, 기술혁신 지원제도를 소개할 수 있다. 한편, 산업과 고용 형태의 변화가 가속화되면서 집단 간 이해관계의 마찰이 발생하는 바, 의견진술절차를 통해 상충적 이해의 조정 및 통합을 매개할 수 있고, 부상하는 온디맨드 경제 하에서 몸소 기업가정신을 실현하 는 직업인으로서 법률상담 플랫폼을 운영할 수도 있을 것이다. 기술과 제도의 공진화를 위하여 미래의 정책은 공공-민간-정치가 연계되는 범정부 네트워크형 으로 구축되어 호혜적 상호작용을 통해 마련될 것으로 기대되는 바, 변호사는 사법의 일원이자 혁신전문가로서 이슈를 선도할 수 있는 역량을 갖추어 나가야 할 것이다.

본고는 기술혁신과 경제성장 간의 관계에 대한 연구동향을 비판적으로 검토한 다. 경제성장에서 혁신의 역할에 대한 여러 가지 입장들이 존재하며 이러한 입장들에 따라 그러한 연구동향을 정리한다. 신고전파의 성장론, 국가혁신체제론, 기술역량론, 경제추격론 등의 관점에 따라 한국을 대상으로 한 기술혁신과 경제성장에 관한 국내⋅외 연구가 본고의 검토대상이다. 이러한 비판적 검토와 성찰을 통해 앞으로의 연구과제들을 제시한다.

이 글에서는 사회문제 해결과 과학기술혁신에 대한 국내 연구들을 리뷰한다. 사회문제 해결형 혁신은 산업혁신과 비교할 때 혁신의 목표, 추진 방식, 생태계가 다른 새로 운 접근이다. 이 연구에서는 사회문제 해결과 과학기술혁신을 논의한 기존 연구를 검토하고 향후 연구의 발전 방향을 다룬다. 이 글은 사회문제 해결을 지향하는 혁신을 특정 분야에 한 정된 논의가 아니라 혁신이론과 정책을 파악하는 새로운 프레임으로 바라보는 관점을 취한 다. 이를 바탕으로 사회문제 해결형 혁신의 특성, 혁신 거버넌스, 혁신주체들의 역할과 생태 계, 사회문제 해결형 정책과 다른 정책들간의 관계에 대한 주요 연구 이슈를 제시한다.

Industrial innovation in Britain, during the eighteenth and nineteenth centuries, stimulated the introduction of the factory system and the migration of people from rural agricultural communities to urban industrial societies. The factory system brought elevated levels of economic growth to the purveyors of capitalism, but forced people to migrate into cities where working conditions in factories were, in general, harsh and brutal, and living conditions were cramped, overcrowded and unsanitary. Industrial developments, known collectively as the ‘Industrial Revolution’, were driven initially by the harnessing of water and steam power, and the widespread construction of rail, shipping and road networks. Parallel with these changes, came the development of purchasing ‘middle class’, consumers. Various technological ripples (or waves of innovative activity) continued (worldwide) up to the early-twenty-first century. Of recent note are innovations in digital technology, with associated developments, for example, in artificial intelligence, robotics, 3-D printing, materials technology, computing, energy storage, nano-technology, data storage, biotechnology, ‘smart textiles’ and the introduction of what has become known as ‘e-commerce’. This paper identifies the more important early technological innovations, their influence on textile manufacture, distribution and consumption, and the changed role of the designer and craftsperson over the course of these technological ripples. The implications of non-ethical production, globalisation and so-called ‘fast fashion’ and non-sustainability of manufacture are examined, and the potential benefits and opportunities offered by new and developing forms of social media are considered. The message is that hand-crafted products are ethical, sustainable and durable.

한국이 산업혁신에 성공한 대표적인 국가의 하나로 주목받아 혁신연구의 사례로 연구되기 시작한 이래 30여 년이 되어 가고 있다. 그간 한국의 산업혁신에 관한 연구는 성공적 산업 추격을 진화적 관점에서 이해하는 데 초점이 맞추어져 왔다. 성공적 추격을 위한 진입전략, 추격을 가능하게 한 학습의 메커니즘 등에 관한 다양한 연구들이 수행되었다. 그러나 최근 추격체제의 성장 잠재성이 한계에 이른 여러 징후들이 나타남에 따라 새로운 관점 의 산업혁신 연구의 필요성이 제기되고 있다. 본 논문은 이러한 문제의식 하에 이제까지의 한국 산업혁신 연구를 주요 연구주제별로 리뷰하고, 현재의 상황변화에 비추어 앞으로 요청되는 연구주제를 도출하는데 목적을 두고 있다. 특히 한국의 산업혁신 연구를 산업혁신시스템과 추격이라는 두 가지 관점을 기반으로 추격국 산업혁신의 특성 및 패턴, 기술능력 축적과 추격과정, 추격혁신과 제도, 성장동학의 형 태 등을 중심으로 기존 연구성과를 리뷰했다. 또한 한국 산업혁신의 진화적 특성, 산업의 기술적 특성과 추격의 용이성, 산업혁신에서의 제도의 중요성, 산업혁신의 지향성 등의 논점을 중심으로 기존 연구성과를 비판적으로 검토하였다. 기존 연구성과의 검토와 현재 한국 산업 혁신이 직면한 환경 변화를 고려하여 향후 국민경제 차원에서 산업혁신 고도화에 대한 고찰 필요성, 산업혁신 고도화와 전환 가능성, 추격의 그늘에 대한 검토 필요성, 산업혁신의 비기 술적 요인에 대한 검토와 산업혁신연구에서의 다양한 가치의 통합 필요성 등을 중심으로 향후 연구과제를 도출하였다.

스마트폰의 대중화 및 정보통신기술의 발전, 공유경제 개념의 확산은 생활, 경제, 산업구조 및 노동시장 등 다양한 분야에 막대한 영향을 끼치고 있다. 우버는 정보통신기술과 공유경제 개념을 활용하여 승객과 운전자를 연결하여 주는 서비스이다. 해외에서 우버 서비스가 활성화되어 있는데 반하여, 우리나라의 경우 정보통신기술 및 공유 경제에 터 잡은 서비스를 위한 법령 및 제도가 아직 정비되어 있지 않아 우버가 제공하는 대부분의 서비스가 법령상 금지되어 있다. 그러나 기술 혁신 및 이에 기반을 둔 새로운 서비스는 뉴 노멀 시대를 극복할 수 있는 성장 동력이므로, 이를 활용하여 우리나라에서 기술 혁신이 활발히 이루어지고 이에 터 잡은 새로운 서비스가 뿌리내려 발전할 수 있도록 정부 차원의 노력이 필요하다. 다만, 새로운 서비스로 인하여 소비자 또는 기존의 산업이 피해를 입지 않도록 기존의 규제를 재검토 하고 관련 법령 및 제도를 정비함으로써 새로운 서비스를 제도권 내로 수용하기 위한 방안이 모색 되어야 한다. 이때, 만약 기존의 규제 체계로 새로운 서비스를 규율하는 것이 적합하지 않다면, 새 로운 서비스를 위한 분류 기준을 신설한 뒤, 동 서 비스의 성질에 부합하는 규제를 하는 것이 바람직 할 것이다.

This study develops a framework that links commitment, relationship investment, relationship learning, functional conflict and innovation orientation to innovation. This framework has three main features. First, it examines the direct effects of commitment and relationship investment on relationship learning. Second, it examines the direct effect of relationship learning on innovation. Third, it investigates the moderating effects of functional conflict and innovation orientation on the relationship between relationship learning and innovation.

Overseas R&D subsidiaries contribute to the cross -border knowledge sourcing of MNC headquarter by providing tacit and context specific knowledge and reducing the searching cost of the headquarter

The approach will be to study the fast evolving use of technology in fashion, especially related to creating innovative materials in the clothing business. From discussing nano technology as well as embedded sensors, we shall try to take a look at the evolution of technology in fashion garment construction. Special mention will be given to companies like Intel who are working with designers to create innovative fabrics and material prototypes. We shall also touch upon the use of technology to create unique and rare products that cannot be recreated and hence have a lot of value associated with them.

By adopting transactional social commerce functions from mobile apps, individuals can sell products and services directly to friends on their contact list. This drives micro entrepreneurs with fewer than ten employees and less than a €2million annual balance (European Union Law, 2013) to become key drivers for economic growth (Paoloni & Dumay, 2011). In particular, individuals aged 18-34 become inspired by images on social networks for clothing and fashion products. Hence, fashion products are popular business items for micro-entrepreneurs. Despite potential benefits for social commerce, micro-fashion entrepreneurs in many countries are still unaware of apps’ use in social commerce to sell products, and to create and manage social capital for their business. This exploratory research aimed to investigate how micro-fashion entrepreneurs adopt transactional-focused social commerce and utilize social capital embedded in network ties for their marketing and sales, based on innovation diffusion and social capital theory. Research questions included: (1) How do micro-fashion entrepreneurs adopt social commerce? (2) How does social capital in network ties contribute to marketing and sales in social commerce? To answer these research questions, qualitative data from phone interviews with 16 micro-fashion entrepreneurs selling fashion products through WeChat in China were analyzed, adopting a thematic analysis. Data indicated micro-fashion entrepreneurs have positive attitudes, based on their experience and knowledge of WeChat. They adopt social commerce to (1) sell products in a new way, (2) connect with customers, and (3) reduce financial risk, while an innovative channel for entrepreneurship. Also, operating a business through WeChat required less time commitment compared with brick and mortar, and online stores, because accessing services like WeChat have payment systems, share images and messages. Free calls and messages are already available. The interview data demonstrated micro-entrepreneurs have an advantage when adopting social network ties in WeChat and implementing social capital embedded in marketing sales networks. Structural, relational, and cognitive capital contribute to micro-entrepreneurs’ marketing and sales interactively. An individual could access target customers, based on networks already established social media platforms and facilitate entrepreneurs’ adoption of social commerce. Also, since trust, shared goals, and languages exist on these network ties, there exists an increase for entrepreneurs’ accessibility to use social commerce to initiate their business, while decreasing business operating expenses, promoting products, and building relationships with customers. In addition, relational capital built by interactions with each customer brings cognitive capital to promote products and strong network ties.

This study employs the resource-based view to understand how product strategy influence export performance. According to the organizational learning perspective, moreover, the ability to manage existing assets and capabilities and the development of new capabilities are arguably among the most relevant innovation success factors. Based on these theoretical backgrounds, a model is proposed to analyze the effects of cost leadership and differentiation strategy on export performance, as well as the moderating effects of exploitative and exploratory innovation capability. Using survey data from Korean exporters, the findings indicate that the cost leadership and differentiation strategy enhance export performance. While exploitative innovation capability strengthens the relationship between cost leadership strategy and export performance, exploratory innovation capability enhances the link between differentiation strategy and export performance. Introduction The trade-off between cost leadership strategy and differentiation strategy is of importance and presents a key challenge to exporters because it is intrinsically related to innovation (Gebauer, 2008; O’Cass et al., 2014). Nevertheless, resources are limited, and firms must make choices in their allocation and determine the extent to which they will emphasize one strategy over another (Danneels, 2007; Lant, Milliken, & Batra, 1992). Although the individual roles of product strategies or innovation capabilities on export performance have attracted considerable attention (e.g., Hortinha, Lages, & Lages, 2011; Lages, Silva, & Styles, 2009; Molina-Castillo, Jimenez-Jimenez, & Munuera-Aleman, 2011), few studies have assessed their integrating impact - that is, the difference in the strengths of the relationships between cost leadership or differentiation strategy and innovation. Drawing on resource based view, we examine how innovation capabilities related with the relationship between cost leadership and differentiation strategies and exporters’ performance. Thus, we consider the moderating role of two distinct capabilities - exploratory innovation and exploitative innovation - on the relationships between product strategies and export performance. Exploratory innovation includes activities aimed to enter new product-market domains, while exploitative innovation activities improve existing product-market domains (He &Wong, 2004). The objectives of this study are to explore (1) impacts of cost leadership strategy and differentiation strategy on export performance, (2) moderating effects of exploitative and exploratory innovation capability on the relationship between product strategy and export performance, and (3) these relationships in the context of Korean exporters. The Korean exporting firms are more concentrated on international markets because of limited size of domestic market (Nugent & Yhee, 2002). These characteristics of Korean exporters are more useful to examine the effect of product strategy and product innovation capability of firms on export performance in international markets. Conceptual Background Product Strategy and Competitive Advantage Porter (1980) argues that a firm can achieve a higher level of performance over a rival in one of two ways: either it can supply an identical product or service at a lower cost, or it can supply a product or service that is differentiated in such a way that the customer is willing to pay a price premium that exceeds the additional cost of the differentiation. A cost leadership strategy is designed to produce goods or services more cheaply than competitors by stressing efficient scale of operation. When a firm designs, produces, and sells a comparable product more efficiently than its competitors as well as its market scope is industry-wide, it means that the firm is carrying out the cost leadership strategy successfully (Campbell-Hunt, 2000). Thus, the primary thing for a firm seeking competitively valuable way by reducing cost is to concentrate on maintaining efficiency through all activities in order to effectively control every expense and find new sources of potential cost reduction (Dess & Davis, 1984). The differentiation strategy provides value to customers with the unique attributes or perceptions of uniqueness, and characteristics of a firm’s product other than cost. The firm pursuing differentiation seeks to be unique in its industry along some dimension that is valued by customers, which means investing in product R&D and marketing (Porter, 1980). Rather than cost reduction, a firm using the differentiation needs to concentrate on investing in and developing such things that are distinguishable and customers will perceive (Gebauer, 2008). Overall, the essential success factor of differentiation in terms of strategy implementation is to develop and maintain innovativeness, creativeness, and organizational learning within a firm (Dess & Davis, 1984; O’Cass et al., 2014; Porter, 1985). Innovation Capability in International Markets A firm’s ability to compete in the long term may lie in its ability to integrate product strategy and its existing capabilities, while at the same time developing fundamentally new ones (Lavie & Rosenkopf, 2006). Simultaneous investments in the exploitation of existing product innovation capabilities and the exploration of new ones may help create a competitive advantage (Soosay & Hyland, 2008). Organizational learning represents the development of knowledge that influences behavioral changes and leads to enhanced performance (Crossan, Lane, & White, 1999; Fiol & Lyles, 1985). Product innovation is a tool for organizational learning and, thus, a primary means of achieving its strategic renewal (Danneels, 2002; Dougherty, 1992; O’Cass et al., 2014). Exploration pertains more to new knowledge - such as the search for new products, ideas, markets, or relationships; experimentation; risk taking; and discovery - while exploitation pertains more to using the existing knowledge and refining what already exists; it includes adaptation, efficiency, and execution (March, 1991). Exploration and exploitation compete for the same resources and efforts in the firm. With a focus on exploring potentially valuable future opportunities, the firm decreases activities linked to improving existing competences (Levinthal & March, 1993; March, 1991). In contrast, with a focus on exploiting existing products and processes, the firm reduces development of new opportunities. However, firms must develop both exploratory and exploitative capabilities because returns from exploration are uncertain, often negative, and attained over the long run, while exploitation generates more positive, proximate, and predictable returns (Levinthal & March, 1993; March, 1991; Özsomer & Gençtürk, 2003). Researchers have shown that both types of learning are essential to enhancing firm performance (Leonard-Barton, 1992; March, 1991). In this study, we use exploration and exploitation to describe two innovation-related capabilities that are critical elements on the relationship between product strategies and export performance. International markets are turbulent and diverse with respect to customer needs, cultures, and competitiveness; therefore, innovation assumes a primary role (Kleinschmidt, De Brentani, & Salomo, 2007). Firms can leverage their innovations by securing business opportunities in those markets and thus increase their innovative capabilities (Knight & Cavusgil, 2004). Through exploratory innovation, firms develop new competences and thus enhance superior export performance by product strategies (Teece, Pisano, & Shuen, 1997). Exploitation activities are also important to exporters because they facilitate the lower-risk extension of export operations. By searching for solutions in the existent competence base, exploitative innovation increases efficiency and productivity. Accordingly, this study based on organizational learning perspective to support the idea that innovation capabilities are a vehicle for a product strategy, and achieving superior export performance. We advance the literature by allowing for a role of product strategies while also considering moderating effects of innovation capabilities. Moreover, we provide insights into how choices about emphasizing one product strategy over another relates the balance between exploration and exploitation. Hypotheses Product Strategy and Export Performance Porter’s cost leadership and differentiation strategies have been linked to the achievement of superior performance by many studies (Campbell-Hunt, 2000; Dess & Davis, 1984). A firm that successfully pursues a cost leadership strategy emphasizes “aggressive construction of efficient-scale facilities, vigorous pursuit of cost reductions from experience, tight cost and overhead control, avoidance of marginal customer accounts, and cost minimization in areas like R&D, service, sales force, advertising, and so on” (Porter, 1980: 35). A firm can, therefore, gain a competitive advantage over its rivals by having significantly lower cost structures in an industry without ignoring other areas such as product and service quality (Amoako-Gyampah & Acquaah, 2008). Thus, the maintenance of a strong competitive position for an organization pursuing a cost leadership strategy places a premium on efficiency of operations and scale economies that enable them to achieve and sustain their performance for a considerable period of time. In addition, with a cost leadership strategy, firms focus on reducing costs through operational efficiency. For example, they might exploit existing facilities and learn how to reduce costs through automation, modernization, capacity utilization, or economies of scale. Efficiency, control, planning, and variance reduction represent the key elements of a cost leadership strategy, and a typical example of a cost leadership strategy involves the implementation of an experience curve, on which cumulative production determines reductions in unit production costs. Firms engage in economies of scale and/or scope when they apply their knowledge and facilities from existing product lines to product line extensions. The associated positional advantage is a cost advantage pertaining to the firms’ value offering and is based on the product’s price–perceived value proposition in the export market. Hypothesis 1: Cost leadership strategy is positively associated with export performance. A firm that pursues a differentiation strategy may attempt to create a unique image in the minds of customers that its products are superior to those of its competitors (Miller, 1988). A firm creates these perceptions through advertising programs, marketing techniques and methods, and charging premium prices. Moreover, a firm may pursue a differentiation strategy by creating a perception in the minds of customers that its products possess characteristics that are unique from those of its competitors in terms of differences in design, physical attributes/features, and durability (Gebauer, 2008). Differentiation strategy aims to generate more outwardly focused product innovations that offer customers product differences that shape a distinctive value offering that is more responsive to their needs (Hughes, Martin, Morgan, & Robson, 2010; O’Cass et al., 2014). The associated positional advantage is a product or market differentiation advantage pertaining to the superior brand, quality, design, and product features that differentiate the firms’ value proposition from its competitors in the export market. Hypothesis 2: Differentiation strategy is positively associated with export performance. Moderating Effects of Innovation Capability From the generation of new ideas through to the launch of a new product, exploration and exploitation play a vital role in product innovation (Rothaermel & Deeds, 2004). Organizations can decide to use existing organizational competences to realize short-term results, or create new competences that may foster the development of innovations in the longer term (Atuahene-Gima, 2005). Both types of capabilities are considered to be dynamic in nature (Winter, 2003), given that their purpose is to transform existing resources into new functional competences that provide a better match for the firm's environment (Voss, Sirdeshmukh, & Voss, 2008). Although both exploitative and exploratory capabilities related to cost leadership and differentiation strategies, because of those different roles of capabilities in innovation process, the effects of those innovation capabilities on the relationship between product strategy and export performance might be different. In case of cost leadership strategy, firms focus on using and developing existing capabilities, promoting improvements in existing components and building on existing technological elements (Benner & Tushman, 2003; Rust et al., 2002). Similarly, exploitative innovation is aimed at improving existing product-market domains. The cost leadership strategy creates value through existing competences or competences that have been slightly modified (Voss et al., 2008). It promotes a routine-based and repetitive approach to organizational changes (Rust et al., 2002). Because exploitative innovation builds on existing knowledge and extends existing products and services for existing customers (Soosay & Hyland, 2008), exploitative capabilities helps firms pursuing cost leadership strategy to reap the benefits of improvement they make to their products and to continue making incremental improvements (Brucks, Zeithaml, & Naylor, 2000), which are designed to allow the firm to continue its superior performance (Griffin, 1997). Hypothesis 3: Exploitative innovation capability moderates the relationship between cost leadership strategy and export performance positively. Compared to cost leadership strategy, differentiation strategy is characterized by radical change, risk and experimentation and that allows for the creation of new methods, relationships, and products. Because exploration focuses mainly on trying to create variety, to adapt and hence exploit ever-decreasing windows of opportunity (Soosay & Hyland, 2008), this capability is more beneficial to the kind of product innovativeness to the firm (Augusto & Coelho, 2009). When exporters pursue differentiation strategy for acquiring new knowledge and developing new products and services, exploratory capability helps to engage new insight into the design of new features and benefits of a given product, that product is guaranteed to contain new ideas (Cho & Pucik, 2005; Yalcinkaya et al., 2007). In contrast with exploitation aimed at improving existing product-market domains, explorative innovation requires fundamental changes in the way an organization operates and represents a clear departure from existing practices (Menguc &Auh, 2006). Hypothesis 4: Exploratory innovation capability moderates the relationship between differentiation strategy and export performance positively. Discussion Focusing on product strategy through the application of the RBV has provided theoretical insights as well as empirical evidence as to which capabilities are required to achieve these critical product strategy outcomes. The support from this study provides further evidence of the usefulness of applying the RBV to the export setting and should encourage researchers to examine the other aspects of export strategy. Based on organizational learning perspective, in addition, this study found that exploratory and exploitative innovation capability are essential to the firm because they act as vehicles for renewing product strategy to achieve superior export performance. By considering product strategy with exploration and exploitation simultaneously, we present a new perspective of the roles of these product strategies in the development of firms’ innovation capabilities. Our results indicate that cost leadership and differentiation strategy are pivotal in ensuring a proper balance between exploratory and exploitative innovations. One of the main implications for managers is that both exploratory and exploitative product competences should consider in parallel when developing product strategy. The findings underscore the need for managers to invest in cost leadership and differentiation strategy to ensure the development of exploration and exploitation. Therefore, resource allocation decisions should, consider the firm's needs for innovation capabilities and, on the other hand, be guided by the firm’s product strategy. Exporters operate in highly complex environments, characterized by high levels of technological and market uncertainties and highly diverse and dispersed customers (Kleinschmidt et al., 2007; Mohr & Sarin, 2009). Therefore, in addition to the product strategy toward the development of innovations using state-of-the-art technologies, managers of these firms need a similarly strong focus on understanding both current and potential exporting markets. By acknowledging the need for product strategy, managers can ensure the balanced innovation capabilities.

This preliminary qualitative research investigates how stylistic innovation affects sales performance of small arts and crafts firms in business-to-business and business-to-consumer markets in Taiwan. Specifically this research examines entrepreneurial cognitive complexity, which is the cognitive structure of an entrepreneur on his or her social world, and its interplay with stylistic innovation, particularly the changes of design in appearance or symbolic meaning of products, and strategic decisions of five Taiwanese small arts and crafts firms. Applying cognitive mapping to determine the cognitive contents, structures and also their relations of the entrepreneurs in making decision related to stylistic innovation, this research examines how owners of small Taiwanese arts and crafts firms specifically seek, interpret and internalize information and knowledge on style and design in the new product development and innovation processes. Research results show that the domain specific cognitive complexity of the entrepreneur influences the selection of relevant and appropriate dimensions in stylistic innovation. Entrepreneurs’ strategic decision to target at the business-to-consumer (customer-oriented or designer-driven) or business-to-business (mainly designer-driven) markets and also the buyer-seller relationship will affect the seeking, interpretation and internalization of information and knowledge in the process of stylistic innovation. Respondents targeting at business-to-business markets tend to have a higher level of cognitive complexity, compared with those targeting at business-to-consumer markets. Research results tend to suggest that the higher level of cognitive complexity, the greater the sales turnover. Future research should determine the relationship between cognitive complexity and marketing performance.

The purpose of this study is to review the relationship between managerial system and incremental innovation, and the mediating effect of knowledge transfer in small business. In order to verify and achieve the purposes mentioned above, questionnaire data were gathered and analysed from 255 enterprise managers in western Kangwon-do province. Empirical survey's findings are as follows; First, CEO's support and education/training appeared to be positively related with knowledge transfer. Second, managerial system and knowledge transfer appeared to be positively related with incremental innovation. Third, knowledge transfer had mediating effect on the relationships of CEO's support-incremental innovation and education/training-incremental innovation.

본 연구는 기술협력의 중요한 동기인 ‘학습’ 관점에서 기업이 다양한 파트너 유형과 협력하는 것이 혁신성과에 도움이 되는지, 그리고 이 관계에서 학습에 영향을 줄 수 있는 흡수역량(absorptive capacity)과 전유성(appropriability)의 조절효과를 분석하였다. 다양한 협력 파트너와 협력하는 것은 다양한 파트너가 가진 지식, 정보를 습득한다는 점에서 혁신성과에 긍정적인 효과를 줄 것이라고 가정하였다. 또한, 학습을 촉진하는 흡수역량은 파트너 다양성과 혁신성과 간의 관계를 긍정적으로 조절하고, 보유한 기술을 보호하려는 수단인 전유성은 파트너로부터의 학습을 저해하는 요인으로 작용할 수 있기 때문에 다양한 파트너와 협력하는 제휴 포트폴리오와 혁신성과 간의 관계에서 흡수역량과 전유성의 조절효과를 분석하였다. 2010년 기술혁신조사 제조업 부문 데이터 중에서 우리나라 주력 산업인 기계⋅자동차 업종을 대상으로 실증 분석을 한 결과, 다양한 유형의 기술협력 파트너와 협력하는 것은 혁신성과에 긍정적인 영향을 주고, 전유성의 조절효과가 있는 것으로 나타났다.

연구개발의 비용과 속도가 증가하고 있는 현대의 경쟁환경에서 기술혁신을 창 출하기 위해 필요한 모든 자원 및 역량을 갖추는 것은 불가능에 가까우며 이와 같은 환경은 연구개발협력의 필요성을 강조한다. 따라서 본 논문은 지식의 보호수단인 전유성이 연구개 발협력과 그 성과물인 제품혁신성과에 어떤 영향을 미치는지 분석하였다. 동시에 이 관계를 정부 연구개발지원이 어떻게 조절하고 영향을 미치는지 탐색적으로 실증분석 하였다. 연구결과, 전유성이 연구개발협력을 경유하여 제품혁신성과에 미치는 간접효과는 정부의 재무적, 직접적, 간접적 연구개발지원 각각의 유형 모두에서 공통적인 패턴을 보였다. 전유성 이 수직적 연구개발협력을 경유하여 제품혁신성과에 미치는 조건부간접효과는 정부 연구개 발지원의 강도가 일정수준 이상에서 증가하면 할수록 그 효과 역시 증가하였다. 반면, 수평 적 연구개발협력을 경유한 조건부간접효과의 경우 모든 정부 연구개발지원 강도에서 유의하지 않았다. 혁신과 관련된 정부 연구개발지원 정책을 조절변수로 설정하여 조절된 매개분석을 수행한 다면, 정책의 유의한 정책강도 및 그에 따른 성과를 분석할 수 있다. 따라서 본 논문의 활용 은 정부 연구개발지원의 평가와 효과적인 정책수립에 기여할 것으로 판단된다.

The external R&D, which includes the adoption of the external technology and knowledge in addition to the internal R&D, is one of important factors for the innovation. Especially for small and medium-sized enterprises (SMEs), the external R&D has been considered as a key factor to carry out the innovation more efficiently due to the limitations of their resources and capacities. However, most of extant studies related to external R&D have focused on analyzing the influence of external R&D on innovation outputs or outcomes. Only a few studies have explored the impact of external R&D on the innovation efficiency. This study therefore investigates whether the external R&D effects the industry’s innovation efficiency and productivity. On this study, we used Korean manufacturing industry data of SMEs from 2012 to 2014 and employed a global Malmquist productivity analysis technique, which is based on the Data Envelopment Analysis (DEA), to assess the innovation efficiency and productivity. Innovation performances of external R&D group and internal R&D group are compared. Then, the sectoral patterns of both innovation efficiency and productivity are analyzed with respect to the technological intensity, which is introduced by OECD. The results show that the gap of innovation efficiency between external and internal R&D groups has gradually decreased because of the continuous improvement of the external R&D group’s performance, while the external R&D group lag behind the internal R&D group. In addition, patterns of the innovation efficiency and productivity change were different depending on the technological intensity, which means that the higher the technological intensity, the greater the effect of external R&D.

The external R&D, which includes the adoption of the external technology and knowledge in addition to the internal R&D, is one of important factors for the innovation. Especially for small and medium-sized enterprises(SMEs), the external R&D has been considered as a key factor to carry out the innovation more efficiently due to the limitations of their resources. However, most studies related to external R&D have focused on innovation outputs or outcomes. Only a few studies have explored the impact of external R&D on the innovation efficiency. This study therefore investigates whether the external R&D effects the industry’s innovation efficiency and productivity. On this study, we used Korean manufacturing industry data of SMEs from 2012 to 2014 and employed a global Malmquist productivity analysis technique, which is based on the Data Envelopment Analysis(DEA), to assess the innovation efficiency and productivity. Then, the sectoral patterns of both innovation efficiency and productivity are analyzed with respect to the technological intensity, which is introduced by OECD. We show that the gap of innovation efficiency between external and internal R&D groups has gradually decreased because of the continuous improvement of the external R&D group’s performance, while the external R&D group lag behind the internal R&D. In addition, patterns of the innovation efficiency and productivity change were different depending on the technological intensity, which means that the higher the technological intensity, the greater the effect of external R&D.

지난 50년 동안 혁신 분야는 학문의 정착과 진화의 시기를 지나왔다. 시간이 흐름에 따라 연구 주제의 범위가 확장되고 다양해지고 있으며, 양적 측면에서도 증가 추세를보이고 있다. 혁신 분야와 같이 다학제적인 분야에서 새로운 연구 주제를 탐색하고, 기존 연구의 흐름을 파악하는데 있어 연구 현황 및 동향에 대한 포괄적인 이해는 필수적이다. 본 연구에서는 텍스트 마이닝 기법을 이용해 2000년부터 2015년까지의 국외 혁신 분야의 연구 현황 및 동향을 거시적인 관점에서 분석하였다. 분석 결과, 혁신 분야에서는 전통적인 주제와최근에 주목받고 있는 주제를 중심으로 연구가 이루어지고 있었으며, 일부 전통적인 주제에서 학문의 분화 현상이 나타났다. 연구 결과는 지난 16년 동안 혁신 분야에서 나타난 연구 주제의 현황 및 동향에 대한 이해를 도모할 것이며, 연구자들에게 새로운 패러다임이 정착하고진화해가는 과정을 학술적 관점에서 통찰할 수 있는 기회를 제공할 것이다.

본 연구는 원자력기술의 혁신특성을 심층조사 함으로써 4세대 원자력에너지기술의 전환 시 발생 가능한 이슈를 이해하고 한국의 정책현황을 분석하여 4세대 원자력에너지기술의 성공적 안착을 위한 시사점을 도출하였다. 이는 현재 세계 5강의 원자력에너지기술강국인 한국에서 4세대 원자력에너지기술의 도래에도 지속가능한 경쟁력을 유지하기 위한중요한 정책적인 시사점으로 활용할 수 있을 것으로 사료된다. 정성적 문헌연구방법을 통해 원자력기술혁신에 관한 문헌들을 조사한 결과, 4세대 원자력에너지기술의 전환에 영향을 미치는 요인은 크게 4가지로 확인할 수 있었다. 이는 장기간의안정적인 자원 할당, 혁신을 위한 이해당사자 간의 지속적인 상호작용, 완전한 시스템을 위한 기술과 노하우의 축적, 적용 및 실증을 위한 정책적인 시장이었다. 이를 한국의 4세대 원자력에너지기술과 연관한 정책을 대상으로 적용하여 사례분석을 한 결과, 현재 4세대 기술이기술개발의 초기단계에서 실증단계로 넘어가는 시점임을 감안하더라도 연관한 정책은 실증과 운영을 위한 전문인력의 체계적인 양성 방안, 사회적 수용성과 저항에 대한 대응, 실증에대한 구체적인 계획 수립, 4세대 원자력시스템을 적용하기 위한 정책적인 시장을 제안하는장기적인 노력, 이해당사자들 간의 구체적이고 지속적인 상호작용을 적극 장려하는 것이 체계적으로 필요함을 제시하였다.