Since 1980's, many enterprises have constructed Strategy Information System and tried BPR, ISP. Also, they implemented ERP and practiced the Process Innovation and Six Sigma for Management Innovation in todays. Although most companies had previous good plans, but those are not satisfied. Because of failed to change management and continued next activity. Many Project for Process innovation are ended as disposal project in my case, if they want next project, they need a new plan which needs additional fund and resource. This paper studied Process Innovation and Six Sigma in many things and proposed new model for continued project on the master plan. Also it proposed next study subject about ERP Optimization and Harmonization after implemented ERP which is considered as next step of PI.

Since 1980's, many enterprises have constructed Strategy Information System and tried BPR, ISP. Also, they implemented ERP and practiced the Process Innovation and Six Sigma for Management Innovation in todays, Although most companies had provious good plans, but those are not satisfied. Because of failed to change management and continued next activity. Many Project for Process innovation are ended as disposal project in many case, if they want next project, they need a new plan which needs additional fund and re source. This paper studied Process Innovation and Six Sigma in many things and proposed new model for continued project on the master plan. Also it proposed next study subject about ERP Optimization and Harmonization after implemented ERP which is considered as next step of PI.

본 논문은 한국, 독일, 일본의 화학기업의 혁신경영의 구성요소를 실증적으로 비교분석하였다, 실증적 분석의 대상은 설문지 조사에 참여한 총 121개의 화학기업(한국 36개, 독일 50개, 일본 35개)이었다. 본 논문에서는 혁신경영의 구성요소를 (1) 혁신에 대한 계획, (2) 혁신에 대한 조직, (3) 혁신과정(아이디어 창출단계, 아이디어 수용단계, 아이디어 실험단계), (4) 혁신에 대한 통제 등으로 나누어 분석하였다. 혁신에 대한 계획은 독일의 화학기업에서는 $quot;시장지향적$quot;으로, 한국과 일본의 화학기업에서는 $quot;비용(원가)지향적$quot;으로 이루어지고 있는 것으로 밝혀졌다. 혁신에 대한 조직구조로서 독일의 화학기업은 기능적 조직구조를, 한국과 일본의 화학기업은 제품지향적 조직 구조를 선호하는 것으로 나타났다. 아울러 혁신과정과 관련하여 조사대상국 사이에 많은 차이점들이 발견되었다. 특히 이 중에서도 아이디어 창출단계에서 볼 때, 한국의 화학기업은 $quot;기술수입$quot;에 주로 의존하고 있으며, 독일의 화학기업은 $quot;학문지향적 연구개발활동$quot;에 중점을 두고 있으며, 일본의 화학기업은 $quot;기술적 독립을 위한 과도기$quot;에 있는 것으로 나타났다. 이 밖에 혁신에 대한 통제에 있어서 한국과 일본의 화학기업은 독일의 화학기업에 배해 경제성 분석을, 독일의 화학기업은 한국과 일본의 화학기업에 비해 환경보호를 중요하게 고려하고 있는 것으로 밝혀졌다.

The paper aims to investigate relationships between technology and innovation management, total factor productivity and economic growth in China. By comparing the trends in total factor productivity growth of industrialized economies (i.e. OECD), this study intends to showcase the importance of total factor productivity progress in the Chinese economy. The study employs time series data of an annual basis for the period from 1977 to 2016 retrieved from the World Development Indicator. The study employs unit root test, cointegration test, fully modified least squares estimation method, canonical cointegrating regression and dynamic least squares estimation method to test the hypotheses. The results of the cointegrating regression analysis show that manufacturing growth leads to an increase of total factor productivity in the short-run in China. The findings of the study suggest that manufacturing (i.e. technology and product innovation) is positively related to the increase of total factor productivity in the short-run and total output growth in the long-run. The findings suggest that promoting technology and innovation management and supporting R&D subsidies may reduce the marginal cost of conducting R&D and increase the rate of technology and innovation management and R&D activity and therefore, the total factor productivity growth rate.

An alternative method for team diversity studies is to examine demographic faultlines. A concept of demographic faultline enables us to better understand team dynamics with multidimensional diversity. This study suggests the demographic faultline as a new situational factorto influence the relationship between leader teamwork behaviors and a climate of support for innovation. When subgroups divided by demographic faultline are homogeneous within them and heterogeneous between them, the homogeneity may increase intimacy in each subgroup while the heterogeneity may increase exclusiveness between those subgroups. We argued that a leader could play an important role to build a cooperative relationship between faultline-based subgroups and highlight positive aspects of developing and maintaining subgroups in organizations. With a sample of 81 teams (558 employees), it was examined how leader teamwork behaviors would affect a team-level climate of support for innovation and how this relationship would be moderated by each team’s demographic faultline (gender, age, and educational specialty). As predicted, it was found that there was a significant positive relationship between each leader’s teamwork behaviors and each team’s climate of support for innovation. In addition, this relationship was stronger for teams with strong faultline than with weak faultline. Our findings and their implications were further discussed.