본 연구는 자원기반이론 관점에서 우리나라 중소기업의 기술협력 성과를 살펴보고자 하였다. 해당 이론적 관점에서는 기술협력의 동기가 기술적 자원의 보완성이 강조된다는 점을 고려하여 분석 대상의 기업군을 기술수준에 따라 하이테크(high technology), 미드테크(medium technology), 로우테크(low technology) 등 세 단계로 구 분하였으며, 기술협력 파트너를 기술적 자원 및 역량을 기준으로 대기업, 중소기업, 대학, 연구기관으로 구분하고, 각각의 협력관계에 따른 혁신성과를 분석하였다. 분석 결과, 우리나라 중소기업의 기술수준별 그리고 협력 파트너에 따라 기술협력 성과에 미치는 영향은 상이한 것으로 나타났다. 특히 하이테크 중소기업의 경우 대학과의 협력에서 긍정적으로 효과를 확인할 수 있었음에 반해 미드테크의 경우 대학과 대기업과의 협력, 로우테크의 대학과 대기업은 물론 중소기업과의 협력에서도 유의한 성과를 보였다. 비록 기술 수준별로 기술협력의 유의한 성과가 선호체계를 가진다는 흥미로운 결과에도 불구 하고 본 논문이 단년도 횡단면 자료에 근거하고 있는 점을 고려하여 해석 될 필요가 있 다

본 연구는 국내 제약 산업을 대상으로 실패경험이 기업의 혁신활동에 미치는 영향을 연구개발, 지식탐색 측면에서 탐구하였다. 기존 연구들은 실패의 원인을 규명 하거나, 감소요건에 대한 고찰위주로 연구하였으나, 실패가 기업의 혁신활동에 미치는 영향을 분석한 연구는 드물다. 본 연구는 국내 제약 산업을 대상으로 10년간의 연구기간을 설정하여 실패가 혁신활동에 미치는 영향과 이러한 혁신활동이 급진적 혁신에 미치는 영향을 종단 분석하였다. 연구결과를 요약하자면 다음과 같다. 첫째, 기업의 실패경험은 탐험적 혁신활동을 촉진시키며, 이는 재무적 여유자본의 크기에 따라 차이를 보이는 것으로 나타났다. 둘째, 기업의 실패경험은 지식탐색 측면에서 유의하지 않은 것으로 나타났다. 셋째, 기업의 탐험적 혁신활동과 지식탐색범위의 상호작용은 급진적 혁신성과와 정(+)의 관계를 가지는 것으로 나타났다. 본 연구는 실패를 부정적 견해로 바라보던 기존의 연구와는 다르게 학습과 혁신에 긍정적인 영향을 검증하여 경험적 증거를 제시 하였다는 점에서 의미가 있으며, 이러한 연구결과를 기반으로 향후 연구의 발전방향을 제시하였다.

The global apparel manufacturers have produced apparel and textiles to meet consumers’ needs. Recently, they have applied the sophisticated technologies and more effective organizational systems to improve the efficiencies in apparel product development and their applications have led to enhancement of consumers’ satisfaction (Kunz, Karpova, & Garner, 2016). In this study, we identified novel approaches of product innovation strategies including technological innovation and organizational effort which a representative mass-scale Bangladeshi apparel manufacturer, Ananta Group has practiced. For data collection, in-depth interviews were conducted with four managerial staffs who were managers and assistant managers working at the research and development (R&D), production, marketing and quality control departments in Ananta Group. The interviewees were male employees having degrees higher than bachelor’s degree in textile engineering. Their work experience years ranged from 5 to 15 years within their respective fields and their ages ranged from 28 to 55 years (m=40). Qualitative approach was used to analyze the data. It was found that Ananta Group has used innovative technologies such as advanced softwares, process systems and machineries in new product development and its organizational effort of running specialized teams of design, new product development, and marketing activities has enhanced technological innovation. These findings provide global apparel manufacturers with valuable information on how product innovation strategies for new apparel development are important and what technological approaches can be used to accomplish it.

This study is one of a study of the innovation process of Co-Created Value (CCV) typed Supermarkets in Japan. The study is done through a collaboration style with Yaoko and Hallo-day, which are recognized as the most CCV typed Supermarkets in Japan for the past 6 years (The two Supermarkets are similar to Wholefoods Market and Wegmans in the U.S.). Basically, this study aims to indicate the mechanism of why these SM manage to grow continuously. The hint to finding the answer in these SM is hidden in“Highly Sticky Information (HSI)”, which is the precious information attached to these employees working in Meal Solution Space refined as “Cooking Support Corner (CSC)”. This HSI is only the source of a competitive power. In Management and Marketing study, I believe the Market Orientation (MO) and CCV is strongly related. To note, inside the company function is MO, and outside relation of the company and the consumer is defined as CCV (See Figure 1). The existing studies in this study are summarized into five directions; “Theory of Sticky Information (TSI), Service-Dominant Logic (SDL), Service-Logic (SL), CCV, and MO”. First, TSI by v. Hippel (1994) and Ogawa S. (1998) were advocated. This theory explains that the HSI is attached to people, and it is the precious information (e.g., Consumers’ needs, insights, and dissatisfaction experience in retailing) and its transfer cost is expensive. Therefore, the company must find a way to collect this precious information in low cost and smoothly absorb such information effectively in their company. In order to do so, the company needs to have a place to communicate with their customer. This lead to the incremental innovation of interactive community space within SM. Secondly, the SDL by S.L. Vargo and R.F. Lusch (2004), and the SL by C.Grönroos, (2006) were advocated. Their concept is basically common understanding of“Consumer 1)shinya.nakami182367@gmail.com Creates Context Value.”However, SDL tends to centralize the concept from the point of the goods more so compared to SL, ; SDL is based on 4Ps marketing in the U.S., whereas the SL is based on the relationship marketing and service marketing in North Europe. Third, the CCV by C.K. Prahalad & V. Ramaswamy (2004) and Muramatsu,J. (2015, 2016) were advocated. Their concept is related to the SDL and the SL. In short, their concept explains that the Value communicates and interacts with consumers and employees in the communication space (Real-Store or Virtual), then, the consumers may need to explain a bit, and finally they create the context value. This stream is the “CCV in Marketing.”And it is important that“Consumers Create Customer Experience”.Nowadays, as many may have already recognized, the CCV is closely related to “Omni-channel”phenomenon. At last, MO by K. Kohli & B.J. Jaworski (1990) and J.C. Narver & S.F. Slater (1990) were advocated. Their concept is constructed roughly in three processes. First step is to collect the customers’ needs and insights. Second step is to sharing such resource within the company. Third step is a feedback, which allows improvements and the production of goods and service to the customers. MO shows how the company understands and work with the customers’ viewpoint. In summary, TSI, SDL, SL, CCV and MO are closely linked with the concept of “Customer Satisfaction and Engagement Orientation by V. Kumar (2016)”in service marketing. And this study is very unique to connecting CCV and MO based upon“TSI”in Japanese CCV typed SM, using not only quantitative, but also in qualitative survey. Next, the purpose of this study is to analyzed the relationship between Performance and “CCV and MO” with awareness of HSI, which is attached to the employees working in Meal Solution Corner of CCV typed Supermarkets, and to make a theoretical framework. The main SM reference is Yaoko in Saitama prefecture and Hallo-day Co. in Fukuoka prefecture, Japan. They both hold two unique and strong points. First, they have a clear cooperate policy. Another is that they have established a clear business positioning. In their interviews, the head representatives from both SM stated that, the most important key for the SM is to be loved by their customers, and to be trusted. Also, my hypothesis was that because the two SM companies had the strong character of CCV orientation, they can continue on with the incremental innovation. The reason why is that, they had 5 elements from customers’ viewpoint, “Koten-keiei” based on Chain Operation, CCV Orientation, Hypothetical Culture, Learning Organization, and Cross-Functional Organization (Nakami 2015, 2016). With 5 such key elements, they manage to increase the sales and profit for over 20 years. In Retailing, store has two meanings. One is a space for selling goods, the other is that it is a “community space” for the residents in each region. Nowadays, the latter role seems to be especially important for strategy in differentiating with Virtual-retailer versus Real- retailer. The two SM companies, Yaoko and Hallo-day, have interactive communication space called “CSC”at the store. The employees as house-wife is working in CSC (Often times, the employees are also relatable to consumers as they themselves are housewife working part time.). By communication of employees and customers in CSC learns about customers’ needs, insights, and possible dissatisfaction in service and even some resource issues within the consumer’s family. These precious information are the most precious and important resources for the retailers. Therefore, CSC is positioned as the information center between the store and the Headquarter. But the average SM has not recognized this importance. They have recognized CSC simply as a Sample Tasting Corner. This is a big mistake. They see the place as similar to eat-in-corner. CSC is the space of “Solving Problem”in the customers based on Job theory by C.M. Christensen (2016). In this study, there is one more important viewpoint, which is known as MO. This concept was proposed by Kohli & Jaworski (1990) and Narver & Slatter (1990). This study is based on the concept of MO in the action viewpoint by Kohli & Jaworski, where the employees working in CSC has the HSI from the customers and share this with the store amongst different departments along with the headquarter, and to propose the counter action to the customers. If the retailing has understood this concept, they would be able to produce incremental innovation. The research question of this study as mentioned in prior, has two unique points. One is to why this study analyzes the importance between performance and HSI, CCV and MO both the consumer’s side and Company’s side. In short, one of the character is how the consumer reputes the CSC with HSI. Second is to how the middle management (GM and manager) working in Yaoko and Hallo-day’s headquarter and the management (shop manager and the chief in each department) in the store repute the CSC, and to what degree do they hold the ability of MO (See Figure 2). There are two analysis approaches in this study. First, Regression Analysis approaches the store-loyalty-focuse of CSC from consumers’ side. Second is Covariance Structure Analysis, which is similar to Sakagawa’s where after the factor analysis of MO and CCV ability in both Headquarter and Store management workers within he company side. The summary of this study is as follows. The consumers see the CSC as the space to gain further and deeper knowledge of goods and a place of communal gathering and interactive space, with mind also placing in hopes that they can provide awareness to the workers in regards to their dissatisfaction in service or further requests and demands in service. On the other hand, the management layers in headquarter reminds CSC as the space of cross MD and the space to execute MO”. The store manager is almost same similar to the management layers in headquarter. However, the difference in view of the two may seem the only true difference is MD Standardization. The reason why is that a manual is needed to establish MO within a store. This CCV typed study result seems to be similar to the study result of Sakagawa’s Chain Store Model in Japan (2016) that MD Standardization is important to execute MO in Retailing especially. In present, this study is continuing to build up the research framework compared between Chain Store Model in Japanese SM by Sakagawa Y. (2016) and CCV Model, and whether there is a CSC in store or non-cooperating supported Hallo-day SM quantitatively. At the GMC2018, I plan to deliver the report of analyzed result and the research framework. Finally, these findings of quantitative and qualitative study will be useful and beneficial towards the study of innovation process in the retailing, both consumers’ and companys’ viewpoint. Perhaps, HSI will be more effective to create CCV and MO in Retailing as the platform between the consumers and retailers continues to seek for enhancement in high quality and demand. Also, this study will be extended to Omni-channel study to make Customer Experience in Real store and Virtual (Customer Touch-point).

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), 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 a comparison of Korean and Japanese exporters. Most empirical research about product strategy and innovation capability has been conducted in Western-based context. This means that managers operating in non-Western business environments have only Western-based empirical evidence to help them develop strategies for managing levels of market orientation in their international businesses. However, non-Western business cultures may be different from those found in Western firms, and therefore generalizing studies of exporting behavior from Western to non-Western business contexts may be misleading. Indeed, it is noted that there is a need for more studies into the transferability of Western research to the Asian business setting (Ambler, Styles, & Xiucun, 1999). Thus, in order to fill this imbalance, the purpose of this study is to attempt to investigate product strategy and innovation capability of Korean and Japanese firms in international markets. Conceptual background 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). 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 haveshown 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. Hypotheses 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). In addition, with a cost leadership strategy, firms focus on reducing costs through operational efficiency. 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. On the other hand, 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). 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. Firms that position their products in a manner that co-aligns with their “home country competitive advantages” will, on average, tend to perform better than those that do not. The impact of home-country advantages is lessening over time as firms develop firm-specific global core competencies to replace home-country advantages. The corporate climate in Japanese firms is characterized by worker participation and long term employment. These factors not only tend to increase costs, but also may have a positive effect on product quality through better employee motivation and more knowledgeable workers. Japanese firms have the highest labor and taxation costs and a demand base that is more quality than price sensitive. This creates a home-country environment that favors higher quality. Therefore, Japanese firms most easily achieved a strategic fit with their home country business environment by pursuing a differentiation strategy. On the other hand, Korean firms tend to focus innovation on small, incremental improvements in process and product development, exploiting experience effects. Over time, this focus results in higher quality for Korean products and lower costs, thus creating the potential for Korean firms to use a cost leadership strategy. Moreover, Korea’s capital markets (which offer inexpensive capital below short-term market rates), a demand base that is price sensitive, and the Korean corporate culture’s emphasis on low prices all contribute to an environment favoring lower cost and lower price strategy. Hypothesis 1: Cost leadership strategy pursued by Korean firms is positively associated with export performance, compared to Japanese firms. Hypothesis 2: Differentiation strategy pursued by Japanese firms is positively associated with export performance, compared to Korean firms. 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). 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 3: Exploitative innovation capability moderates the relationship between cost leadership strategy and export performance positively. Hypothesis 4: Exploratory innovation capability moderates the relationship between differentiation strategy and export performance positively. Results This study conducted survey data from Korean and Japanese exporters, regarding to product strategy, innovation capability, and export performance. 223 usable questionnaires were obtained in Korea, and 124 usable questionnaires were obtained in Japan. With regard to number of years of international experience, international experience averaged 15 (S.D. = 23.54) for Korean samples and 37.95 (S.D. = 21.90) for Japanese samples. In addition, export intensity by total sales over exporting sales averaged 15 (S.D. = 23.54) for Korean samples and 36.91 (S.D. = 26.15) for Japanese samples. Using survey data from Korean and Japanese exporters, the findings indicate that cost leadership strategy enhance export performance for Korean firms. On the other hand, for Japanese firms, differentiation strategy is more related on export performance positively. Moreover, exploitative innovation capability strengthens the relationship between cost leadership strategy and export performance, while exploratory innovation capability enhances the link between differentiation strategy and export performance for both Korean and Japanese firms. 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. Furthermore, this study found that different effects of product strategies on export performance in line with home country competitive advantages. Understanding the nature of marketing strategies employed by Korean and Japanese firms as well as its different effects may provide a useful reference point for exporters from other emerging countries in Asia. 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.

Introduction This study examines acceptance effect of successful advertising public-relations campaign strategy in 4th industry innovation on students in dept. of advertising public relations. And this paper tries to analyze how university students feel and perceive acceptance effect of concept of successful advertising public-relations campaign strategy in 4th industry innovation and how the types are classified. Examining opinions of concept of successful advertising public-relations campaign strategy in 4th industry innovation on university students is an important direction for research at the level of multiple discussion in which we can look at it from the center of social and cultural issues, and meaningful for the development of the related researches in the future. This paper purposes to examine the characteristics and the subsequent implication of acceptance type of acceptance effect about concept of successful advertising public-relations campaign strategy in 4th industry innovation on university students' self-consciousness and to suggest subsequent use value. Theoretical Development This study is to examine the types of university students who perceive acceptance effect of successful advertising public-relations campaign strategy in 4th industry innovation. In addition, until now, the interests and researches of the related societies are most actively in progress however there is hardly analysis on the acceptance types of acceptance effect of successful advertising public-relations campaign strategy in 4th industry innovation on university students' self-consciousness found. So this study tries to discover a type of acceptance in which university students themselves define and structuralize acceptance effect of successful advertising public-relations campaign strategy in 4th industry innovation through Q-methodology approach. Research Design In this study, Q-methodology will be applied to the sorting of statement cards to determine students’ reception type derived from the effect of a behaviors. As a source for statement cards, a Q-concourse was developed based on newspaper articles, specifically Korean articles on acceptance effect of successful advertising public-relations campaign strategy in 4th industry innovation related political items, advertisements, and interviews; from this data a Q-statement was written and a P-sample selected. Following this, sorting was done to determine the Q-sort, which was then analyzed using a PC QUANL program(for Dos). The Q-sample for this research is composed from the statements of acceptance effect of successful advertising public-relations campaign strategy in 4th industry innovation, in order to document their subjective opinions and values. At first, 34 Q-population (concourse) was selected based on the media related literature review described above, and interviews targeting the general public. As the next step representative statements were chosen randomly and reduced in number to a final 16 statement samples for the purposes of this study. These statements include all opinion values and were written to have positive, neutral, and negative balance. Since Q-methodology deals with intraindividual differences rather than inter-individual differences, it is not influenced by the number of the P-sample. In addition, since the methodology of a Q-study does not infer the characteristics of the population sample from the sample, selecting of the P-sample is likewise not governed probabilistic sampling methods. Finally, in this research, 34 people were selected as the P-sample. Result and Conclusion In order to see the subjectivity types of the university students' participation in acceptance effect of successful advertising public-relations campaign strategy in 4th industry innovation, Q-factor analysis was conducted and three factors were found. As the result of the using QUANL program, 12 students were in type 1, 12 students were in type 2, and 10 students were in type 3. Here, the number of students are meaningless and these three types explains about 40(0.4011)% of total variance. Since the people whose factor weight is higher than 1.0 is 6, 4, and 2 for each group, we can say that type 1 is the biggest factor. In addition, the representative Eigen values are 5.4079, 4.6256, 3.6039 each. The study used Q methodologies in order to observe the subjective propensity of the university students about successful advertising public-relations campaign strategy in 4th industry innovation. At 3 types of analyzed results, it’s not unfamiliar concepts compared to the past, the most of respondents shown the various opinions as a matter of the expanding and understanding successful advertising public-relations campaign strategy in 4th industry innovation of university students.

Introduction The study chooses smartphone applications which have update experience as the study case to analysis if it will cause customer attrition. Application updates aims to make up the bugs which may cause bad effects on using, while in fact, most changes will be resisted by customers. We adapt three elements to collect data about the attitude of customers toward applications update, the conclusion illustrates, customers will resist changes in some conditions and cause customers attrition. Therefore, application developers should focus on the personal emotional reaction and cognitive evolution as well as predict what may influence the customers normal use after the applications update to make correct update decisions. In order to define the relationship between variable and result., we take smartphone application which had experienced update as examples and choose fsQCA as the methodology to analysis. Literature Review Resistance to change is a psychological process, Brehm（1966）claims customers resist to change origins from their believe that they have rights to control free, when this rights be challenged, this resistance behavior will happen due to they want to protect their own rights. Some scholars distinguished the concept of resistance to change: when receptors in the low involvement or limited cognize, their resistance behaviors is likely to be considered as the passive resistance; otherwise, the behaviors would be recognized as active resistance (Nabih,1997). Bagozz and Lee（1999) think that functional barrier is an important factors which influence the degree of innovation receptance, when customers think products after update cannot meet their function needs will cause resistance to change. Resistance always occur passively, bemuse of the disturb of the former habits of using (Ram &Sheth 1989), and former studies also indicate that prejudice towards changes is one of significant factors. Because changes are uncertainty, Fiske and Taylor（1991）claims that uncertainty can make people hate changes and Whitson and Galinsky（2008）consider aversion will be the strong driver of resistance to change to reduce uncertainty and risk. In terms of a company, the cost of maintaining a old customer is much lower than these of develop a new user, Actually, customer attrition is response of entrepreneur revenue and the vital section in development of companies. The famous american honesty management scholar Frederic Reichheld’s research indicates that when the extension of the commercial relationship of entrepreneur and customers, companies can acquire fatter profit through the relationship. Conclusions This study chooses fsQCA as methodology to define the relationship between resistance to change and customer attrition instead of using structural equation modeling. Sometimes, even customers have right cognitive evolution towards changes, when they find their efficiency be influenced by it, they also resist to change; while adverse emotional reaction also has an adverse effect on customer retention though they build positive cognitive evolution about changes. there is a remain circumstance of lossing of customers that when customers hate changes and they find their efficiency be influenced by update, the honesty of this product will also decrease. This three condition all contribute to customers attrition which should be paid more attention by companies.

본 연구는 혁신주체 간 협력이 기술혁신 성과에 미치는 영향을 알아보기 위해 사회네트워크분석 및 분산분석 그리고 회귀분석을 실시하였다. 2009년부터 2012년까지 한국 특허청의 공동 출원인 자료를 토대로 네트워크 구조 변수 및 특성 변수를 도출하였다. 이를 통해 전체 네트워크의 구조적 유형, 혁신주체 별 역할 그리고 혁신 성과에 영향을 미치는 네트워크 특성 변수가 무엇인지를 실증 분석하였다. 분석결과를 요약하면 다음과 같다. 첫째, 특허 공동출원 인 네트워크는 비교적 소규모 그룹들이 산재해 있는 분산집중형 좁은세상 네트워크 구조이며 혁신주체들이 비교적 느슨하게 연결되어 있었다. 둘째, 특허 공동출원인 네트워크에서 가장 중심적인 역할을 하는 것은 대학교로 밝혀졌으나 협력 파트너의 다양성은 모든 혁신주체가 비슷하였다. 셋째, 익숙한 몇몇 협력 파트너로부터 얻는 신속하고 정확성이 높은 지식이 다양한 분야의 협력 파트너로부터 얻는 생소한 지식보다 성과를 창출하는 데에 보다 긍정적이었다.

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.

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.

프라이버시 콘텐츠를 활용한 서비스가 일상이 되어버렸고, 기술은 더 더욱 진화되며 부지불식간에 개인의 사생활을 엿보고 있다. 하지만 이러 한 기술이나 서비스를 법이나 제도로 막는다는 것 자체가 어불성설(語不 成說)이다. 그렇다고 우리가 역사적으로 많은 투쟁과 희생을 통해 얻은 프라이버시권을 포기할 수 없으며 절대로 포기되어져서도 안 된다. 이러 한 문제의식을 바탕으로 본 고에서는 사인이 가지는 프라이버시권와 공 권력의 정당화요소로서 공익, 그리고 영업의 자유와의 갈등·충돌관계를 분석하고 그 조화방안을 모색해 보고자 하였다. 그간 이러한 갈등과 충 돌을 해결하고자 하는 공권력의 설계가 헌법상의 기본 원칙하에 이루어 지기 보다는 단편적·선제적 방식이 잦았다. 따라서 여러 차례 공권력 발동의 근거가 되는 규제실패를 격어야 했으며 그러한 결과는 의도하지 못한 부작용만 초래하면서 관련 산업에 타격을 주고, 공권력에 대한 국 민적 공감대를 상실시켰다. 뿐만 아니라 이러한 공권력 행사는 국내사업 자에 한정되는 반쪽짜리 공권력으로 전락하여 결국 불평등 집행으로 인 해 자국민의 사기저하를 불러일으키며 국가에 대한 신뢰도를 약화시키는 결과만 초래하였다. 공권력은 공익이라는 가치를 법치주의에 의해 구현 함으로서 정당화된다. 뿐만 아니라 그러한 공익가치의 실현을 위한 공권 력 행사의 내용은 반드시 비례원칙을 준수하여야 한다. 따라서 이러한 충돌을 해결하는 기본원리로서 본 논문을 다음을 제안하였다. 공익과 사 익간의 갈등에 대하여는 비례원칙이 적용되어야 하며, 사익간의 갈등에 대하여는 사적자치의 원칙을 존중하되, 사인간의 기본권 충돌의 조정은 이익형량의 원칙과 규범조화적 해결원칙에 따라야 한다. 본 연구는 이러 한 원칙 하에서 카카오톡 감청사례 , 잊힐 권리 , 무인항공기 를 둘러싼 프라이버시와, 공익 그리고 영업의 자유의 충돌에 있어서 조화방안을 모 색해 보았다.

With the fast pace of technological change, the role of innovation on a firm’s survival has received increased scholarly attention. This study investigates the relationship between a firm’s strategic orientations, exploration and exploitation, on innovation activity. Also, the synergy effects of four types of innovation: product, process, marketing, and organizational innovation are examined with the consideration of the level of innovativeness and the firm’s industrial category. The OECD Oslo Manual (2005) and the standard of OECD (2011) classification are used as a main source to define four different types of innovation and the industry category into high-tech and low-tech. This study uses data from 856 firms taken from the Korea Innovation Survey (KIS) 2014 which is the Korean version of the Community Innovation Survey (CIS). Since most of the measures are composed of multiple items, their reliability and the underlying dimensions of each measure are tested by principal component analysis (PCA). Structural equation modeling (SEM) is then used to carry out a simultaneous test the relationships among the constructs. The moderating effects of marketing and organizational innovation are examined through multi group analysis. Results indicate that exploration and exploitation have positive impacts on the product innovation and process innovation respectively. Also, a new process encourages firms to develop radical product innovation. In case of the moderating effect of marketing and organizatioanl innovation, there are some differences between high-tech and low-tech industry. For high-tech firms, the positive relationship between a new product and firm performance is increased with the introduction of marketing innovation. In case of low-tech firms, process innovation has direct and positive impacts on a firm’s performance with organizational innovation. The findings show that the synergy effect of innovation exists and its significance could be changed depending on an industrial category.

In 2013, Chinese President Xi Jinping put forward to build “Silk Road Economic Belt”and "21st Century Maritime Silk Road”(One Belt One Road). “One Belt One Road” would also directly contribute to the continues growth of China's FDI. FDI is one of the key issues in the process of economic development all around the world. With the rapid development of China-Korea economic, the FDI between Korea and China is particularly attracting extensive attention. In this paper, by using South Korea to China's FDI as a carrier, the determinants of FDI from South Korea to China has been studies under conditions of both practical evidences and experience. In the aspect of practical evidence, green data KTL is introduced timely along with the use of PANELDATA data, which is the product with the development of global green economy, knowledge and technological innovation has been imported to econometric model as determinants. On the other hand, the FDI from China to Korea has been analyzed while with its successful experience. Results shows that GDP (market and the scale of economies), TIEC (Industrial clusters and regional attraction), WAGE (cost and factors), KTL (knowledge innovation and technology) are the determinants of South Korea to China's FDI. Selecting the target stage by stage, implementation of the Chinese localization, taking resource-oriented and making reasonable choice of business focus, concentrating its attention to technology innovation and patent protection is South Korea's successful experience to outward FDI.

본 연구는 우리나라의 대표적인 혁신클러스터인 대덕연구개발특구를 대상으로 혁신클러스터의 성장에 미치는 영향요인을 제도적⋅물리적⋅사회적 구성요인으로 구분하여 고찰한 사례연구이다. 특히 이들 구성요인은 지난 15년간 대덕연구개발특구의 변화와 발전을 통해 성장에 영향 을 미쳐왔으며, 향후에도 지속적 발전에 중요한 영향요인이 될 것이다. 이러한 측면에서 본 연구는 보완적으로 대덕특구의 혁신활동에 있어서의 혁신주체들의 위상 변화 및 환경, 제도 ⋅정책변화 등을 제도적⋅물리적⋅사회적 구성요인 측면에서 다각적으로 살펴보았다. 또한 도출된 대덕특구의 성장에 영향을 미치는 구성요인에 대해 AHP분석 방법을 통해 내부 혁신 주체들이 인식하는 중요도를 측정하였다. 본 연구는 대덕특구를 대상으로 장기적인 관점에서 혁신클러스터의 성장에 영향을 미치는 구성요소들을 제시하고 그 중요도를 도출함으로써 지역혁신 및 혁신클러스터 정책적 시사점 을 제공한다.

본 연구는 각각의 혁신역량 요소가 기업의 혁신방법 선택에 미치는 영향을 EU 국가와 비교함으로써 국내 제조기업의 기술수준을 파악하고, 최신 자료를 통해 그 변화를 살 펴 혁신역량 제고를 위한 정책적 시사점을 도출하고자 한다. 이를 위해 유사한 데이터와 모 형으로 분석하였으며 그 결과, 2005년 한국은 대략 EU의 부진국가와 중간국가 사이에 위치 하며, 2014년에는 혁신비용지출에 따른 연구개발비 비중의 증가, 내부혁신활동 수행, 고기술 업종의 연구개발 선택 등 혁신역량이 일부 개선된 모습을 보였다. 따라서 혁신역량제고를 위 해서는 기업의 혁신비용지출에 대한 지원과 고기술기업, 특허출원 및 산학연 협력을 실시하 는 기업을 위한 제도적 보완이 필요할 것으로 보인다.

에너지자원의 안정적인 확보는 국가발전을 위한 가장 중요한 요소 중 하나이다. 본 연구는 혁신시스템 관점에서 우리나라의 에너지관련 정책결정시스템을 분석하고 그 문제점을 도출하였다. 혁신시스템의 구성요소 중 혁신주체 측면에서는 에너지의 안정적인 수송을 위한 전략적인 강화방안이 미흡하다는 한계를 가지고 있었으며, 연계측면에서는 국방영역을 제외한 혁신주체들 간의 연계는 비교적 양호하였으나 안보적 관점에서 중요한 역할을 담당하는 국방영역과 타 혁신주체들 간의 연계는 미흡한 것으로 분석되었다. 하부구조 측면에서는 에너지안보 관점에서 국방영역의 하부구조인 전력건설 논의가 미흡한 것으로 나타났으며, 마지막으로 제도적 측면에서는 에너지안보에 관한 국방영역의 역할에 대한 제도적 정립이 미흡하여 향후 국가 에너지안보와 관련된 거버넌스에서 국방영역의 참여가 제도적으로 명시될 필요가 있는 것으로 분석되었다.

Recently, companies and organizations are becoming increasingly dependent on external resources to keep their competitive advantages under the turbulence of global business environmental changes. Therefore, they focus on the paradigm ‘Open Innovation (OI)’ which is reported as a convincing strategy to improve competitive advantage in terms of budget and time-to-market. The management of Incheon International Airport Corporation (IIAC) also considers the introduction of Open Innovation not only to adapt the business environmental changes but also to be devoted its social role as a public corporation. In this paper, we describe how we derived the promotion tasks for the introduction of OI and prioritized the tasks, performing our research on the IIAC Open Innovation. For these purposes, this research conducted the following three steps; the first stage for the analysis of current situation on the IIAC Open Innovation, the second stage for the elicitation of promotion tasks, and the last stage for the prioritization of the promotion tasks. In the first stage, critical success factors (CSFs) for open innovation introduction were derived from different research papers and case studies. In the following stage, promotion tasks were elicited from the IIAC based on the CSFs. In the last stage, the promotion tasks were evaluated on the base of criteria by using Analytic Hierarchy Process (AHP). And then the promotion tasks were grouped by the result of the evaluation. In this case, thirteen promotion tasks were derived for open innovation, ten promotion tasks except three inevitable promotion tasks were evaluated, and then they were grouped into four categories based on the importance-possibility analysis.

This study analyzes the business performance of research and development(R&D) and especially studies the effect of technology management activity and technology innovation competency on commercialization performance. According to previous studies, the technology management activity can be composed of technological innovativeness, analysis of market, R&D method, and appropriateness for commercialization plan. Also, the technology innovation can be divided into patent, R&D manpower, R&D investment ratio, production capability, and marketing capability. On the result of the analysis, all the components of technology management activity are positively related with commercialization performance. In case of technology innovation competency, however, only production and marketing capabilities have influence on the business performance. Especially, marketing capability controls the effect of technology management activities on the commercialization performance. Consequently, technology management is very important activity for SMEs to succeed commercialization and SMEs should collaborate with production and marketing departments from the early stage of R&D.