More people travel oversea as the economic size of Korea is getting larger and more new jobs are requested to be created by the society. To respond to these trend and request, Incheon International Airport Corporation (IIAC) is about to expand its processing capability with a new terminal; 54 million passengers to 72 million. IIAC is also introducing new strategies such as open innovation (OI) and creating shared value (CSV). With these changes, IIAC faces new challenges of restructuring its business and organization with new ideas. Most organizations including IIAC are becoming more dependent on external resources to keep their competitive advantages under the turbulence of global business environmental changes. Therefore, they focus on the OI paradigm which is reported as a convincing strategy to improve competitiveness in terms of budget and time-to-market. OI is to quickly react to the rapidly changing business environment and is adopted to support startup incubation. In the previous research with IIAC, three major tasks were defined; utilizing the IIAC brand power for external vendors, building a technology road-map, and introducing a collaboration support system. This paper deals with the collaboration system as proposed in the previous research. We focused on the collaboration process for startup incubation. Cases were studied; the K-startup model by the government, a university model to explore youth startups, and a R&D institute model to study professional startups. Based on the case studies, we defined an IIAC model and proposed issues to take care of. The model is distinguished from the other studied models since IIAC is a prospective customer of new technology.

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.

In Jeju Island, Korea, a demonstration complex for smart grid technology was established to demonstrate the efficiency and feasibility of five fields, such as ‘smart place’, ‘smart transportation’, ‘smart renewable’, ‘smart power grid’, and ‘smart electricity service’. The demonstration of the efficiency and feasibility of this technology ended in May 2013 and now the second stage projects are proceeding to expand the scope of the above fields. Also, Dae Kyung Engineering Co., Ltd., one of the professional engineering businesses in Jeju Island, is steadily expanding its green industry domain in the ‘smart renewable’ and ‘smart transportation’ fields by establishing consortiums with major companies. I would like to introduce how a small and local company’s passion for a ‘green’ technology led to establishing ‘green’ communities and inducing changes in the world through developing ‘green’ technologies. A case of ‘Gapado (Gapa Island)’ which is a small island belonging to Jeju Island is quite relevant example of this kind of change and experience. Gapado has become a green island and dreamt about making the world greener through the networks with other islands and local governments around the world. In the future, the International Green Island Forum Corporation will hold forums on environment and green technologies regularly and build networks with local governments at home and abroad and businesses which aim at supporting ‘green and carbon-free islands’. Through this, the forum will contribute to conserving islands’ unique ecology and culture and pursue development in island areas using new and renewable energy and realizing where no carbon is emitted. We are looking forward to seeing people all around the world who dream green islands, and eco cities join forces with us.