Innovation, not Imitation - PBworkssjbae.pbworks.com/w/file/fetch/96849432/Korean and...
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Innovation, not Imitation
Sung Joo Bae Associate Professor of Technology Management
A new era for innovation in Korea
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Recent Research Projects
■ Product Development/Evaluation/Use
"Different Routes to Metacognitive Judgments: The Role of Accuracy Motivation," (with S. Park) Journal of Consumer Psychology, 2014 “New Product Development with Facebook Fans: Idea Contest Experiment,” (with A. Oda and S. Park), under review, Journal of Engineering and Technology Management, 2014 “The Effects of Motivation to Control Consumption on Tariff Preferences for Vice versus Virtue Goods,” (with Y. Kim, D. Park, and S. Park), under review, Telecommunications Policy, 2013 “Buffering against Jolts: Resource Arrangements and Organizational Learning,” (with M. Rhee and D. Yang), under review, Journal of Management Studies, 2014 “Standing on the Shoulders of Giants: Art Marketing Effects on Consumer Response, Brand Attitude, and Purchase Intention,” (with J. Ko and E. Ko), under review, Journal of Business Research, 2013 “Learning at the Boundary of the Firm: What Happens between Learning-by-Doing and Learning-by-Using” (with M. Rhee) “How does Product Innovation Enhance Firm Performance?: The Moderating Role of Process Innovation, Organizational Innovation and Marketing Innovation,” (with S. Oh and S. Han), Journal of Korea Technology Innovation Society, 2013 “Creativity in Groups Based on Problem-Solving Perspective: An Empirical Study,” (with K. Lee and S. Park) East and West Studies, 25(2), 2013 “Problem-Solving Process with the Users: An Exploratory Case Study in the Early-Stage Game Company,” (with A. Oda and S. Park) Yonsei Business Review. 50(1), 2013
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■ R&D Management/Policy
“Internalization of R&D Outsourcing: An Empirical Study,” (with S. Han) International Journal of Production Economics, 2014 "Evaluation and Arrangement: The Role of Government in R&D Consortia Formation," (with J. Kim and J. Yang), Technological Forecasting and Social Change, 2014 “The Role of Diversity in Internalization of R&D Outsourcing: An Empirical Study" (with S. Han) “Categorization of R&D Collaboration Based on Problem-Solving Perspective and its Implication,” (with Y. Ko) Korean Journal of Production and Operations Management, 24(2), 2013
■ Organizational Learning / New Media “Optimizing the Effectiveness of Online Banner Ads: How Repeated and Spaced Exposures Affect Message Recall,” (with J. Lee, D. Briley, J. Oh, and S. Park), ready for submission, Journal of Advertising Research, 2014 “The Expansion of User Forums: Longitudinal Social Network Analysis of the Growth of User Forums” (with M. Rhee) “The Effect of Self-Presentation on SNS to Interpersonal Relation and Intention to Use,” (with E. Ma and S. Han) Knowledge Management Research, 14(2), 2013
Recent Research Projects
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Current status of South Korea
Korea, No. 1 in global market share in 143 products
143
2008 2009 2010 2011 2012
131
119 121 113
Source : Korea Ministry of Trade, Industry and Energy(2013)
Smartphone 30.2% (Samsung Elec.)
Flat Panel TV 27.7%
(Samsung Elec.)
D-RAM 41% (Samsung Elec.)
Liquid Crystal Panel 24.6% (LG Display)
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Current status of South Korea
Source : Bloomberg(2011)
Operating
Profit (2009.7~2009.9)
Samsung reached the largest sales in the world for all of digital products market
Aggregate value
of listed stocks
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Current status of South Korea
Source : Bloomberg(2011)
Name Sales (Bil.
USD) Variation(%)
Operation Profit
(Bil. USD)
Ratio of profit
(Bil. USD)
Toyota 122 -13 11.8 9.6
GM 76 1 2.7 3.6
Volkswagen 76 1 4.4 5.9
Ford 73.9 12 4.7 6.4
Hyundai & KIA
60.3 4 5.4 8.9
Honda 56.3 -7 3.2 5.8
Nissan 51.5 -11 2.8 5.5
Daimler 42.9 -3 - -
BMW 28.5 -4 3.2 11.1
PSA 21.3 -6 -0.27 -0.1
Hyundai and Kia is global top 5 in 2013 1st half(Sales)
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Current status of South Korea
Desalination No.1 in the world
- Produce water that can supply
2.2 mil. population a day
Global companies in Korea
Biosimilar: biologic medical products whose active drug substance is made by a living organism or derived from a living organism
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Current status of South Korea
Korea Aerospace Industries, Ltd
South Korea Launches Rocket in
Space - Naro Rocket(KSLV-I) -
Aerospace in Korea
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Imitation to Innovation
Model of Technology Development between 1960 and 1990
Technologically advanced countries
Rate of Innovation
Product Innovation Process Innovation
Time
Fluid (Emergence) Transition (Consolidation) Specific (Maturity)
Technology Transfer Technology Transfer Technology Transfer
Acquisition
Acquisition
Assimilation
Assimilation
Improvement
Improvement
Generation
Time
Catching-up countries
Technological Capability
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New Era of Innovation in Korea (2010 ~)
Building the capability for a new era of innovation
Cultural Development Creative Minds
Social Atmosphere
Innovation
Aesthetic Design
Technology
Entrepreneurship
Research & Development
Organizational Culture
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Culture Development
Global views of K-pop videos on You Tube(2011)
Source : Reorganized based on “Youtube video clicks for K-pop reach 2.3 billion from 235 countries “The JoongAng Ilbo, 2012.1.2”
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Culture Development
Success factor behind K-pop : Cultural Diamond Model
Distribution Method
Creators
Contents
Consumers
Active use of
Social media
Tech-savvy and
active fan base
Triple combination of vocal and
dance skills and attractive looks.
Systemized production
- Casting & training (5y)
- Globalized sourcing
Well-planned promotion
- Cooperation with local partners
Source : CEO Information, No. 841, February 15, 2012, published by the Samsung Economic Research Institute
Girls’ Generation’s song “Genie” (Sowoneul malhaebwa) was composed by Design Group from Europe with lyrics and arrangement by Yu Yeong-jin in Korea, and choreography by Rino Nakasone Razalan, a Japanese-American.
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Culture Development
Commercial application of K-pop
1) Production Inducement Effect of K-pop for other
industries
2) Industries expected to benefit from K-pop boom.
Source : CEO Information, No. 841, February 15, 2012, published by the Samsung Economic Research Institute
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Entrepreneurship
Various start-ups covering broad industries and social problems.
CEO of ‘add2paper’ Haena Jeon(25)
- The company’s employees are all
recent college graduates.
CEO of social venture ‘delight’
Jeong Hyun Kim(27)
-The company produces ‘hearing aid’
-Awarded for ‘Beloved Korean Company’
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Organization culture
Case 1
Flexible
Organization
Organization structure can be very flexible due to the project-
oriented approach
Free
Communication
Discuss and exchange ideas via Kakao Azit which is closed
community between employees
The horizontal structure is wide-spread in organization
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New Era of Innovation in Korea (2010 ~)
Interaction of different aspects of innovation
Cultural Development Creative Minds
Social Atmosphere
Innovation
Aesthetic Design
Technology
Entrepreneurship
Research & Development
Organizational Culture
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Organization culture
Remove the position(rank)
Staff Assistant Manager
Manager Deputy
Manager General Manager
General Manager
Manager
Open Idea Contest
Using idea contest, some business units are established
Case 2
Increasing the horizontal structure in organization
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Product design
Hyundai’s strategies to accelerate design innovation
“Hyundai was a fast follower, now we are becoming a leader in the industry,”
Source : http://www.smartplanet.com/blog/design-architecture/how-hyundais-design-strategy-has-paid-off/6168
Promote “Quality” among managers
Hold monthly meetings “relentless about quality”
Use consistent design language across its product range
Use top-down management structure – quicker decision making on design
Learn from competitor
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Product design
Hyundai’s Design strategy
“IDEA festival” – internal contest for the future design.
-Enhance and expand the R&D staff’s creativity
-Discover fresh ideas for future mobility
Source : Hyundai Motor’s New Thinking for Future Mobility
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Product design
The iF Design Award 2013 in Munich, Germany awarded Samsung Electronics a grand total
of 39 awards, including 2 iF Gold Awards
- iF Gold Award Products - CLP-415 and CLX-4195 Color Printer Series & twin tub washing machine
Twin tub washing machine – designed for Southeast Asian users
Source :http://global.samsungtomorrow.com/?p=23236#sthash.XuQx4E4p.dpuf
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Recent Changes in Korea
• Development Focus Engineering oriented Design Oriented Integrated Thinking
• Product Focus Function Aesthetics (Form)
Concepts (e.g. eco-), Balance between form & function
• Product Strategy Single product Product groups Platform (ecosystem)
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Design
Function
Form
User Use Environment
Friction
Concept
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Definition?
• Design vs. Engineering
• Industrial Design vs. Design Engineering
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Definition?
• Industrial Design (ID) is an applied art whereby the aesthetics and usability of products may be improved. Design aspects specified by the industrial designer may include the overall shape of the object, the location of details with respect to one another, colors, texture, sounds, and aspects concerning the use of the product ergonomics. Design Engineering (DE) is a discipline that creates and transforms ideas and concepts into a product definition that satisfies customer requirements.
Source: Wikipedia
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Distinction Symbolic Goods
Material Goods
Expression
(or meaning)
Form Function
Art Engineering Industrial Design
(Interior+Exterior) Styling
Crafting
Graphic Design Fashion
Ergonomics Engineering Design Component Design
Source: Design Inspired Innovation
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Switch focus from function to form: Samsung Electronics
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How did Samsung work?
• Internal (Domestic) Market-base • Risk-taking Late-comer Strategy
– Large investment + Timely decision
• Brand-image revamping – Sponsoring Olympics + Large ad-campaign
• Focus on Execution (Quality manufacturing) – Long experience of OEM manufacturing
– Price, quality, customer satisfaction
• Radical organizational changes + Reorientation – The role of leadership
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How did Samsung work?
• Investment in R&D – Overseas Design and R&D Centers
• Design Oriented Product Development – Separate entity: Samsung Corporate Design Center (CDC) & Value
Innovation Program (VIP) Center
– More freedom + Strong culture
– Strong internal education system
• Innovative Design Lab (since 1996)
– Art Center College of Design, Pasadena
• Design Power Program (since 2003)
– High-level continuing education for in-house designers
– Strong external education system
• SADI since 1995
– Modeled after Parsons
• Design Membership Program (since 1993)
– Competitions (Internal & External)
– Global Design Centers (Milan, Shanghai, SF, London, Tokyo, LA)
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Design Oriented Product Development Design concept: “thin” and “glossy” in an organic design that made the TV seem to be of one piece – front, back and stand
VIP Center: Developed the product concept - Emotion and lifestyle - Room decoration - Picture & Sound etc. (functional)
Engineering Challenges 1. Slimmer, Glossy throughout 2. Speaker holes 3. High glossy finish Solution: • Reducing the size of printed circuit board • Integrated frame (speaker holes into the frame) • New injection molding technique
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Samsung’s Design
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Samsung’s Design
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Samsung’s Design
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Samsung’s Design
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Samsung’s Design
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Source: Businessweek
Samsung’s Design
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Product design
Collaboration with foreign designers
KIA motors - Peter Schreyer KIA motors – Christopher Chapman
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Product design
Collaboration with foreign designers
Samsung electronics – Chris Bangle Hyundai motors- Karim Rashid
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Design Oriented Product Development
Jochen Backs
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Bang & Olufsen’s Design Oriented Product Development Process
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Bang & Olufsen
75% from Designers
IDEAS
25% fill holes in catalog
2 or 3 ideas, model iterations
Concept
With Substance
Thesis
Antithesis
Thesis
Antithesis
Synthesis
More models, increasingly detailed & complete
Designer-driven No market researchy
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Integration of form and function in the organization
Function
Form
User
Use Environment
Friction
Concept
• Integration is like a seeding process - Seed it and let it grow - Rather than design and implement the perfect system
• Seed What? - Leadership - Principles & structure - Incentive system (rewards) - Culture & consensus (people)
• Integrate Early in the Process
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Deep Structure of the Organization
Leadership
Formal Structure/Process
Incentives/Political Structure
Culture/Mental Models
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What can be done? • Lead:
– Develop a clear strategy, generate energy: communicate the strategy, allocate resources
– Low key: Create the stage upon which NPD team leader can play the leading role
• Structure: – Explore transitional and intermediate forms, small units (team-
oriented), flat hierarchy, diversity in teams
• Incentive: – Explain “just what’s in it for me?” & Manage the balance between:
individual outcomes and team/firm outcomes
• Build: – Lay the foundations for a new culture, new expectations
– Simple rules (e.g. fail often to succeed sooner, stay focused & one conversation at a time, enlightened trail and error, child-like playfulness )
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Why Early in the Process? Development Funnels
(Wheelright and Clark, 1992)
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New Product Development Process
Planning Concept
Development System-level
Design Detail Design
Testing & Refinement
Production Ramp-up
1. Define the scope 2. Gather raw data from customers (interviews, focus groups, observation) 3. Interpret the raw data in terms of customer needs 4. Organize the needs into a hierarchy of primary, secondary, and tertiary needs 5. Establish the relative importance of the needs 6. Reflect on the results and the process
(Source: Ulrich & Eppinger)
Identify Customer
Needs
Establish Target
Specification
Generate Product Concepts
Select Product Concepts
Test Product Concepts
Set Final
Specification
Plan Downstream Development
Benchmark Competitive Products
Perform Economic Analysis
Build and Test Models and Prototypes
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Timing and Impact of Management Attention and Influence
(Wheelright and Clark, 1992)
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Types of Development Teams
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Lightweight (limited) vs. Heavyweight (extensive)
• Span of coordination responsibilities
• Duration of responsibilities
• Responsible for specs, cost, layout, components
• Working level contact with engineers
• Direct contact with customers
• Multidiscipline skills
• Role in conflict resolution
• Concept championing
• Engineering/marketing/manufacturing influence
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New Era of Innovation in Korea (2010 ~)
Interaction of different aspects of innovation
Cultural Development Creative Minds
Social Atmosphere
Innovation
Aesthetic Design
Technology
Entrepreneurship
Research & Development
Organizational Culture
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Technology Development and R&D
1963
45,016(6th)
1997 2011
12,810
4
4.03% (1th)
2.48%
0.25%
National R&D investment Ratio to GDP(%)
National R&D
Investment (Bil. USD)
Ratio to GDP(%)
USA(‘09) 401.6 2.90
Japan(‘10) 178.8 3.26
China(‘10) 104.3 1.77
Germany(‘10) 92.6 2.82
France(‘10) 57.8 2.25
Korea(‘11) 45.0 4.03
Source : OECD MSTI(2013)
Increasing the R&D investment and ratio of R&D to GDP
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The Role of Government in Korea
In developing countries, government and its research laboratories play an
important role in guiding the direction of technology development at national level.
4M/16M DRAM
1980’s
CDMA
In the early 1990
64M/256M DRAM
Private R&D
1990’s
Technology push
Expanding the market
Government Driven
1970’s
Increasing the private lab.
Engineering tech.
Private Investment
1980’s~90’s
40.4%('06)
World No.1 M/S
2000’s
MS10.2%('13)
World No. 1 M/s
2000’s ~
MS 37%('13)
2000’s
Shipbuilding
Semiconductor
Government Driven
In the later 1990
Government Driven World No. 1 M/s
Cellphone
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Government as a selection mechanism
In the case of national R&D of latecomer countries, government works as an
important selection force.
Government drives selection-variation mechanism, the reverse evolutionary
process that is the opposite direction of natural evolutionary process (variation-
selection-retention).
Kim, Bae and Yang (2014)
Innovation as a social evolutionary process
• Variation: Creation of a novel technical or institutional forms
• Selection: Occurs principally through competition among the alternative
novel forms
• Retention: Involves the forces that perpetuate and maintain certain
technical elements selected in the past
(Campbell, 1965; Van de Ven and Garud, 1994)
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• The selection force at the initiation of technology development is especially
prevalent in ‘latecomer countries’ such as Korea and Japan (Cho et al., 1988; Choi,
1986; Lee, 1988).
• Several benefits of selection force (Kim et al., 2014)
- time saving to develop technology at certain level.
- reduce competition and redundant investments in the market.
- reduce the failure from overlooking promising innovations.
57
Governmen
t
Government selection
ETRI (Government research lab)
Qualcomm
Standard
The role of government in developing country
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01. Introduction
Northrop case
• Development of retractable landing gear following the process of variation-
selection model of technical change (Vincenti, 1994).
• Interdependence matters – performance, weight, initial cost, reliability, and
maintenance
58
Trouser landing gear Wheel pants Retractable gear
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Disadvantages of Selection-Variation-Retention (SVR)
Two dimensions of variation-selection process
• Selection occurs in the market (Nelson and Winter, 1977 & 1982)
• Technology selection occurs through trial and error to find the best solution
(Vincenti, 1994)
59
When selection comes first…
• In market side, evaluation process is omitted
• In technology side, learning process is skipped with additional advantages
We concentrate on technology side, where artificial selection(National
Technology Road Map) by government occurs without variation procedure.
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Evaluation and Arrangement:
The Role of Government in R&D Consortia Formation
• Has to artificially create VSR process SVR
• Important technological breakthroughs from government-initiated R&D consortia
– HDTV by NHK, Japan (1990, Office of Technology Assessment)
– Development of VLSI in Japan (Sakakibara, 2001; Sakakibara & Cho, 2002)
– Development of CDMA in Korea
• Role of government studied so far – Funding
– Preventing opportunistic behaviors (Tripsas et al. 1995)
• Other potential roles:
– Evaluating and determining participants
– Arranging the structure
– Knowledge exchange arrangement
60
"Evaluation and Arrangement: The Role of Government in R&D Consortia Formation,"
(with J. Kim and J. Yang), Technological Forecasting and Social Change, 2014
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Timing of Evaluation
• Timing of evaluation matters (Levinthal and Posen, 2007)
– Early: May select out firms with long-term superiority (e.g., temporal
balancing between exploration-exploitation)
– Late: Less efficient (Not relevant in the R&D consortia context)
– Alternative: Continuous evaluation
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Inverse Pyramid
62
Upstream
Downstream
Organizing Arrangement
Mimicking VSR
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Inverse Pyramid
63
Upstream
Downstream
Organizing Arrangement
Pyramid
Mimicking VSR Inversed VSR = SVR
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R&D Consortium in US & Japan
64
• Activities pursed by a consortium
(adopted from Aldrich & Sasaki, 1995)
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Model of R&D consortium
• Collaborative innovation efforts of bounded individual entities
– Directional knowledge transmission
• Evaluated by a single (best, final) output
Modeling Platform: (Modified) Genetic Algorithms (Goldberg 2000; 2002)
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Pyramid vs. Inverse
0 2 4 6 8 10
5.0
5.5
6.0
6.5
7.0
7.5
8.0
8.5Continuous
Early
Ma
x P
erf
orm
an
ce
Generations
Random
0 2 4 6 8 10
5.0
5.5
6.0
6.5
7.0
7.5
8.0
8.5Continuous
Early
RandomMax P
erf
orm
an
ce
Generations
Pyramid Inverse Pyramid
m=10; G=N=10; P0=0.5; Average from 10,000 independent runs 66
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Summary of the Main Results
• Perf (Continuous) > Perf (Early)
• Interaction
• R&D consortia as an artificially created innovation ecology
– Open type R&D consortia is superior
Evaluation
Early Continuous
Arrangement
Pyramid 3 2
Inverse Pyramid 4 1
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Attraction & Engagement:
Dual Mechanism in National Collaborative R&D Projects
Research model
68
Attraction & Engagement: Dual Mechanism in National Collaborative R&D Projects (with
Hyeonsuh Lee), Accepted at Academy of Management Annual Meeting 2015, Vancouver,
Canada
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Methods
Data
- Project-level data from ‘The survey and Analysis on National R&D Programs’
- 5,428 National R&D projects in year 2008 (total 22,223 patents generated).
Variables and Measures
Variables Measurement
Leadership of government
research laboratory
Government research leads the national R&D project
Selection force of
government
Projects belong to National Technology Road Map assigned by government
University and industry
involvement
Form of collaboration whether each entity(firm and university) involves
Distribution of effort Distribution of patentee among patents in each project
Industry funding Industry funding / total fund
Project performance Number of domestic patent applications in 2008
• Control variable
- Technology characteristics : Technology life cycle, Technology category (T6), Stage of
development
- Project characteristics : Duration, Social and Economic objective, Total fund, Number of
researchers 69
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Results
Descriptive analysis – National R&D in Korea
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Results
Descriptive analysis – National R&D in Korea
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Results
Descriptive analysis – Project characteristics based on project leadership
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Results
Descriptive analysis – Project characteristics based on project leadership
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Results
Descriptive analysis – Project characteristics based on project leadership
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Results
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Results
Summary of results
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Discussion
• Theoretical implication
- In the perspective of technology evolution, selection force of technology development
at initial stage can be effective in the attraction period.
- Industry effect also kicks in at the later stage of engaging other entities.
- In this dual mechanism, government research laboratory works as a mechanism of
engaging rather than that of signaling for attraction.
• Implications for technology policy.
1) In latecomer countries, the force of government in selecting technology to be
developed is persistently effective .
2) In order to accelerate involvement of various entities, use of the selection force of
government is preferable.
3) Government can take advantage of government research laboratory to increase the
engagement of participants.
4) Attraction of various entities from academia and industry and engagement of
participants should be followed in order to make collaborative R&D projects
successful.
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