영남문집해제 : 영헌실기

김지대 영남대학교 민족문화연구소 1988 민족문화연구소 자료총서 Vol.4 No.-

컨버전스 신제품개발과 신제품 성과 간의 관계를 조절하는 요인들에 관한 연구 -한국과 중국기업들을 대상으로-

김지대 ( Ji Dae Kim ),장정 ( Jing Jiang ),송영욱 ( Young Wook Song ) 한중사회과학학회 2011 한중사회과학연구 Vol.9 No.1

This paper has the following objectives. First of all, it delineates several contextual factors which are regarded to play an interactive role in the relationship between the organizational efforts for the new convergence product developments and their performance outcomes. It, then, attempts to verify empirically the interactions effects among those variables. Through a thorough literature review, this study identifies four major research streams on the issues of new convergence product such as 1. resource based view(technology and marketing capabilities), 2. value innovation(value innovative product development strategy), 3. organizational learning(exploratory and exploitative ones), and 4. project management(flexible and formal development method). This study intends to empirically analyze their interaction effects of the numerous variables identified by the four research perspectives in the relationship between the new convergence products efforts and their performance outcomes. Second of all, this study tries to assess the generalizability of the findings; this study decomposes the sample by nationality and analyzes if differences do exist between South Korea and China. This study surveyed over 310 companies from the two countries. An analysis of 262 companies` responses indicates that the contextual variables having a positive effect on the successful outcomes are as follows; technology capabilities, marketing capabilities, exploratory learning, exploitative learning, formal development management and flexible development management. As hypothesized, interestingly, contextual variables having moderating effects with a statistical significance in the relationship are quite different in the two countries.

SK텔레콤,플래닛의 모바일 텔레매틱스 서비스 개발 사례

김지대(Ji Dae Kim),이현경(Hyun Kyung Lee),송영욱(Young Wook Song) 한국경영학회 2012 Korea Business Review Vol.16 No.2

SK텔레콤/플래닛의 모바일 텔레매틱스 서비스는 NATE Drive → T Map → MIV(Mobile in Vehicle)이라는 3 단계로 변화되어 갔다. 초기 NATE Drive에서 MIV로 진화되면서, SK텔레매틱스 서비스 또한 한층 높은 수준의 컨버전스 특성을 보이고 있다. 본 사례연구는 SK텔레콤이 모바일 텔레매틱스 서비스 각 단계별로 어떠한 동기로 해 당 서비스를 개발하였는지를 살펴보고, 아울러 각각의 서비스별로 어떠한 차별적 가치에 초점을 두었고 어떤 개발 관리방식을 채택하여 기업의 자원을 집중하였는지를 살펴보고자 하였다. 본 사례를 통하여 치열한 모바일 텔레매틱스 산업에서 SK텔레콤이 전개한 모바일 텔레매틱스 서비스 개발 전략의 특징을 이해할 수 있으며, 아울러 컨버전스 신제품개발의 성공 요인도 발견할 수 있을 것으로 기대한다. The telematics service pioneered by SK telecom(SK Planet is newly established to accomplish the organizational mission), has evolved from a Nate Drive, and been upgraded to a T Map, and is being currently integrated into an MIV. As the Nate Drive has made progressed into the MIV, the firm has demonstrated a higher level of convergence traits correspondingly. This case study examines historically the underlying motives as to the development of such convergence services as well as distinctive values perceived by consumers in the course of each development phase. In addition, this study describes what development methods were adopted and what organizational efforts were put into the development project. Hopefully, this study is able to provide SK telecom`s differentiated organizational efforts in the context of mobile telematics service development strategy, and glean relevant success factors for the new convergence product development.

컨버전스 신제품개발과 신제품 성과간의 관계에 전략 요인이 미치는 영향

김지대(Ji-Dae Kim),송영욱(YoungWook Song) 한국생산관리학회 2009 한국생산관리학회지 Vol.20 No.2

오늘날과 같은 융합화 시대에 발맞추어,많은 기업들은 다양한 기술과 제품 기능등을 결합시킨 컨버전스 신제품들을 개발하고 있다.그러나 이러한 노력에도 불구하고 기업의 신제품 성과는 좀처럼 개선되지 않는 것처럼 보인다.이러한 상황에서, 본 연구는 실증적으로 컨버전스 신제품개발의 성과가 어느 정도인지를 확인하고,기업의 컨버전스 신제품개발과 신제품 성과간의 관계에 긍정적 영향을 끼치는 전략 요인들이 무엇인지를 조사하였다. 기존 연구 문헌 고찰을 통하여,본 연구는 다음의 4가지 전략 요인들 -(1)선도시장 출시 전략,(2)비고객 지향적 가치 혁신 전략,(3)전략적 제휴,(4)탐구적 학습전략 -을 제시하고,이들 요인들이 기업의 컨버전스 신제품개발과 신제품 성과간의 관계에 미치는 영향 정도를 실증적으로 분석하였다.분석 결과,먼저,컨버전스 신제품 개발 노력은 신제품 성과에 통계적으로 유의한 영향을 끼치지 못한 것으로 드러났다. 다음으로,4개 전략 요인들의 상호 작용 효과를 분석한 결과,기업이 탐구적 학습 전략을 지향할수록,컨버전스 신제품개발 노력의 성과가 높은 것으로 나타난 반면,나머지 전략 요인들의 상호 작용 효과는 통계적으로 유의하지 않는 것으로 나타났다.이러한 결과는 예상대로,컨버전스 신제품개발 성과가 실증적으로 저조하다는 사실을 확인해 주고 있으며,컨버전스 신제품개발의 성과를 제고시키기 위한 가장 유용한 전략적 접근은 기업의 학습 전략을 탐구적 학습 스타일로 바꾸는 것임을 시사해 주고 있다. It is evident that many companies are tending to develop the convergence of new products, putting together multiple technologies or several product functions into one product,i.e.,all-in-one product,in line with the trend ofinter-industry fusion. However,the performance of this convergence of new product development seems to have been less than was expected.In this context,we attempted to examine how much a firm's effort at convergence of new product development explains its new product performance,and to identify which strategic factors have an effect on the relationship between firms' convergence of new product development and their new product performance at the organizational level. Based on aliterature review,we proposed four strategic factors which would play a role in improving a firm’s performance ofthe convergence of new product development: (1) preemptive strategy, (2) customer-focused value innovation strategy,(3)strategic alliance,and(eg exploratory learning strategy.The results of the analysis show that the degree of a firm's effort at convergence of new product development was not correlated with its new product performance.In addition,it was found thatamong the four strategic factors proposed in this study,only exploratory learning strategy proved to have a positive effect on the relationship between the convergence of new product development and new product performance, while the other strategic factorsfy,ed to have this effect.The study reveals that the performance of the convergenceofnew product developmentis very low,as predicted and new literature,and it suggure show to incrodse the performance of the convergence of new product development with a strategic approach;firms have to change their learning strategy to one of an exploratory learning style by which highly creative convergence of new products can be developed so as to win many orders in the market.

신제품개발 관리에서 유연성과 경직성의 균형

김지대(Ji-Dae Kim) 한국생산관리학회 2005 한국생산관리학회지 Vol.16 No.1

여러 학자들은 신제품의 성과를 증가시키기 위해선 신제품개발 관리가 유연하고 동시에 경직적이어야 한다고 주장하고 있다. 그러나 그 방법에 대해선 연구가 소홀한 실정이다. 본 연구의 목적은 신제품개발 관리상에서 유연성과 경직성의 균형을 달성하는 방법이 무엇이며, 이 균형이 신제품 성과에 어떠한 영향을 끼쳤는지를 실증적으로 규명하는 것이다. 본 연구는 6개의 지식경영변수들 - ① 자율적 지식경영, ② 다양한 지식획득, ③ 장기적 학습, ④ 모듈러 학습, ⑤ 성문화, ⑥ 수평적 지식이전 - 이 신제품개발 관리를 유연하고 동시에 경직적으로 만들 것이라고 제시하였다. 그러나 분석결과에 의하면, 다양한 지식획득, 장기적 학습, 성문화, 그리고 수평적 지식이전이 신제품개발 관리에서 유연성과 경직성의 균형에 긍정적인 영향을 끼친 것으로 나타났다. 그리고 유연성과 경직성의 균형은 신제품성과에 긍정적인 영향을 끼친 것으로 나타났다. Many scholars have argued that the balancing between flexibility and firmness in the new product development management (NPDM) should contribute to increasing new product performance. However, it has not been well studied how to realize the balance. In this context, this study attempts to identify what factors have a positive effect on the balance of flexibility and firmness in the NPDM, and examine empirically whether the balance would increase the new product performance. The study suggests that the following six knowledge management variables would have a positive effect on realizing the balance of flexibility and firmness in the NPDM: ① autonomous knowledge management, ② widening the breadth of knowledge, ③ long-term learning, ④ modular learning, ⑤ codification, and ⑥ horizontal knowledge transfer. However, according to the analysis results, it was found that the following four knowledge management variables have a positive effect on the balance of flexibility and firmness in the NPDM: widening the breadth of knowledge, long-term learning, codification, and horizontal knowledge transfer. In addition, it was also revealed that the balance of flexibility and firmness in the NPDM has a positive effect on the new product performance.

소기업과 대기업의 신제품개발 성공요인에 관한 비교연구

김지대 한국생산관리학회 1999 한국생산관리학회지 Vol.10 No.2

Customer-Centric Management Innovation for Enhancing Customer Happiness: A Development of an Integrated Model

김지대,권순동,송영욱 한국기업경영학회 2017 기업경영연구 Vol.24 No.3

Researches on the customer-centric management innovation seems to be quite primitive. Most of them are either conceptual or case-based with very few empirical studies. While the customer-centric management innovation has been widely discussed in the management consulting area for the past decade, the issue has not been tackled vigorously in the academic society. As a result, it is needed to build a firm theoretical framework on this issue. The purpose of this research is to explore key variables of customer-centric management innovation in terms of the following four dimensions - (1) strategic innovation, (2) organizational innovation, (3) product innovation, and (4) operational innovation; and to empirically investigate the influence of the customer-centric management innovation on customers' happiness which consists of economic, emotional, and meaningful happiness during all the phases of the customer activity cycle. This study focuses on establishing a theoretical foundation for the customer-centric management innovation. A hierarchical construct model was developed to derive the concept of customer-centric management innovation from the four different dimensions. The hierarchical construct model in this study proposes that customer-centric management innovation consists of the following four lower-order constructs: i) customer-centric strategic innovation which has also the two lower-order constructs such as offering multi-dimensional values and providing customized solutions to customers, ii) customer-centric organizational innovation with having the four lower-order constructs such as creating diversity within an organization, capitalizing on collective intelligence, guaranteeing employees’ discretionary autonomy, and organizing hybrid structure, iii) customer-centric product innovation with having the four lower-order constructs, i.e., designing human-centered product, designing integrated product and service, product convergence, and open product innovation, and iv) customer-centric operational innovation with the two lower-order constructs such as transforming into customer-oriented operational process and implementing customer-centric information system. This study hypothesized that the customer-centric management innovation with the four dimensions of customer-centric strategic innovation, customer-centric organizational innovation, customer-centric product innovation, and customer-centric operational innovation would have a positive influence on customer happiness. This study surveyed 250 manufacturing and information and communications technology(ICT) firms in Korea for an empirical analysis. This study employed SmartPLS to analyze the influence of the customer-centric management innovation on customer happiness. The analysis results revealed that the four dimensions of customer-centric management innovation were empirically validated to have a positive impact on customer happiness, which in turn resulted in firm performance in a positive way. This study has the following theoretical implications. First, this study proposes that the concept of customer-centric management innovation has multi-level constructs with a hierarchy. That is, this study describes the concept of customer-centric management innovation as the fourth-order construct with the multi-staged hierarchical structure consisting of several lower-order constructs. In addition, this study developed measurement items of the four specific ingredients of the customer-centric management innovation. Hence, this study can serve as a theoretical background of future studies. Second, the concept of customer happiness and its measurement items proposed in this study also seem to provide a theoretical background for future studies. Managerial implications of this research are as follows: This research revealed the impacts of the lower-order constructs of the customer-centric management innovation on customer happiness. Specifically, the two customer-c...

세부 전공별 논문발표 [ 생산관리 학회 ] 소기업과 대기업의 신제품개발 성공요인에 관한 비교 연구

김지대 한국경영학회 1999 하계 경영학관련 통합학술대회 발표논문집 Vol.- No.-

정밀측정을 위한 안정된 광원에 관한 연구

김지대,서호성,이동주 한국공작기계학회 2003 한국공작기계학회 춘계학술대회논문집 Vol.2003 No.-

This study is for the stable optical source in order to get the precision measurement, which contributes to help the laser frequency and the output to be settled. The laser optical frequency is changed by the length of resonance cavity. The length variation of the laser resonance amplitude is affected by the thermal expansion of that system. So, we try not only to adjust the temperature of the laser tube using the heater for fine length of resonance cavity, but also to maintain the fixed temperature of the resonance cavity for outputting the safe laser optical frequency. Therefore, we must take materials with the thermal expansion of the supporting system, which is closer to it of the laser resonance cavity. Using the materials, we can promote to stabilize the temperature of it. In advance, we also plan to get the settlement of the laser frequency and the output in the long term, optimizing and stabilizing the system.

블루오션 신제품개발 전략에 관한 실증연구

김지대 기술경영경제학회 2007 Journal of Technology Innovation Vol.15 No.1

Recently, Kim and Mauborgne (2005a) has introduced the concept of blue ocean strategy that provides quantum leap in value innovation, thus creating new market space. This study, based on the blue ocean strategy concept, suggests blue ocean new product development strategy, and attempts to examine how much impact this blue ocean new product development strategy has on new product performance, compared to existing new product development strategy perspectives based on competitive strategy-based new product development strategy and resource-based new product development strategy, in an empirical way. The research results show that the blue ocean new product development strategy has a statistically significant impact on new product performance. In addition, it was revealed that such contingency variables as firm size and environmental dynamism have moderating effect on the relationship between the blue ocean new product development strategy and new product performance. The blue ocean new product development strategy is more effective in the small-sized firms than the large-sized ones, and its effect on new product performance is different according to environmental dynamism.