0 Session 2. Overview of the Field 2014. 3. 11 발표자 : 김현식, 이연화, 안경선

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Session 2. Overview of the Field

2014. 3. 11

발표자 : 김현식 , 이연화 , 안경선

<2014 Spring Seminar on Technological Inno-vation>

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Contents

1. Introduction

2. Summary & Discussion (1) Nelson, R & Winter, S.(1977), In search of useful theory of innovation,

Research Policy(5), 36-76

(2) Pavitt, K.(1984), Sectoral Patterns of technical change : Toward a taxonomy

and a theory, Research Policy, 13(6), 343-373

(3) Kuhn, T. S.(1970), The Structure of scientific revolutions(2d ed.). Chicago :

University of Chicago Press, [Chapter 2 and 7]

(4) Van de Ven, A. H.(1986), Central Problems in the management of innovation,

Management Science, 32(5), 590-607

3. Implication & Concluding Discussion

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Introduction

<session 2 : overview of the field>

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1. Introduction

▲ Joseph A. Schumpeter - Creative destruction[...] The fundamental impulse that sets and keeps the capitalist engine in motion comes from the new consumers’ goods, the new methods of production or transportation, the new markets, the new forms of industrial organization that capitalist enterprise creates.[...] incessantly revolutionizes the economic structure from within, incessantly destroying the old one, incessantly creating a new one.This process of Creative Destruction is the essential fact about capitalism. It is what capitalism consists in and what every capitalist concern has got to live in.

◀ Peter Drucker"Innovation is the fuel of

corporate longevity. It endows resources with a new capacity to create

wealth."

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Key concepts

1. Introduction

Theory of Innovation

Uncertainty of Innovation

Technological regime

Technical change / Taxonomy

Technology push vs. Demand pull

Product vs. Process Innovation

Diversification

Normal science / Paradigm shift / Science Revolution

Technology trajectory

4 Factors & 4 central problems in the management of innovation

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발표자 : 안경선


Nelson, R & Winter, S.(1977) In search of useful theory of innovation,

Research Policy(5), 36-76

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2-1. Summary : Introduction

The theory integrates existing knowledge, and

enables predictions to go beyond the particulars of what has been observed.

The theory must be wide enough to encompass and link the

relevant variables and their effects, and strong enough to give guidance

as to what would happen if some of these variables changed.

Purpose of the PAPER

Two premises of the current dialogue innovation

The technological advance has been a powerful instrument of

human progress in the past.

We have the knowledge to guide that instrument toward high priority

objectives in the future.

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2-1. Summary : THE STATE OF CURRENT UNDERSTANDING

The economists' model of differential productivity growth Kendrick’s study - concerned with explaining cross sectoral differences in growth of total factor productivity, rather than output per worker.

Mansfield’s study (dealt only with manufacturing) - was focused in the relationship between growth of total factor productivity and R & D spending

Leonard’s study (dealt only with manufacturing) - separation of R&D spending financed by the industry itself, and R&D spending done in an industry but financed by government.

Brown and Conrad’s study (dealt only with manufacturing) - include in their regressions a measure of R&D done by other industries and embodied in the intermediate goods purchased by the industry

Terleckyj’s study - considers nonmanufacturing industries as well as manufacturing industries. - distinguishes between research and development embodied in capital equipment, and in intermediate inputs

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Building blocks for a broader theoretical structure

Two of these facts indicate that it is not promising to use the theoretical

structure behind the productivity growth studies as a starting point.

① innovation involves uncertainty in an essential way.

② the institutional structure for innovation often is quite complex

within an economic sector, and varies significantly between economic sectors.

2-1. Summary : THE STATE OF CURRENT UNDERSTANDING

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2-1. Summary : THE GENERATION OF INNOVATION

The key concept is that of an innovation possibility set associated with a given level of expenditure, or with different elements associated with costs of different amounts. Firms are assumed to choose the profit maximizing element. In many cases, the organizations doing R&D are not motivated by profits at all, but are governmental, or private not-for-profit institutions.

The profit maximization hypothesis and its limitations

R&D strategies and probabilistic outcomes

An R&D project can be viewed as interacting heuristic search processes. Since project selection implies project heuristics, an R&D strategy can be viewed as defining a probability distribution of number and kinds of innovations, given certain variables that influence project selection and project outcome. R&D strategies can be dichotomized into these two. The first strategy has been named ‘demand-pull’; the second ‘capabilities-push’.

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R&D strategies and probabilistic outcomes If strategies can be so dichotomized, demand-pull is by far the more

common of the two.

Further, when applied, demand-pull is more likely to result in a com-

mercially

successful project than a strategy of capabilities-push.

However, capabilities-push selected projects, when they do pay off,

pay off

handsomely.

Natural trajectories

Marginal changes in external conditions influence at most the ranking in

terms of profitability of the set of profitable projects associated with

pushing technology in a particular direction.

Relating to technicians’ beliefs about what is feasible or

at least worth attempting

특정 계층 내에서 기술혁신의 방향은 특정 방향성을 가지게 되어있다는 것

2-1. Summary : THE GENERATION OF INNOVATION

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Elements of the selection model

The selection environment influences the path of productivity growth

generated by any given innovation, and also it feeds back the influence

strongly of the kinds of R & D that firms and industry will find profitable

to undertake.

Two roughly distinct kinds of mechanisms for the spread of a

profitable innovation.

① greater use of an innovation by the firm that first introduces it

② imitation

general model of the selection environment can be built from specification of

these three elements: the definition of ‘worth’ or profit that is operative for

the firms in the sector, the, manner in which consumer and regulatory

preferences and rules influence what is profitable, and the investment and

imitation processes that are involved.

2-1. Summary : THE SELECTION ENVIRONMENT

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2-1. Summary : THE SELECTION ENVIRONMENT

The market as a selection environment

Successful innovation leads to both higher profit for the innovator and

to profitable investment opportunities.

Imitation by a competitor of a process innovation is likely to occur relatively

rapidly, and to be encouraged by a marketing supplier, rather than being

retarded by a patent.

Both expansion of the innovator, and imitation by competitors are essential

to the viability of Schumpeterian process.

Nonmarket selection environment

the motivations of the firms in a nonmarket sector cannot simply be presumed to be monetary profit.

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2-1. Summary : THOUGHTS ON THE EFFECTS OF INSTITUTIONAL STRUCTURE

Two critical requirements for a theory

Be treated as inherently stochastic

be capable of encompassing considerable institutional complexity and variety.

Two major theoretical proposals

modeling innovation generation as the conditional probabilistic outcome of

various R & D strategies, and modeling the fate of an innovation in terms of

the workings of a selection environment

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2-1. Discussion

Steve seemed to say that Apple’s innovation strategy based on capabilities-push rather than demand-pull.Do you agree with him?

대다수의 사람들은 원하는 것을 보여주기 전까지 자신이 무엇을 원하는지 모른다

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Nelson & Winter said that imitation by a competitor of a process inno-vation is likely to occur relatively rapidly, and to be encouraged by a marketing supplier, rather than being retarded by a patent.

What do you think the difference between imitation and inno-vative imitation?

2-1. Discussion

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발표자 : 김현식


Pavitt, K.(1984), Sectoral Patterns of technical change :

Toward a taxonomy and a theory, Research Policy, 13(6), 343-373

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2-2. Summary

Overview Purpose

to explain similarities and differences amongst sectors in the sources, nature and impact of innovations

Economic development and social change’s essential factors : production, adoption and spread of technical innovations

Technical innovation is a distinguishing feature of the products and industries where high wage countries compete successfully on world markets

Data base Volume-2,000 significant innovations and of innovating firms in

Britain Period : 1945~1979 (collected by Townsend et al.) Sample of innovations : 3, 4 digit product groups Experts in different sectors Approach and structure A series of statistical tests Econometric analysis

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2-2. Summary

Analysis of the data Information in the data bank

Source of the main knowledge inputs into the innovation were iden-tified by asking the sectoral experts

Information on the sectors of production of innovations come from the sectoral experts (process innovation, product innovation)

Information on the size and principal sector of activity of innovation firms

Information on the principal activity of innovation firms (diversifica-tion)

Innovation in the data base The sector of production of the innovation The sector of use of the innovation The sector of the innovating firm’s principal activity. ▶ In the sectoral patterns of technological diversification

to compare sectors in terms of The sectoral source of technology used in a sector The institutional source and nature of the technology produced in a

sector The characteristics of innovating firms

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2-2. Summary

Sectoral technological trajectories Three characteristics : Sources of technology, Users’ needs, Mean of appropriating benefits

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2-2. Summary

A taxonomy and a theory of sectoral patterns of technical changeHigh degree of depen-dence on external sources forprocess technology

Relatively small proportion of innovative activity devoted toproduct innovations(Percentage of Product inno-vation)

Relatively smallaverage size ofinnovating firm

Technological diversification mainlyvertically into production tech-nologywith very little movement into otherproduct markets

Relatively big contribution toinnovations in the sector by firms with their principal activi-ties

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2-2. Summary

Pavitt taxonomy Four category of firms

1. Supplier dominated firms are typically small and found in manufacturing and non-manufactur-

ing sectors. Most technology comes from suppliers of equipment and material.

2. Scale intensive firms are found in bulk materials and assembly. Their internal sources of tech-

nology are production engineering and R&D departments. External sources of technology include

mainly interactive learning with specialised suppliers, but also inputs from science-based firms are

of some importance.

3. Specialised suppliers are small firms, which are producers of production equipment and control

instrumentation. Their main internal sources are primarily design and development. External

sources are users (science based and scale-intensive firms).

4. Science based firms are found in the chemical and electronic sectors. Their main internal sources

of technology are internal R&D and production engineering. Important external sources of technol-

ogy include universities, but also specialised suppliers.

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2-2. Summary

Technological Linkage

Supplier Dominated

Firms

The main technological linkages amongst different categories of firm

Scale-intensiveFirms

SpecialisedEquipmentSuppliers

Science-basedFirms

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2-2. Summary

Analytical implication Science and technology push vs. demand pull

- The close relationship between investment in user sectors and innovative

activities in

upstream capital goods(Schmooker, Scherer)

- Investment activities in supplier dominated and production intensive firms are

likely to

stimulated innovative activities in both the productions engineering depart-

ments of

user firms, and the upstream firms supplying capital goods.

- Not expect Science-based firms a similarly neat and lagged correspondence be-

tween

the volume of investment in user sectors and of innovative activities.

- Scherer found that in materials sectors, in contrasts to capital goods, the statis-

tical

relationship between the volume of innovative activities and of investment

in user sectors is much weaker

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2-2. Summary

Product vs. process innovation

Analytical implication

- The relative importance of product innovation in a sector to be positively

associated with its R&D and patent intensity

- Negatively associated with proxy measures of the scale and complexity of

its

process technology (its capital/labour ratio, average size of production

plant, or sales concentration ratios).

- Appendix Table11 : E1, E2, E3

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2-2. Summary

The locus of process innovation


- Supplier-dominated firms will be small in size and innovations to come by

definition from suppliers

- In sectors with production intensive firms and plan to be large in size, and

a high proportion of process technology to be generated in-house

- Appendix Table11 : E4

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2-2. Summary

Diversification


- The relative importance of upstream(i.e. vertical) technological diversifications

into

sectors supplying equipment is likely to be negatively associated with R&D in-

tensity

- Positively associated with the scale and complexity of production technology

- understand the links at the level of the firm between firm strategy and R&D

strategy

- Appendix Table11 : E5

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2-2. Summary

Needs to be tested on the basis of complete sectoral coverage of

the characteristics of innovations in Britain.

Needs to be modified and extended

Have a variety of uses for policy makers and analysts

Turn out to have more powerful uses

Contain one obvious and important warning for both practitioners of

policies for technical change, and academic social scientists concerned

with is conceptualisation.

Future perspectives

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2-2. Discussion

Adoption in recent technology trend Archbugi, D.(2001), Pavitt’s Taxonomy sixteen years on : A Review Article

[FIGURE] Phases of Capitalist Development and Pavitt’s Categories of Firms

Is it possible to adopt in recent technology trend?

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2-2. Discussion

Applying the Pavitt taxonomy

Laursen, K. & Meliciani V. (1999),

The Importance of Technology

based Inter-sectoral Linkages for

Market Share Dynamics

[Category of Firm]

• Supplier dominated(SDOM)

• Scale intensive(SCAI)

• Specialised suppliers(SPEC)

• Science based(SCIB)

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2-2. Discussion

Applying the Pavitt taxonomy IPC(International Patent Classification) & KSIC(Korean Standard Industrial Classification)

[Category of Firm]

• Supplier dominated(SDOM)

• Scale intensive(SCAI)

• Specialised suppliers(SPEC)

• Science based(SCIB)

Supplier dominated(SDOM)

Specialised suppliers(SPEC)

섬유제품 제조업 특수기계 제조업의복액세서리 및 모피제품 제조업 전기장비 제조업가죽 , 가방 및 신발 제조업 측정 및 제어기기 제조업목재 및 나무제품 제조업 광학기기 제조업펄프 , 종이 및 종이제품 제조업 시계 제조업코크스 , 연탄 및 석유정제품 제조업 전구 및 조명장치 제조업비금속 광물제품 제조업 전기 , 가스 , 증기 및 수도사업농림어업 컴퓨터 프로그래밍 및 정보서비스업광업 　

Scale intensive(SCAI)

Science based(SCIB)

음식료품 제조업 기초화학물질 제조업담배 제조업 살충제 및 기타 농약 제조업인쇄 및 기록매체 복제업 잉크 , 페인트 , 코팅제 및 유사제품 제조업고무제품 및 플라스틱제품 제조업 의약용 물질 및 의약품 제조업1 차 금속 제조업 세제 , 화장품 광택제 제조업금속가공제품 제조업 그외 기타 화학제품 제조업자동차 제조업 화학섬유 제조업기타 운송장비 제조업 사무기기 , 컴퓨터 제조업가구 및 기타 제품 제조업 전자부품 제조업　 통신장비 제조업　 영상 및 음향기기 제조업　 의료용 기기 제조업

source : 특허분류와 한국표준산업분류 연계표 작성에 관한 연구 ( 발췌 )

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2-2. Discussion

Applying the Pavitt taxonomy

GICS(Global Industry Classification Standard)

[Category of Firm] Supplier dominated(SDOM), Scale intensive(SCAI), Specialised suppliers(SPEC), Science based(SCIB)

경제섹터 산업군 Pavitt Taxonomy 경제섹터 산업군 Pavitt Taxonomy

에너지 에너지 SDOM건강관리 건강관리서비스 및 장비 SCIB/SPEC

소재 소재 SCIB 제약 및 생명과학 SCIB

산업재자본재 　

금융

은행 　상업전문서비스 　 다각화된 금융 　

운송 SCAI 보험 　

자유소비재

자동차 및 부품 SCAI 부동산 　내구소비재 및 의류 SCAI/SDOM

정보기술소프트웨어 및 IT 서비스 SPEC

소비자 서비스 　 하드웨어 및 IT 장비 SCIB

미디어 SCIB 반도체 및 반도체장비 SCIB

소매 　 통신서비스 통신서비스 SCIB

필수소비재음식료 소매 　

유틸리티 유틸리티 　음식료 담배 SCAI

가정 및 개인용품 　

source : 한국증권선물거래소 (www.krx.co.kr)

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2-2. Discussion

Source of Innovation(Technology push vs. Demand pull)

Giada Di Stefano, G. D et al.(2012), Technology push and demand pull perspectives in innovation studies: Current findings and future research directions, Research Policy, 41, 1283-1295

- a detailed review of academic articles dealing with the sources of innovation Factor 1(Technology and Competences for Innovation) Factor 2(New Product Development and Market Learning) Factor 3(Demand and User Innovation) Factor 4(systems of innovation & the system perspective centered on customers). Factor 5(Technology Diffusion and Adoption)

What is your perspec-tives

in your interesting fields/sectors?

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발표자 : 이연화


Kuhn, T. S.(1970), The Structure of scientific revolutions(2d ed.).

Chicago : University of Chicago Press, [Chapter 2 and 7]

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Normal science

2-3. Summary : Chapter2. The route of normal science

정상과학 : 과거의 하나 이상의 과학적 성취에 확고히 기반을 둔 연구 활동

성취 : 몇몇 특정 과학자 사회가 일정 기간 동안 과학의 한 걸음 나아간 활동을

위한 기초를 제공하는 것으로 인정하는 것

- 교재 : 자연학 , 알마게스트 , 프린키피아 , 광학 , 전기학 , 화학 , 지질학 등

역할 : 이런 책들과 다수의 여타 저작이 일정 시기 동안은 연구 분야에서의 합당한

문제들과 방법들을 연구자의 다음 세대에게 묵시적으로 정의해주는 역할

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개념 : 과학적 인식 - 이론 - 관습 - 사고 - 관념 - 가치관 등이 결합된 총체적인

틀

또는 개념의 집합체

패러다임의 획득과 그것이 허용하는 보다 심원한 연구 형태의 획득은 어느

주어진 과학 영역의 발전에서 성숙의 징조

두 가지 특징을 가진 Achievement

• 과학 활동의 경쟁 방식을 바꿀 수 있는 획기적인 것

• 모든 유형의 문제들에 대해서 새로운 해석이 가능하도록 열려 있는 것

Paradigm

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의의

- 과학 활동을 수행하기 위한 과학자의 사전 준비의 역할

- 공유된 paradigm 안에서의 동일한 규칙과 표준 제시

- 물리학에서의 paradigm 의 전환은”과학혁명” 하나의 패러다임으로부터 다른

패러다임으로의 연속적인 이행은 성숙된 과학에서의 통상적인 발달 양상

예

- 프톨레마이오스의 천문학

- 아리스토텔레스의 역학

- 입자광학

Paradigm

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2-3. Summary : Chapter7.Crisis and Emergence of Scientific Theories

Paradigm 변화

“ 과학혁명은… 하나의 Paradigm 이 이와 양립 불가능한 다른 새로운

Paradigm 에 의해 전체적 또는 부분적으로 대체되는 비축적인 변화의

에피소드를 가리킨다”

이러한 과정을 Normal science 의 성과누적을 통해 기존 패러다임이

깨어지면서 경쟁적인 새로운 패러다임이 나타나는 것으로 설명

- 기존의 표준 이념이나 방법에 대한 포기

- 이전 paradigm 의 구성 요소를 다른 것으로 대치

현상에 대한 관심

- 이론 변화의 선수 조건

- 새로운 이론이 출현하게 되면 , 대규모의 패러다임의 파괴와 normal science

및

기술상의 주요 변동이 발생하게 되어 불안정한 이론 선행 시기가 나타나게 됨

- 새로운 이론은 정상적 문제 풀이 활동에서의 현저한 실패 이후 출현 , 결국

이상

현상이나 위기는 “ paradigm” 이 바뀌어야 할 때라는 것을 가리키는 지표

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Paradigm 변화의 예 코페르니쿠스 1) 기술상의 퍼즐 출이 활동의 붕괴 2) 달력 개혁에 대한 사회적 압력 , 3) 유의미한 역사적 요소

라부아지에의 산소 이론의 탄생에 선행했던 위기 1) 기체화학의 융성과 질량 관계에 대한 의문 :18 세기 화학자들은 공기가 화학 반응에서의 활성 성분임에 틀림없다는 것을 차츰 깨닫게 되었음 2) 1756 년에 이르러 조지프 블랙이 고정된 공기 ( 이산화탄소 ) 는 언제나 보통 공기와는 구별된다는 것을 보여주었을 때 , 두 가지 기체 시료는 오직 그 불순물에서만 차이가 나는 것으로 간주되었음

상대성 이론의 탄생으로의 길을 열어주었던 물리학에서의 19 세기 말의 위기에 대한 것 - 그들은 절대 위치와 절대 운동은 뉴턴의 체계에서는 전혀 아무런 구실을 하지 못한다는 것을 증명할 수 있었다 . 19 세기 말 수십 년 동안 물리학의 실제에 전혀 새로운 관계를 맺게 될 때 비로소 부활되었던 것임

2-3. Summary : Chapter7.Crisis and Emergence of Scientific Theories

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정상과학은 과거의 하나 이상의 과학적 성취에 확고히 기반을 둔 연구 활동을

뜻하고 정상과학의 성취는 과학 활동의 경쟁 방식으로부터 끈질긴 옹호자들의

무리를 떼어 낼 만큼 전대미문이고 동시에 모든 유형의 문제들을 연구자들의

재편된 그룹이 해결하도록 남겨 놓을 만큼 상당히 융통성이 있었다 .

이 두 가지 특성을 띠는 성취를 패러다임이라고 부른다… .

2-3. Discussion

정상과학 (normal science) 와 패러다임 (paradigm) 의

개념에 어떤 구별이 있는지 ?

패러다임을 설명 할 때 모두 과학자들의 연구과정의 흐름을 논리적으로

표현했다고 하는데 그렇다면 패러다임은 과학분야에서만 나타나는

현상인가 ?

41

새로운 이론은 정상적 문제 풀이 활동에서의 현저한 실패를 본 후에야

비로소 출현했다 . 이는 우리가 논문 연구를 할 때 선행 연구들에만

의거하지 말고 그것의 부족한 점을 찾고 그것을 바탕으로 해야 새로운

무엇인가가 나올 수 있다고 한다 . 이러한 관점에 동의하는가 ?

2-3. Discussion

패러다임은 시대를 지배하는 총체적 틀인데 정상연구가 진행되다 보면

기존 패러다임의 오류를 수정하고자 새로운 패러다임이 나타나는데

어느 범위까지 인정 받아야 패러다임이라 할 수 있는가 ?

Paradigm shift 와 Technological Innovation 사이의 유사성과

차별성을 어떻게 설명할 수 있을까 ?

42

발표자 : 이연화


Van de Ven, a. H.(1986), Central Problems in the management of innovation,

Management Science, 32(5), 590-607

43


1980’s

In the wake of a decline in American productivity and obsolescence of its

infrastructure

The need for understanding and managing innovation

Stimulating innovation in popular books, Ouchi(1981),Pascale and Athos(1981)

30 chief executive officers public and private firms

1. How can a large organization develop an maintain a culture of

innovation and entrepreneurship

2.What are the critical factors in successfully launching new organizations?

3.How can a manager achieve balance?

44

Innovation is to understand the factors that facilitate and inhibit,

the factors include ideas, people, transactions and context over time.


45

2-4. Summary : Factors(1)

New ideas-Human problem of managing attention

Innovation Ideas

- is a new idea, which may be a recombination of old ideas, a scheme that

challenges the present order, a formula, or a unique approach which is perceived

as new by the individuals involved(Zaltman, Duncan, and Holbwk1973)

- technical innovations(new technologies, products, services)

- administrative innovations(new procedures, policies, organizational forms)

“innovations” or ”mistakes”

- (1) How and why certain innovative ideas gain good currency?

- (2) How and why people pay attention to only certain new ideas and ignore?

46

People-Process problem in managing new ideas into good currency

The management of ideas

- People become attached to ideas

over time through a social-politi-

cal

process of pushing and riding

their

ideas into good currency. Limitations to inertia and premature abandonment of

some ideas

① There tends to be a short-term problem orientation in individu-

als and organizations, and a façade of demonstrating progress.

② Inventory of ideas is seldom adequate for the situation

③ Even more basic problem is the management of attention


47

The management of attention

- A more realistic view of innovation should begin with an appreciation of the

physiological limitations of human beings to pay attention to nonroutine issues,

and their corresponding inertial forces in organizational life.

Physiological limitations of human beings

Group and organizational limitations

Way to management attention

→ direct personal confrontations with problem

→ triggering the action thresholds of organizational participants

→ channeling the action toward constructive ends


People-Process problem in managing new ideas into good currency

48

Transactions-Structural problem of managing part whole relationships

Proliferation of ideas, people, and transactions over time is a pervasive

but little

understood characteristic of innovation process, and with it come com-

plexity

and interdependence-and the basic structural problem of managing

part-whole relations An Innovation is a collective achieve-

ment.

The transactions are deals or ex-

changes

which tie people together within an

institutional framework.

The organizational design for a process

for

integrating all the essential functions,

organizational units, and resources.

Fig 2. Linear sequential coupling compared with simultaneous Coupling of knowledge(Galbraith, 1982)


49

Four inter-related design holographic organizations, principles have been

suggested by Morgan(1983)

1) Self-organizing : To solve its problems within an overall mission and set of

constraints prescribed for the unit by the larger organization.

2) Redundant functions : People develop an understanding of the essential

considerations and constraints of all aspects of the innovation in addition to

chose immediately needed to perform their individual assignments.

3) Requisite variety

Making environmental scanning a responsibility of all unit members.

4) Temporal linkage

Integrating parts of time(past, present, and future events) into an overall

chronology of the innovation process


Transactions-Structural problem of managing part whole relationships

50

Institutional context-Leadership and innovation context

Figure 3. Institutional and technical processes(Lodahl and Mitchell, 1980)


51

2-4. Summary : Conclusion

From a managerial viewpoint, to understand the process of innovation

1) How do innovations develop over time?

2) What kinds of problems will most likely be encountered?

3) What responses are appropriate for managing problems

Four basic concepts and four central problems

Three cybernetic principles

52

How can we interpret 4 factors and 4 central problems

in this paper with the structure of scientific revolutions?

2-4. Discussion

53

Recently, many firms conduct open innovation through

collaboration with other innovation actors.

Many researchers interest in performance of cooperation among

subjects participation.

How they do these kinds of cooperation?

2-4. Discussion

54

Implication & Concluding Discussion


55

Innovation, Technical change, Paradigm Shift Technical innovation is a distinguishing feature of the products and industries

where high wage countries compete successfully on world markets.

Innovation is defined as the development and implementation of new ideas

by people who over time engage in transactions with others

within an institutional context.

Normal Science – Paradigm – Science Revolution


Technology push vs. Demand pull

Product vs. Process Innovation / Diversification

Technology trajectory / Taxonomy

4 Factors and 4 central problems

Management of Innovation

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User-Led Innovation Model

Innovation process : User roles in technological innovation

Source of Innovation

Themke, s. and von Hippel, E.(2002), “Customers as Innovators : A new Way to Create Value”, Harvard Business Review,


(e.g. : open source software, club community)

57

Human-centered Innovation

Human TechnologyContext

Human-centered Innovation


Now? How?

58

Interpreting in an open innovation point of view


Linked to Sectoral patterns of technological innovation

4 factor and 4 central problems

Chesbrough(2003; 2006)

59

Thank you

Documents

0 Session 2. Overview of the Field 2014. 3. 11 발표자 : 김현식, 이연화, 안경선