Purpose Starting from industry 4.0 in Germany and followed by the New Strategy for American Innovation in the USA and the smartization strategy in Japan, developed countries are pushing nation-wide innovation strategies. Similarly, China is pursuing the Made in China 2025, and Korea announced the Manufacturing Industry Innovation 3.0 strategy. However, few researchers have identified the industrial structure that establishes the foundation of the 4th Industrial Revolution or have derived strengths and weaknesses to provide implications on policy formulation through quantitative comparison with developed countries. Therefore, the purpose of this paper is to analyze the spillover effect of the information and communication technology (ICT) industry (the foundation of the 4th Industrial Revolution) and machinery·equipment industry (the foundation of smart manufacturing through convergence with ICT industry). Design/methodology/approach This study examines the industrial spillover effects of the ICT industry and machinery·equipment industry in the USA, Germany, Japan, China and Korea by using the World Input–Output Table from 2000 to 2014. Findings The results showed that backward linkage effect of the ICT Industry are high in the order of Korea≑China>Japan>the USA≑Germany, and forward linkage effect of the ICT industry are high in the order of Japan ≑> the USA≑Korea ≑> China ≑> Germany. Backward linkage effects of the machinery·equipment industry are high in the order of China>Japan≑Korea>the USA>Germany, and forward linkage effects of the machinery·equipment industry are high in the order of China>Korea>Germany≑Japan≑the USA. Practical implications China and Korea encourage active government investment in ICT and machinery·equipment industries, especially the intentional convergence between ICT and machinery·equipment industries is expected be generate higher synergy. The “innovation in manufacturing” strategy in the USA that utilizes its strength in ICT services seems appropriate, whereas Germany needs to revitalize the ICT industry to strengthen its manufacturing industry. Japan’s strategy is to focus its ICT capabilities on robot sector. While the scope of innovation is limited, its synergy is worth expecting. Originality/value This study attempted to provide a theoretical approach to the determination of national policy strategies and provide practical implications for response to the impacts of the 4th Industrial Revolution, by comparing the inducement effects of ICT and machinery·equipment industries between major countries.
The objective of this article is to explore effective ways of retaining knowledge involved in new product development. Although human-based mechanisms, such as the direct transfer of project members, more effectively convey knowledge required in design integration at the higher level of product systems, the article shows that standardized mechanisms are more appropriate for retention of lower-component knowledge. However, it is also argued that product architecture affects these relationships through its impact on a locus of design change in a product system. Such argument is partially tested in the context of the Japanese automobile industry.
Although fast followers have been making huge investments on their expansion strategies to surpass first movers and dominate the market, they have encountered the trilemma of being unable to simultaneously obtain high market shares, high business profit rates, and high brand innovativeness. This study used the Trade-off model and Diffusion of Innovation theory to statistically examine the trilemma phenomenon in the global smartphone market and revealed that during the early stage of market entry, a company should actively source and use bigmouth consumers and killer app developers, invest limited resources to expand its target market with the aim of sales profits, and develop specifically for innovation. Starting from the later stage of its market growth period, a company should establish some alternative strategies for responding to the possible reduction in the efficacy of marketing expenses.
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