Innovation cluster characteristics of Baden‐Wuerttemberg and Gyeongi‐Do

Schlossstein, Dominik F.; Yun, JinHyo Joseph

doi:10.1080/19761597.2008.9668658

Cited by 9 publications

(4 citation statements)

References 29 publications

(17 reference statements)

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“…Knowledge-based urban development requires economic development, socio-cultural development, institutional development and enviro-urban development altogether (Yigitcanlar et al, 2012). That is, at the city level that surpasses firms too, systematic management of knowledge is the driving force of sustainable city growth and development (Schlossstein and Yun, 2008;Yun et al, 2010).…”

Section: Literature Review and Research Framework Building 21 Knowledge Strategymentioning

confidence: 99%

Knowledge strategy and business model conditions for sustainable growth of SMEs

Yun

Jung

Yang

2015

Journal of Science &Amp; Technology Policy Management

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Purpose – The purpose of this study is to figure out the factors for sustainable growth of small- and medium-sized enterprises (SMEs). Design/methodology/approach – In all, 27 SMEs in the area of IT (Information Technology) in Korea were analysed through interview method basically. Findings – It is found that sustainable development of SMEs requires two kinds of open innovation which are knowledge strategy and business model. According to developing process, SMEs change their open innovation strategy in knowledge strategy and business model. The highest growth limit of SMEs depends on open innovation in knowledge strategy and business model in sequence from closed innovation in both, through open innovation in both, to open innovation in knowledge strategy and closed innovation in business model and to closed innovation in knowledge strategy and open innovation in business model. Research limitations/implications – First, the present study was conducted with IT sector SMEs in Korea. It is true that the IT sector is one of the most rapidly changing industrial sectors and is one of representative business types of SMEs in which manufacturing and service industries coexist and diverse sizes of SMEs exist (Malerba, 2002). Second, the present study relies on case study methods. It is true that case study is a method that gives excellent qualitative analysis in firm studies (Yin, 2008). Practical implications – SMEs cannot survive if they do not accept open innovation in knowledge strategy and business model. SMEs that show absolute limitations in resources and manpower should absolutely implement open innovation strategies to secure more diverse resources from markets and external knowledge bases rather than preparing all resources and capabilities by themselves (Van de Vrande et al., 2009; Yun and Mohan, 2012a, 2012b). Social implications – SMEs should bear in mind the two different levels of open innovation, such as knowledge strategies and business models (Chesbrough, 2007; Chesbrough and Appleyard, 2007). Originality/value – SMEs should not confuse between temporally sustainable development and infinite sustainable development. Firms that take closed innovation strategies in both knowledge strategies and business models can also grow for some time. However, because of the deepening of knowledge-based economy, not only the amount of knowledge existing in the world and the speed of knowledge distribution increased but also the customers’ demands and expectations have been observed to increase in the market immediately through social networking sites (SNS), etc. (Yun and Ryu, 2012).

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Section: Literature Review and Research Framework Building 21 Knowledge Strategymentioning

confidence: 99%

Knowledge strategy and business model conditions for sustainable growth of SMEs

Yun

Jung

Yang

2015

Journal of Science &Amp; Technology Policy Management

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“…Strategic management Zimmer et al, 2014Castro, 2015Guzmán et al, 2013Arthurs et al, 2009Davis et al, 2009Ji and Gunasekaran, 2014Yannou et al, 2017Pîrnău et al, 2014Schlossstein and Yun, 2008 Evolutionary economics Esmaeilpoorarabi et al, 2018Nemkova, 2017 Behavioral economics Wang et al, 2017Bayne et al, 2016Alventosa et al, 2016O'Dwyer et al, 2015Chiu and Lee, 2012Calamel et al, 2012Letaifa and Rabeau, 2013Liyanage, 1995Smith, 2007Yoon, 2017 Open Innovation Wyrzykowska, 2015Fang, 2012Choi et al, 2013Schindler et al, 2017Foley et al, 2011 Clusters as Innovation Engines 45 innovation clusters, information flows through formal channels (corporate meetings, forums, fairs, conferences, seminars, specialized magazines, etc.) and informal channels (e.g.…”

Section: The Information Strengthmentioning

confidence: 99%

Clusters as Innovation Engines: The Accelerating Strengths of Proximity

Ferràs-Hernández

Nylund

2018

European Management Review

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As economic competition is becoming global, innovation clusters emerge as a salient level of competitive analysis. We hence study when and how innovation clusters strengthen innovation at firm level. We review insights in this topic from different theoretical perspectives, for example, neoclassical economics, evolutionary economics, behavioral economics, strategic management and open innovation, in search of a comprehensive theoretical framework that explains the relationship between firm innovation and the concentration of innovative activities in the proximity. We then deduce five strengths which drive technological change in innovation clusters, namely attraction, information, interaction, anticipation, and rivalry. The model has implications for researchers, managers, and policymakers and contributes to our understanding of the acceleration of innovation within clusters.

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“…By analyzing visualizing patent statistics through patent applicant network analysis, network construction among joint patent-applying firms that participated in joint patent applications and the effects of the construction were studied [16]. In firms who have open search strategies-those who search widely and deeply-the benefits of openness are subject to decreasing returns, which indicate that there is a point at which additional open innovation becomes unproductive [17][18][19][20][21]. Companies are increasingly rethinking the fundamental ways in which they generate ideas and bring them to the market [22].…”

Section: Joint Patent Applicationsmentioning

confidence: 99%

Network Analysis of Open Innovation

Yun

Jeong

Park

2016

Preprint

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The way people innovate and create new ideas and bring them to the market is undergoing a fundamental change from closed innovation to open innovation. Why and how do firms perform open innovation? Firms’ open innovation is measured through the levels of firms’ joint patent applications. Next, we analyze network structures and characters of firms’ joint patent applications such as betweenness and degree centrality, structure hole, and closure. From this research, we drew conclusions as follows. First, the structure of collaboration networks has both direct and indirect effects on firms’ innovative performance. Second, in the process of joint patent applications, there is a long tail phenomenon in networks of joint patent applications. Third, the number of patents and International Patent Classification (IPC) subclasses together constitute a meaningful measure of the innovation performance of firms.

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Innovation cluster characteristics of Baden‐Wuerttemberg and Gyeongi‐Do

Cited by 9 publications

References 29 publications

Knowledge strategy and business model conditions for sustainable growth of SMEs

Knowledge strategy and business model conditions for sustainable growth of SMEs

Clusters as Innovation Engines: The Accelerating Strengths of Proximity

Network Analysis of Open Innovation

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