Since 1982, the government of Korea has actively promoted vertical cooperative R&D programs between government-sponsored research institutes (GRIs) and private firms. A number of firms participated in the programs because cooperative R&D could lower the risk and could contribute to rapid commercialization of many technologies. This paper examines the effectiveness of vertical cooperative R&D projects by the modes of cooperation between GRIs and industrial firms, and analyzes the performance of participating firms' technology sourcing strategies for commercial utilization of cooperative R&D results at the project performed from 1982 to 1989 under the Government-Industry Cooperative R&D Program sponsored by the Ministry of Science and Technology(MOST) in Korea. The cooperative R&D projects are classified into 4 groups by two criteria, i.e., the level of participation of firms, and the breadth of cooperation. The findings suggest that firms should actively participate in cooperative R&D projects. In addition, in order to enhance commercial success, cooperation between GRIs and industrial firms should not be limited to R&D stage only. The breadth of cooperation should be extended to commercialization stage. Small- and medium-sized firms participating in vertical cooperative R&D projects in Korea usually lack internal technological capabilities that are needed to commercialize the results of cooperative R&D. Three different technology sourcing strategies - exclusive cooperative R&D strategy, in-house development augmented cooperative R&D strategy, and licensing-in supplemented cooperative R&D strategy - are empirically derived through cluster analysis of the relative usage rates cooperative R&D and of other supplementary technology acquisition methods. The findings suggest that the firms participating in vertical cooperative R&D projects should try to utilize other supplementary technology acquisition methods in order to achieve commercial utilization of the vertical cooperative R&D results.

This paper addresses three central decision-making problems frequently encountered in developing evaluation checklists for ex-post evaluation of R&D projects at private R&D centers: 1) what kind of evaluation elements and factors should be included in the evaluation forms\ulcorner 2) how much weight should be assigned to each evaluation factor and element\ulcorner and 3) could the same evaluation elements and factors with weights be applied all the project type(research, development, and engineering)\ulcorner To answer these questions, we identified the evaluation elements/factors based on the review of relevant literature and measured the perceptions of researchers, R&D managers, and top managements of the three private R&D centers to get the information about the importance levels of the elements and the weights of the factors for each of the three project types. The findings include that 1) all the evaluation elements derived from the literature exhibited high importance levels, and 2) the importance levels of the elements and the weights of the factors were quite varied along the project types. Theoretical and practical implications of the findings for ex-post evaluation of R&D projects are discussed.

The two groups of research and management staff working in the government-supported research institutes are shown different in their cognitive styles on R&D management. Identifying the differences and understanding the reasons why such differences exist are th prerequisites for working out an effective R&D management. The investigation was made with emphasis on the cognitive styles regarding the core elements of R&D managements such as R&D process, manpower, budget and information required for R&D activities. The cognitive styles on R&D management shown distinct between the two groups suggest in turn that narrowing down the diference could provide the way to more effective R&D management.

This research explores a framework of selecting suitable industry cooperation ares between South Korea and North Korea using analysis of science and technology(S&T) competitiveness. First, a generic framework to set up S&T cooperation with North Korea, which involves both a continuity as an evolving process and a peculiarity of S&T, is presented. Second, a selection procedure of specific S&T areas for South and North cooperation is suggested. It is also demonstrated how to select suitable S&T cooperation areas under two types of scenarios. Finally, promotion strategies for each scenario are described.

It is difficult to develop objective evaluation techniques for the productivity in an R&D organization because there exists such as time lag between inputs and outputs, difficulties of measuring the influencing factors and results of a research and of comparing R&Ds with other objects towards innovation, and problems in identifying analysis elements. Particularly, governmental research institutes, pursuing publicity, have more difficulties in evaluating research achievement than the private ones. In evaluating the productivity of R&D organizations, this study aims at practically using the quantitative evaluation techniques by applying them to the public as well as private institutes. This will be finally contributing to decision making for effective management of R&D organization.

본 연구는 한국 제조업의 기업별 <패널>자료를 이용하여 확율 적 생산함수를 추정한 다음, 우리 나라의 주종 수출산업인 섬유산업과 전자산업의 기술적 효율성이 1980년대에 하락한 이유를 규명하기 위하여 동종산업내의 각 기업들의 기술적 효율성의 결정요인을 계량분석을 통해 분석하였다. 성장산업인 전자산업과 사양산업인 섬유산업의 산업 내 (intra-industry) 기술적 효율성의 결정요인은 상하였다. 성장산업인 전자산업의 경우, 상대적인 기업의 크기와 노동비용의 상대적 크기는 기술적 효율성과 각각 정의 관계를 보이고 있는데 비해, 사양산업인 섬유산업의 경우, 총 매출액에서 수출이 차지하는 비중과 기술적 효율성과 반의 관계를 보였다. 즉 1980년대 섬유산업의 기술적 효율성이 하락한 중요한 요인은 동 산업의 수출부진과 상대적인 노동비용의 상승을 들 수 있으며, 성장산업인 전자산업의 경우는 일부 대기업의 집중도 심화가 동 산업의 평균적 기술적 효율성의 하락요인이 되었음을 알 수 있다. 따라서 본 연구는 경쟁의 촉진과 기업 집중도의 완화가 기술적 효율성을 향상시키는 데 중요하다는 점을 보여주고 있다.

전통적인 산업조직이론에서 널리 사용되는 시장구조-행동-성과 분석 도구 (The SCP Paradigm)는 시장성과가 가격정책, 기술개발투자(R&D), 광고투자, 생산설비 변경 등 시장행동의 함수라는 암묵적 가정에 근거한다. 최근 시장행동 중에서 기업의 관심이 크게 높아진 R&D 및 광고투자가 시장성과에 미치는 영향이 크게 부각되었으며, 시장성과를 구성하는 주요요인으로 주목받고 있다. R&D 및 광고 투자의 성격과 행태, 그리고 시장성과에 미치는 영향이 상호 유사함에도 불구하고 두 가지 변수를 동시에 다룬 연구는 매우 드물다. 몇 안 되는 연구들도 기업의 행태를 실증적으로 설명하는데 치중함으로써 이론적 근거를 소홀히 하는 경향을 보이고 있다. 즉, 논리의 전개상 이론적인 근거를 바탕으로 수리모형이 먼저 제시된 후에야 이를 검증하는 방법으로 통계모형을 사용하는 것이 옳을 것이다. 이 논문은 기존의 SCP 분석방법을 사용하여 기업이 한정된 재원을 어떤 원칙아래 R&D 및 광고에 분산 투자하는 가를 설명하기 위해 수리모형을 설정한 후, 정태와 동학, 확실성과 불확실성, 단발성과 균등투자전략의 개념을 도입하여 다양한 분석을 시도하였다. 또 R&D 및 광고투자 함수를 이론적 근거에 의해 도입하되, 각 모형에 균형이 존재하는가를 검증하였다. 수리모형을 이용해 분석한 결과 (1) 기업의 투자는 R&D 및 광고투자간에 한계원리(Marginal Principle)가 지켜지도록 분배할 때에 효율적임이 판명되었고, (2) 동학모형이 정학모형을 포함하는 일반모형의 성격을 가지고 있었으며, (3) 투자는 확실성이 높을수록, 분산시킬수록 투자효과가 큰 것으로 나타났다. 한국을 대상으로 한 실증적 모형추정은 앞의 수리모형 및 그 결과에 근거를 두었으며, 한국기업에 적절한 R&D 및 광고투자함수를 추정한 뒤 이를 이용해 업종, 기업규모, 상품유형별로 적합한 모델(Fixed Effects Model)을 결정하고, 각각에 해당하는 통계모형을 구축하였다. 이 결과 (1) 업종 및 기업규모별로 그룹간에 유의한 특성이 발견되었으며, (2) R&D 및 광고투자는 기업의 시장성과를 설명하는 중요한 변수이나, (3) R&D 투자의 경우는 광고에 비해 불확실성이 존재하는 것으로 나타났고, (4) 수리모형에서 도출된 한계원리가 통계모형에서도 유효한 것으로 드러났다.

Advanced Manufacturing Technology(AMT), a comprehensive collection of new technologies for the efficiency and flexibility of manufacturing systems has received a growing attention recently, AMT consists of various industrial and technological components, homogeneous in some aspects while heterogeneous in others. Thus, it is difficult but necessary task to construct a classification framework in which the relationship among individual technologies are depicted in a meaningful fashion. In this, paper, we propose a hierarchical framework in which the objective and criteria of classification are decomposed into three level: industrialization, development and application of AMT. At the first and highest level, the main interest is to "industrialize" AMT. The major actors at this level are policy makers(public sector) and top management(private sector) and the primary classification criterion is the interrelationship between industry and technology. At the middle level exist system engineers whose main objective is to "develop" new technologies and/or systematize individual technologies. At the final and bottom level, shop floor managers need to "apply" AMT in order to enhance the efficiency and flexibility of manufacturing process. It should be stressed that, as a whole, the above three levels should be interactively linked to that each level contributes to the balanced development of AMT.