• Asian Journal of Innovation and Policy
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• v.2 no.1
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• pp.1-19
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• 2013

As the catch-up innovation system was exposed to a new competition environment in which second-tier catch-up countries reduced the gap with Korea and advanced Korean firms entered into the frontier product market, it is experiencing system delay in terms of organizational and policy change. Therefore, innovation policy needs to be reorganized from a dynamic perspective to analyze the problems in the transition period and enable the system to overcome organizational and institutional delays. This article investigates the characteristics of transition periods in terms of external environment changes and internal socio-economic pressures. Based on the analysis of environment changes and catch-up system characteristics, it suggests the framework for policy intervention, direction, and practical principles for post catch-up innovation policy. In particular, it suggests the network-based developmental state and policy implementation in order to overcome the limitation of centralized developmental state of catch-up periods.

• Clinical and Experimental Pediatrics
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• v.61 no.3
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• pp.71-77
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• 2018

Purpose: Small for gestational age (SGA) is confusingly defined as birth weight (BW) either below 3rd percentile or 10th percentile for infants. This study aimed to compare postnatal catch-up growth between SGA groups according to different definitions. Methods: Data of 129 infants born with BW below the 10th percentile and admitted to Korea University Anam Hospital and Ansan Hospital were retrospectively reviewed. Height and weight were measured at 6, 12, and 24 months. Results were compared between group A (BW: <3rd percentile) and group B (BW: 3rd-10th percentile). Results: Group A included 66 infants and group B included 63. At age 6 months (n=122), 62.9% of group A and 71.7% (P=0.303) of group B showed catch-up growth in weight. At 6 months (n=69), 55.9% of group A and 80.0% of group B (P<0.05) showed catch-up growth in height. At 12 months (n=106), 58.5% of group A, and 75.5% (P=0.062) of group B showed catch-up growth in weight. At 12 months (n=75), 52.8% of group A and 64.1% of group B (P=0.320) showed catch-up growth in height. Up to age 24 months, 66.7%/80.0% in group A and 63.6%/80.0% in group B showed catch-up growth in weight/height. Conclusion: Despite different definitions, there were no significant differences between the two SGA groups in postnatal catch-up growth up to age 24 months, except for height at 6 months. Compared to infants with appropriate catch-up growth, low gestational age and BW were risk factors for failed catch-up growth at 6 months.

• Journal of East Asia Management
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• v.3 no.2
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• pp.43-64
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• 2022

Exploring innovations for latecomers to catch up has been a popular concern in industry and academia. Over the last decade, more and more East Asian latecomer firms have moved beyond imitation and are delivering innovative products and services to the market. However, the semiconductor latecomers from China have limited success in catching up with more mature semiconductor firms. Our study examines how semiconductor latecomers to break through the latecomer's dilemma by innovation and achieve catch-up. We use a single-case approach for the Semiconductor Manufacturing International Corporation (SMIC) vertical development process to analysis its innovation path of catching up. The study's results showed that SMIC relied on the government's policy and funding support, and based on the strategic endurance of entrepreneurs, it persisted in technology R&D investment and independent innovation for 20 years. SMIC finally smashed the dilemma of latecomers and successfully achieved catch-up. With these findings, we believe that the path of catching up innovation for semiconductor latecomers should be equipped with independent innovation of technology, strategic leadership of entrepreneurs and support of government policies. As these factors are combined, latecomer firms' position is expected to rise and catch-up will become visible. Our study contributes to some enlightenment on the innovation path for latecomers in China and global semiconductors to achieve their catch-up.

• Asian Journal of Innovation and Policy
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• v.5 no.1
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• pp.1-18
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• 2016

Catch-up is a well-known and familiar terminology for innovation scholars in developing countries such as Taiwan, Korea and China. The strategy, however, is too difficult to perform in each industry. This study looks into a catch-up strategy that Apple and Xiaomi used and examines the results on the creative imitation of business model in the smartphone industry. It is quite surprising that even Apple is based on catch-up strategy. They wanted to catch-up Nokia. Our case study shows that these two companies quickly caught up with the leaders, and the common feature of their strategy is characterized as creative imitation of business model. Creative imitation of business model is different from creative imitation of innovation. Furthermore, this research confirms that the creative imitation of business model leads to aggressive creative innovation.

• Journal of Technology Innovation
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• v.16 no.1
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• pp.239-259
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• 2008

Korea is in the middle of a transition from the catch-up stage to the post catch-up stage. This requires a new approach, a new perspective, and a new strategy to survive in the new environment. This research investigates the post catch-up research activities in the public sector, including universities and national research institutes. In this case study, the experts and research teams at the highest level in the world are introduced, and research environments and know-how possessed by the experts and research teams are analyzed. The cases shows that the post catch-up research teams have research patterns to open new research field and integrate prior knowledge base with new knowledges from other research field. They succeed in producing highly regarded research results and making research platform for further advanced research.

• Journal of Technology Innovation
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• v.21 no.1
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• pp.109-139
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• 2013

The objective of this study attempt to examine the prospect whether conventional catch-up theory is also applicable to knowledge intensive industry like Open Source Software(OSS), and the implication from this study can be working as a stepping stone for followers. To do this, we conducted Korean SW firm's interview, and examined U.S. firm's archivings and second source of informations by means of empirical study. We use the inflection point of paradigm shift and difference of technology regime as a framework for empirical study of catch-up process between U.S. and Korean OSS firms. We find that conventional catch-up theory is no more applicable to explain OSS firm's catch-up processes. We also identified the elements that will accelerate the catch-up processes more effectively from the comparison of technology regime between U.S. and Korean OSS firms. As a result, we diagnose the limitation of conventional catch-up theory and discuss the new technology regime which will, ironically, promote the catch-up processes from the condition of low appropriation.

• Journal of Science and Technology Studies
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• v.16 no.1
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• pp.63-89
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• 2016

The purpose of this article is to re-interpretate 'Post Catch-up Studies' on the Korean innovation system with the framework of 'Transition Studies'. The viewpoints of the vision, research area and system innovation process of Post Catch-up studies are reviewed and reconfigurated. The Transition Studies concepts of Sustainability, Coevolution of industry and society, and transition management are introduced into the Post-catch up Studies and discussed. It is suggested that Post catch-up studies should support sustainability system transition and make use of transition management tools for the sustainable post catch-up innovation and policy.

• Journal of Science and Technology Studies
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• v.6 no.2 s.12
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• pp.1-44
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• 2006

This paper aims to analyse post catch-up innovation activities of Korean firms. Traditional approach focused on incremental innovation through fast catch-up process. Recently, Korean firms present new patterns of innovation activities. It includes the development of state-of-the-art frontier products in capital intensive manufacturing sector, the achievement of architectural innovation through adopting newly developed components and the creation of new market based on the basic technological capabilities. This paper attempts to formulate conceptual framework for analysing post catch-up innovation activities and to analyse stylized facts of post catch-up activities based on the case studies on technology based small and medium Korean firms.

• Journal of Technology Innovation
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• v.24 no.2
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• pp.21-56
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• 2016

Despite many previous studies on catch-up, understanding on the effect of product architecture developed by latecomers on the catch-up performance remains limited. On the other hands, in contrast to the semiconductor, ship building, and automotive industry, even if Korean industry and government have invested the development of numerical controllers for machine tools in the past four decades, the industry and government have failed to achieve catch-up. Therefore, we newly examine the effect of product architecture on the catch-up performance of the Korea by implementing comparative research with periods on the evolution of product architecture of Fanuc's numerical controllers, which have achieved the largest market share in the world. We found that Fanuc developed open modular architecture based numerical controllers and provided product with customization of user requirements as well as cost effectiveness. Consequently, Fanuc has sustained market leader position since the mid-1980s. However, despite all the efforts of the industry and government, we found that the Korea failed to develop open modular architecture based numerical controllers and could not achieve significant catch-up performance. Our findings provide important theoretical backgrounds for examining the catch-up performance as well as investigating the reason why latecomers failed to achieve market catch-up even if they accomplished technological catch-up.

• Knowledge Management Research
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• v.17 no.2
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• pp.27-50
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• 2016

Korean manufacturing industry have recently faced the catch-up of China in the mass commodity product, such as automotive, display, and smart phone in terms of market as well as technology. Accordingly, discussion on the importance of achieving catch-up in complex product systems (CoPS) has been increasing as a new innovation engine for the industry. In order to achieve successful catch-up of CoPS, we explored emerging technologies of CoPS, which are featured by the characteristics of radical novelty, relatively fast growth and self-sustaining, through the study of emerging technologies of gas turbine for power generation. We found that emerging technologies of the gas turbine are technologies for combustion nozzle and composition of electrical machine for increasing power efficiency, washing technology for particulate matter, cast and material processing technology for enhancing durability from fatigue, cooling technologies from extremely high temperature, interconnection operation technology between renewable energy and the gas turbine for flexibility in power generation, and big data technology for remote monitoring and diagnosis of the gas turbine. We also found that those emerging technologies resulted in technological progress of the gas turbine by converging with other conventional technologies in the gas turbine. It indicates that emerging technologies in CoPS can be appeared on various technological knowledge fields and have complementary relationship with conventional technologies for technology progress of CoPS. It also implies that latecomers need to pursue integrated learning that includes emerging technologies as well as conventional technologies rather than independent learning related to emerging technologies for successful catch-up of CoPS. Our findings provide an important initial theoretical ground for investigating the emerging technologies and their characteristics in CoPS as well as recognizing knowledge management strategy for successful catch-up of latecomers. Our findings also contribute to the policy development of the CoPS from the perspective of innovation strategy and knowledge management.