Chung-Shing Lee

An Integrated Framework for Managing Service Innovation

To create and deliver value for customers in the age of technology convergence, developing services is a major part of the high-technology product strategy. In addition, the realization of the economic value from technology depends on the firms choice of business model. This paper develops a new framework of managing service innovation. The framework takes into account service innovation in both industry- and firm-levels. The main emphases in the industry level are value proposition - identifying potential industry demand and earnings, value deployment - positioning the firms in the value networks or systems, and value appropriation - exploiting resources and capturing the benefits of service innovation (i.e., the 3V Innovation Model). At the firm level, the key processes are new service design - identifying customer value and proposing a scope of offerings, service development - acquiring resources and managing service innovation projects, and service delivery - enhancing service value and sustaining revenues and growth (i.e., the 3D Innovation Model). The 3V Innovation Model provides guidance to assist firms in identifying and securing their product-market positions, defining the supply chain and network relationships, and appropriating the gains from service innovation. The 3D Innovation Model presents firms specific processes for implementing service innovation. Finally, business model innovation serves as a linkage between the industrial-level 3V and business-level 3D models for implementing service innovation.

Technology evaluation process and its influential strategic factors: cases in Taiwan's semiconductor sector

Firms capable of catching the strategic values of technologies have competitive advantages over their rivals. Technology evaluation, as an organisational process, is the essential capability to comprehend the values of technologies in their very early emerging stages. This study defines a technology evaluation process in terms of activities, method, and participants in the process, and uses this definition to explore different types of technology evaluation processes. With case study research method and data from the semiconductor industrial sector in Taiwan, three types of technology evaluation processes are verified, namely, the emergent autocratic strategist, deliberate consensual economist, and deliberate consensual analyst strategies. Technological trajectory and firm size are found to influence a firms technology evaluation process and its types of innovation. The established explanations of the relationships among technological trajectory, competitive posture, innovation type, and technology evaluation process may guide high-tech businesses to develop a better technology evaluation capability.

National and Industrial Strategies for Value Creation in a Global Context

The development and growth of Taiwans industries, especially the semiconductor and electronics industries, has been emphasizing overwhelmingly on cost-leadership innovation and strategy. Although such capital-intensive, volume-driven and cost-down strategies have been successfully measured by industrial and economic growth, the amounts of value created and captured in global value chain and innovation networks are insignificant. We apply the framework of creation and capture of value to analyze the industrial value creation strategy in newly industrialized countries for the last four decades. We examine their past industrial policy and business strategy, and argue that the transformation of policy and strategy must gear toward creating and capturing higher value in the global innovation network. Several managerial and policy implications are also discussed.

Creating value in global innovation networks: A study of smartphone industry

The development and growth of industries in the developing and newly industrialized countries, such as Taiwan and South Korea, has been solely emphasizing on cost-leadership strategy. Although such capital-intensive, volume-driven and cost-down strategies have been successful measured by industrial and economic growth, but the amounts of value created and captured in global value chain and innovation networks are insignificant. Recently, companies in South Korea, such as Samsung, Hyundai, LG, and Kia, and Taiwanese firms, such as HTC and Asus, have been able to create and capture extra value through innovation and branding strategies to differentiate their products in the global marketplace. This research applies Lee and Hos [1] global industry value creation framework to study the value creation strategies in both developed and newly industrialized countries. We examine the value creation strategies of three smartphone companies in South Korea, Taiwan, and the United States, and evaluate the effectiveness of each companys ability to capture value in the global innovation network. Several managerial and policy implications will also be discussed.

A MULTIPLE PERSPECTIVES ANALYSIS OF CULTURE AND TECHNOLOGY MANAGEMENT: A KOREAN CASE

This research applies a multi-perspective decision-making approach [6,7] and the concept of discounting or planning horizons as a framework to study the influence of culture on technology policy and management in Korea. Korea has invented the worlds first metallic type and MP3 player and they had great opportunities to develop them earlier than other technologically advanced countries. However, these two inventions were not commercially successful for Koreans. Many reasons could have attributed to the failure. We argue that the imbalance among the technical, organizational, and personal (TOP) perspectives was a major factor. Business executives and policy makers also need to deal with issues related to discounting and forecasting when planning for commercialization and diffusion of new technologies. In addition, culture also plays an important role that bridges invention and innovation; invention can be transferred to innovation with a culture which can support the invention, and invention can be inspired by an innovative culture. In sum, the balance of multiple perspectives of decision-making, the applications of the principles of discounting and technology forecasting and planning, and the roles of diversity and government policy are all crucial for the success of an innovation in a global context.

A multi-perspective analysis of culture and technology management: A Korean case

This research applies a multi-perspective decision-making approach [6,7] and the concept of discounting or planning horizons as a framework to study the influence of culture on technology policy and management in Korea. Korea has invented the worlds first metallic type and MP3 player and they had great opportunities to develop them earlier than other technologically advanced countries. However, these two inventions were not commercially successful for Koreans. Many reasons could have attributed to the failure. We argue that the imbalance among the technical, organizational, and personal (TOP) perspectives was a major factor. Business executives and policy makers also need to deal with issues related to discounting and forecasting when planning for commercialization and diffusion of new technologies. In addition, culture also plays an important role that bridges invention and innovation; invention can be transferred to innovation with a culture which can support the invention, and invention can be inspired by an innovative culture. In sum, the balance of multiple perspectives of decision-making, the applications of the principles of discounting and technology forecasting and planning, and the roles of diversity and government policy are all crucial for the success of an innovation in a global context.