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Jeonghwan Lee
Department of International Business and Trade, College of Business Administration, Myongji University, 34 Geobukgolro, Seodaemun-gu, Seoul 07364, Korea

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Journal article
Published: 22 October 2020 in Sustainability
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International joint ventures (IJVs) have long been considered a vibrant venue for innovation, one source of sustainable competitive advantage. Nonetheless, there is a paucity of research that seeks to understand what determines their innovative performance. We draw attention to and examine the control structure of IJVs as a determinant of innovation. Using the complementary lenses of local embeddedness, the liability of outsidership, and open innovation, we argue that foreign managerial control reduces IJV innovation and that equity ownership balance between foreign and local parent firms and affiliation of IJVs with local market business groups weaken this negative relationship. Using panel data of 48 IJVs in Korea during the periods between 2000 and 2016, we find empirical support for these arguments. This study contributes to the literature by extending our understanding of how to design IJVs for enhancing innovative output and consequently improving their sustainability.

ACS Style

Kyuho Jin; Chulhyung Park; Jeonghwan Lee. What Determines Innovative Performance of International Joint Ventures? Assessing the Effects of Foreign Managerial Control. Sustainability 2020, 12, 8770 .

AMA Style

Kyuho Jin, Chulhyung Park, Jeonghwan Lee. What Determines Innovative Performance of International Joint Ventures? Assessing the Effects of Foreign Managerial Control. Sustainability. 2020; 12 (21):8770.

Chicago/Turabian Style

Kyuho Jin; Chulhyung Park; Jeonghwan Lee. 2020. "What Determines Innovative Performance of International Joint Ventures? Assessing the Effects of Foreign Managerial Control." Sustainability 12, no. 21: 8770.

Journal article
Published: 21 February 2020 in Journal of Open Innovation: Technology, Market, and Complexity
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Multimarket contact (MMC) refers to the situation in which more than two firms simultaneously compete with each other in multiple products and/or geographical markets. Most studies on MMC have explored how the market overlap creates “mutual forbearance”, which lessens the intensity of rivalry. While prior studies have mainly focused on how reduced rivalry from MMC influences market-related decisions, only a few have paid attention to its impact on innovation activities. The purpose of this research is to explore how multimarket competition influences different stages of innovation. Specifically, we focus on three stages of innovation: Content development, commercialization, and protection of IPs (Intellectual Property). This study is conducted as an exploratory case research based on the in-depth analysis of two leading Korean Mobile game companies. Based on our findings, we explain how mutual forbearance and observability of the rival’s competitive action influence the choice of strategic decisions across different stages of innovation.

ACS Style

Jinju Lee; Jin Suk Park; Jeonghwan Lee. The Impact of Multimarket Competition on Innovation Strategy: Evidence from the Korean Mobile Game Industry. Journal of Open Innovation: Technology, Market, and Complexity 2020, 6, 14 .

AMA Style

Jinju Lee, Jin Suk Park, Jeonghwan Lee. The Impact of Multimarket Competition on Innovation Strategy: Evidence from the Korean Mobile Game Industry. Journal of Open Innovation: Technology, Market, and Complexity. 2020; 6 (1):14.

Chicago/Turabian Style

Jinju Lee; Jin Suk Park; Jeonghwan Lee. 2020. "The Impact of Multimarket Competition on Innovation Strategy: Evidence from the Korean Mobile Game Industry." Journal of Open Innovation: Technology, Market, and Complexity 6, no. 1: 14.

Journal article
Published: 15 August 2019 in Sustainability
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We focused on mobile engineers, a distinctive employee group that may have unique reactions to mergers and acquisitions (M&As). Mobile engineers, employees that move from one firm to another, were previously recognized as an undesirable loss by most knowledge-intensive organizations. However, in this study, we show that they may return to their former organizations as effective knowledge creators when their previous and new organizations unite through M&As. We specifically investigated how their mobility direction, relational assets, and intellectual assets affect the amount of knowledge that is jointly created through inter-personal collaborations following the M&A. Using the data of 410 mobile engineers in high-technology M&As during 2000–2004 in the United States, we found that the mobility direction from acquiring firms to targets prior to M&A has a positive impact on joint knowledge creation. We also found that such mobility direction positively moderates the relationship between human assets of mobile engineers and their joint knowledge creation.

ACS Style

Namgyoo K. Park; Monica Youngshin Chun; Jeonghwan Lee. How Do Mobility Direction and Human Assets of Mobile Engineers Affect Joint Knowledge Creation after M&As? Sustainability 2019, 11, 4417 .

AMA Style

Namgyoo K. Park, Monica Youngshin Chun, Jeonghwan Lee. How Do Mobility Direction and Human Assets of Mobile Engineers Affect Joint Knowledge Creation after M&As? Sustainability. 2019; 11 (16):4417.

Chicago/Turabian Style

Namgyoo K. Park; Monica Youngshin Chun; Jeonghwan Lee. 2019. "How Do Mobility Direction and Human Assets of Mobile Engineers Affect Joint Knowledge Creation after M&As?" Sustainability 11, no. 16: 4417.

Journal article
Published: 05 August 2019 in Journal of Open Innovation: Technology, Market, and Complexity
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The automobile industry is experiencing unprecedented change. Despite its century-old history based mostly in the art of mechanics, increased development of technology and heightened awareness of environmental issues has pushed traditional automobile manufacturers to completely re-examine their strategies. It has also newly invited nontraditional players such as electronic and IT tycoons namely, Samsung, Google, and Apple into the game. The advent of electric cars with cutting edge technology requires active participation and collaboration from diverse industries requiring cross-over joint ventures and M&As. In this light, the recent acquisition of Harman Incorporated for eight billion dollars by Samsung Electronics in 2016 is a significant event that signals great change. As the electronics tycoon expands its boundaries preparing to become an important player in the automobile industry, this study examines how Samsung increases and integrates its knowledge base and innovation capability through the M&A deal with Harman in attempts to enhance its competitiveness in the rapidly evolving automotive market.

ACS Style

Jung Hyun Kim; Monica Young-Shin Chun; Duong Thi Hong Nhung; Jeonghwan Lee. The Transition of Samsung Electronics through Its M&A with Harman International. Journal of Open Innovation: Technology, Market, and Complexity 2019, 5, 51 .

AMA Style

Jung Hyun Kim, Monica Young-Shin Chun, Duong Thi Hong Nhung, Jeonghwan Lee. The Transition of Samsung Electronics through Its M&A with Harman International. Journal of Open Innovation: Technology, Market, and Complexity. 2019; 5 (3):51.

Chicago/Turabian Style

Jung Hyun Kim; Monica Young-Shin Chun; Duong Thi Hong Nhung; Jeonghwan Lee. 2019. "The Transition of Samsung Electronics through Its M&A with Harman International." Journal of Open Innovation: Technology, Market, and Complexity 5, no. 3: 51.