An Empirical study on the dynamic capabilities of public innovation cluster
This study applies the dynamic capabilities concept introduced by Teece (2007) to examine the sustainable growth capability of the Daedeok Research Complex (DRC), a public innovation cluster in Korea. The thesis measures the three main components of dynamic capabilities - sensing, seizing, and transforming -as well as organizational cultural characteristics. This study conducted questionnaire surveys and semi-structured interviews with employees of public research institutions in DRC. The survey results were analyzed using a structural equation model (SEM), and the author conducted further interview about rejected hypothesis with three principal researchers and two directors who belong to the public IT institute.
The findings indicated that the information searching and benchmarking capabilities of sensing had a significant effect on the internalization of knowledge of seizing, while networking relationships did not it. In turn, the organization’s internalization of knowledge had a significant effect on the resource adjustment or integration capability, but did not have a significant effect on the resource relocation or reconfiguration capability. In addition, organizational cultural characteristics had a positive mediating effect on the resource transformation capability. Through interviews with employees, the reason why networking relationship did not have significant effect on the organization’s internalization of knowledge was the culture of competition among members due to PBS. The reason why the internalization of knowledge did not have a significant effect on the resource relocation or reconfiguration was the complicated research project reporting structure and weak authority of the head of the institution.
Overall, these findings suggest that the Korean government should focus on improving methods of evaluating public research and development (R&D) organizations, giving more authority to the heads of these institutions, and fostering an open organizational culture.
Click the button and follow the links to connect to the full text. (KDI CL members only)
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.