{"title":"韩国流行音乐产业有创新吗?理论视角","authors":"Jangwoo Lee, Lynn Pyun","doi":"10.1080/13602381.2023.2264042","DOIUrl":null,"url":null,"abstract":"ABSTRACTThis paper proposes a novel theoretical perspective which views the K-pop industry through the lens of M-ies model. To date, the innovative aspects of K-pop have been largely neglected by business scholarship, in part due to the inadequacies of the existing theories to capture the dynamic nature of its development. To fill this gap, M-ies model is devised. It posits that innovators (i) were critical in creating a sustained level of innovative momentum (M), as they implemented strategies (s) to respond to the external environment (e). Using the M-ies model, we also explain how an intriguing parallel can be drawn between a seemingly unlikely pair, the K-pop and the semiconductor industry. In so doing, we point to the significance of producer-innovators, and how private sector – in particular, SM Entertainment as the first mover – was the main agent of creative destruction.KEYWORDS: K-pop industryinnovationcatch-upcreative destructionM-ies modelSouth Korea Disclosure statementNo potential conflict of interest was reported by the author(s).Additional informationNotes on contributorsJangwoo LeeJangwoo Lee is the Director of Success Economy Institute, an Emeritus Professor of Management at Kyungpook National University, the current President of World Cultural Industry Forum (WCIF), and the vice president of the Korean Federation of Science & Technology Societies. He was the President (2014/2015) of the Korean Academic Society of Business Administration (KASBA) and a non-executive director of the Korea Foundation. He has written extensively about issues related to strategic management and innovation, including the most recent K-pop Innovation (2023).Lynn PyunLynn Pyun is Associate Professor of International Business at Ewha Womans University’s Graduate School of International Studies in Seoul, Korea. She is interested in the institutional forces as they shape firm behaviour, and has been researching how this plays out in the realms of human resource management, innovation and gender issues. She is also currently serving as a Regional Editor of Asia Pacific Business Review.","PeriodicalId":47156,"journal":{"name":"Asia Pacific Business Review","volume":null,"pages":null},"PeriodicalIF":2.0000,"publicationDate":"2023-10-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Is there innovation in the K-pop industry? 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In so doing, we point to the significance of producer-innovators, and how private sector – in particular, SM Entertainment as the first mover – was the main agent of creative destruction.KEYWORDS: K-pop industryinnovationcatch-upcreative destructionM-ies modelSouth Korea Disclosure statementNo potential conflict of interest was reported by the author(s).Additional informationNotes on contributorsJangwoo LeeJangwoo Lee is the Director of Success Economy Institute, an Emeritus Professor of Management at Kyungpook National University, the current President of World Cultural Industry Forum (WCIF), and the vice president of the Korean Federation of Science & Technology Societies. He was the President (2014/2015) of the Korean Academic Society of Business Administration (KASBA) and a non-executive director of the Korea Foundation. He has written extensively about issues related to strategic management and innovation, including the most recent K-pop Innovation (2023).Lynn PyunLynn Pyun is Associate Professor of International Business at Ewha Womans University’s Graduate School of International Studies in Seoul, Korea. She is interested in the institutional forces as they shape firm behaviour, and has been researching how this plays out in the realms of human resource management, innovation and gender issues. 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Is there innovation in the K-pop industry? A theoretical perspective
ABSTRACTThis paper proposes a novel theoretical perspective which views the K-pop industry through the lens of M-ies model. To date, the innovative aspects of K-pop have been largely neglected by business scholarship, in part due to the inadequacies of the existing theories to capture the dynamic nature of its development. To fill this gap, M-ies model is devised. It posits that innovators (i) were critical in creating a sustained level of innovative momentum (M), as they implemented strategies (s) to respond to the external environment (e). Using the M-ies model, we also explain how an intriguing parallel can be drawn between a seemingly unlikely pair, the K-pop and the semiconductor industry. In so doing, we point to the significance of producer-innovators, and how private sector – in particular, SM Entertainment as the first mover – was the main agent of creative destruction.KEYWORDS: K-pop industryinnovationcatch-upcreative destructionM-ies modelSouth Korea Disclosure statementNo potential conflict of interest was reported by the author(s).Additional informationNotes on contributorsJangwoo LeeJangwoo Lee is the Director of Success Economy Institute, an Emeritus Professor of Management at Kyungpook National University, the current President of World Cultural Industry Forum (WCIF), and the vice president of the Korean Federation of Science & Technology Societies. He was the President (2014/2015) of the Korean Academic Society of Business Administration (KASBA) and a non-executive director of the Korea Foundation. He has written extensively about issues related to strategic management and innovation, including the most recent K-pop Innovation (2023).Lynn PyunLynn Pyun is Associate Professor of International Business at Ewha Womans University’s Graduate School of International Studies in Seoul, Korea. She is interested in the institutional forces as they shape firm behaviour, and has been researching how this plays out in the realms of human resource management, innovation and gender issues. She is also currently serving as a Regional Editor of Asia Pacific Business Review.
期刊介绍:
The growth of the Asia Pacific region and the rising presence of its multinationals in world markets has raised a number of questions about the origins of national economic success. Asia Pacific Business Review addresses these key issues and draws together the lessons of the analysis of culture, economies, history, politics and societies in the area, in order to explore business-related phenomena in the Asia Pacific countries, both in their general and specific contexts. The Review is intended for both academics and interested observers, contains the contributions of recognized experts, and is essential to anyone seeking the latest research on Asia Pacific business in a readily available, approachable form. We welcome articles which deal with nations and societies in the Asia Pacific region, namely those in East Asia and South-East Asia (but not South Asia), including those in APEC and ASEAN, individually or comparatively. Of interest also are contributions on the Asia Pacific economies, comparing those inside with those outside, or those investing in it. We do not, however, publish papers based solely on countries from outside the region.