• KOREAN JOURNAL OF PACKAGING SCIENCE & TECHNOLOGY
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• v.12 no.1
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• pp.63-73
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• 2006

The first packaging of Korean market milk dates back to July 1937 when Seoul Dairy Co-operative (Kyung Seong Dairy Co-operative in those days) used 1 hob (180 ml) glass bottles with either paper caps or cork caps. During 1945-1972, 2 hob (360 ml) glass bottles were produced, and iron caps and egret-shaped plastic film replaced the previously used caps. When there were insufficient numbers of milk bottles, other glass bottles such as soda drink bottles and beer bottles were used instead. Seoul Dairy Co-operative was the only dairy company existing in Korea until Nam Yang Dairy Co. Ltd was founded in March 1964, followed by Hae Tae Dairy Co. Ltd(Tae Han Food Public Corporation in those days) in 1969 and Mae-il Dairy Co. Ltd (Korea Dairy Company in those days) in May 1971. As many other dairy companies along with the above-mentioned companies were established, a variety of dairy products were packaged and marketed. In 1971 Seoul Dairy Co-operative first used triangular-shaped polyethylene film wrappers, and in 1972 Nam Yang Diary was the first company importing sterilized Tetra pak for the packaging of milk. Since 1974 rectangular shaped polyethylene film wrappers and plastic bottles were used. In 1977 the gable top carton pack made of paper was first introduced by Seo Joo Industry Co. Ltd, and its market share increased rapidly with gradual increase in its volume, from 180ml to 200ml, to 250ml, to 500ml and finally to 1,000ml, causing change in the volume of milk consumption. And in Sep. 1987 Pasteur market milk Co. Ltd. first used round type high density polyethylene bottle(body) with low density polyethylene cap of 245g, 490g and 980g volumes respectively.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.6
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• pp.99-109
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• 2016

The purpose of this study is to review the relationship between corporate entrepreneurship and performance, and the moderating effect of CEO's transformational leadership in entrepreneurs'cooperative. In order to verify and achieve the purposes mentioned above, questionnaire data were gathered and analysed from 215 employees of entrepreneurs'cooperative in Metropolitan and kangwon-do vicinity. Multiple regression and multiple hierarchical regression analysis were applied to test the proposed hypotheses: 1) the relationship between corporate entrepreneurship(innovativeness, risk-taking, and proactiveness) and performance(sales volume, profit, employment), 2) the moderating effect of CEO's transformational leadership(charisma, individual consideration, intellectual stimulation) on the relationship between corporate entrepreneurship and performance. Empirical survey's findings are as follows; First, risk-taking appeared to be positively related with sales volume, profit, and employment. Proactiveness appeared to be positively related with sales volume and profit. But innovativeness appeared not to be significantly related with sales volume, profit, and employment. Second, CEO's transformational leadership appeared to be related with financial performance(sales volume and profit), but not to be related with employment. Charisma and individual consideration moderated positively the relationship between corporate entrepreneurship and financial performance(sales volume and profit). Intellectual stimulation moderated positively only the relationship between corporate entrepreneurship and profit.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.6
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• pp.17-29
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• 2021

Recently, as social distancing have been raised due to the re-spread of COVID-19, the number of serial entrepreneurs who are closing their business is rapidly increasing. Learning from failure is a source of success, but business failure can result in psychological and economic losses and negative emotions of the serial entrepreneur. At this point, it is very important to find a way to recover the negative emotions caused by business failures of serial entrepreneurs. Recently, a strategic model has emerged to deal with the negative emotions of grief caused by business failures of serial entrepreneurs. This study identified the recovery factors from the grief of business failures of serial entrepreneurs and analyzed Shepherd's(2003) three areas: loss orientation, restoration orientation, and dual process. To this end, individual in-depth interviews were conducted with 12 small business serial entrepreneurs who challenged re-startup to identify the attributes of recovery factors that were not identified with quantitative data. As a result of the study, first, recovery factors were investigated in three areas: individual orientation, family orientation, and network orientation. It was found to help improve recovery in nine categories: self-esteem, persistence, personal competence, hobbies, self-confidence, family support, networks, religion, and social support. Second, recovery obstacle factors were investigated in three areas: psychological, economic, and environmental factors. Nine categories including family, health, social network, business partner, competitor, partner, fund, external environment, and government policy were found to persist negative emotions. Third, the emotional processing process for grief was investigated in three areas: loss orientation, restoration orientation, and dual process. Ten categories such as family, partner support, social member support, government support, hobbies, networks, change of business field, moving, third-party perspective, and meditation were confirmed to enhance rapid recovery in the emotional processing process for grief. The implications of this study are as follows. The process of recovering from the grief caused by business failures of serial entrepreneurs was attempted by a qualitative study. By extending the theory of Shepherd(2003), This study can be applied to help with recovery research. In addition, conceptual models and propositions for future empirical research were presented, which can be discussed in carious academic ways.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.1
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• pp.141-158
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• 2023

From the perspective of an entrepreneur, one of the most important factors for understanding the inherent limitations of a startup, reducing the risk of failure, and succeeding is the composition of the talent, that is, the founding team. Therefore, a common concern experienced by entrepreneurs in the pre-entrepreneurship stage or the early stage of startup is the choice between independent startups and co-founding start-up. Nonetheless, in Korea, the share of independent entrepreneurship is significantly higher than that of co-founding start-up. On the other hand, focusing on the fact that many successful global innovative companies are in the form of co-founding start-up, the success factors of co-founding start-up were examined. Most of the related preceding studies are studies that identify the capabilities and characteristics of individual entrepreneurs as factors influencing the survival and success of entrepreneurship, and there is a lack of research on partnerships, that is, co-founding start-up, which are common in the field of entrepreneurship ecosystems. Therefore, this study attempted a multi-case study through in-depth interviews, collection of relevant data, analysis of contextual information, and consideration of previous studies targeting co-founders of domestic startups that succeeded in opportunistic startups. Through this, a model for deriving the phased characteristics and key success factors of co-founding start-up was proposed. As a result of the study, the key element of the preliminary start-up stage was 'opportunity', and the success factors were 'opportunity recognition through entrepreneur's experience' and 'idea development'. The key element in the early stages of start-up is "start-up team," and the success factor is "trust and complement of start-up team," and synergy is shown when "diversity and homogeneity of start-up team" are harmonized. In addition, conflicts between co-founders may occur in the early stages of start-ups, which has a large impact on the survival of start-ups. The conflict between the start-up team could be overcome through constant "mutual understanding and respect through communication" and "clear division of work and role sharing." It was confirmed that the core element of the start-up growth stage was 'resources', and 'securing excellent talent' and 'raising external funds' were important factors for success. These results are expected to overcome the limitations of start-up companies, such as limited resources, lack of experience, and risk of failure, in entrepreneurship studies, and prospective entrepreneurs preparing for a start-up in a situation where the form of co-founding start-up is attracting attention as one of the alternatives to increase the success rate. It has implications for various stakeholders in the entrepreneurial ecosystem.

• The Korean Journal of Air & Space Law and Policy
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• v.32 no.1
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• pp.327-353
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• 2017

The issue submitted to the Court of Justice on the merits of case C---573/13 originated from a claim brought in the context of a dispute between Air Berlin and the German Federal Union of Consumer Organisations and Associations. The challenge concerned the way in which air fares were displayed in Air Berlin's computerised booking system. The system was organised in such a way that, after selecting a date and a departure airport, one would find all possible flight connections in a summary table. However, the final price of the ticket was displayed only for the clicked connection, and not for all connections, thus preventing customers from being able to compare such price with the prices of other connections. The German Federal Union took the view that this practice did not meet the requirements laid down by Article 23 of Regulation (EC) No. 1008/2008, which requires transparency in the prices set for air services. This led the German State to bring an injunctive action to cause Air Berlin to discontinue said practice. The claim was upheld at both the application and appeal stage of the relevant proceedings. Subsequently, Air Berlin submitted the matter to the German Federal High Court, which decided to stay the proceedings and ask for a preliminary ruling from the Court of Justice as to 1. whether Article 23 of Regulation (EC) No. 1008/2008 must be interpreted as meaning that, during the computerised booking process, the final price to be paid must be indicated at all times when prices of air services are shown, including when they are shown for the first time; and 2. whether, during the computerised booking process, the final price must be indicated only for the air service specifically selected by the customer or for each air service shown. In a nutshell, the Court, by the here---discussed judgment determined that Article 23 of Regulation (EC) No. 1008/2008 must be interpreted as meaning that, in the context of a computerised air ticket booking system, the final price to be paid must be indicated not only for the air service specifically selected by the customer, but also for each air service in respect of which the fare is shown. Clearly the above judgment will place air companies under an obligation to update and adjust (when needed) their computerised ticket booking and payment systems, in consideration of the primary need for consumers to be aware at all times of the actual price payable for a ticket and be able to compare the price of the service selected with the prices for other air services in respect of which the fare is shown.