• Journal of Technology Innovation
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• v.31 no.2
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• pp.303-332
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• 2023

This study comprises critical questions of "What kinds of intangible resources are significant to create and reinforce competitive advantages for the small and medium-sized enterprises(SMEs) that significantly influence the national economy? What kinds of capacities do SMEs need in consideration with the large changes in market environment and during crisis? With large changes to market environment, would different capacities affect performance of platform and general SMEs?" To examine these questions, I have provided Entrepreneurial Orientation, Absorptive Capacity, and Organizational Resilience as key capacities that influence the competitive advantage and performance of SMEs. In particular, I have substantiated the control effect of Organizational Resilience (a rising key capacity for enterprises in recent times) on Corporate Performance. Moreover, I have analyzed the control effect of Organizational Resilience on Corporate Performance by comparing platform and general companies, and also substantiated how control effects may vary depending on sub-factors of Organizational Resilience. The results of this study indicate that Entrepreneurial Orientation and Absorptive Capacity significantly and positively influence Corporate Performance. Organizational Resilience also demonstrate a positive influence on Corporate Performance. Notably, sub-factors of Organizational Resilience (risk preparation capacity, risk response capacity, and change initiative capacity) significantly control correlation between Entrepreneurial Orientation and Corporate Performance. Risk preparation capacity and change initiative capacity significantly control correlation between Absorptive Capacity and Corporate Performance. Additionally, the control effect of risk preparation capacity significantly control correlation between Entrepreneurial Orientation and Corporate Performance. Also, the control effect of risk response capacity correlations between Entrepreneurial Orientation and Corporate Performance demonstrated themselves significantly only in platform enterprises. The study's results indicate that Organizational Resilience not only directly influence Corporate Performance, but also strengthens Corporate Performance via mutual interaction with Entrepreneurial Orientation and Absorptive Capacity, although the control effect of Organizational Resilience may vary between platform enterprises and general enterprises. I expect such results to provide practical value to the management of small and medium-sized enterprises (SMEs).

• (The) Research of the performance art and culture
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• no.38
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• pp.33-69
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• 2019

In this article, I would like to pay attention to the changesofShaman's play as a part of examining the process of changeofDonghaeanbyeolsingut. Currently, Shaman's play can be seeninBaekseok2-ri, Byeonggok-myeon, Yeongdeok-gun, Gugye-ri, Namjeong-myeon and Yeongdeok-gun. Among them, ShamanRitual of Baekseok2-ri is short in cycle and easy to see change. InShaman Ritual of Baekseok2-ri, various Shaman's plays suchasJungdodukjabi(중도둑잡이), Wonnimnori(원님놀이), Talgut(탈굿), Mallori(말놀이), Hotalgut(호탈굿) and Georigut(거리굿) areperformed. Shaman's play carried out in Donghaeanbyeolsingut changesevery time it is carried out. Depending on the degree of change, itcan be classified into passive change and positive change. Whilepassive changes are improvisational, aggressive changes areintentional. Shaman's plays are jungdodukjabi, Mallori, Hotalgut, which are the improvisational changes, and the intentional changesare Wonnimnori, Talgut, Georigut. The biggest change in Shaman's play is the disappearance of the Shaman Ritual. The Shaman Ritual is suspended due to lackofpeople, financial difficulties, religious conflicts or rational accidents. Secondly, the period of separation is shortened or shortened. Thiscauses Shaman's play to be dropped or shrunk to change. InShaman Ritual, changes in Shaman's play are variable andcreative. The change due to the intervention of the spectatorsismainly improvisation. On the other hand, the change bythepreliminary plan of the acquaintance is intentional, and the changeis large. The changing factors of Shaman's play are influenced bythedemands of the times and the recognition of the tradition group. Changes in the traditional environment can be attributed to lackofhuman resources, individualism, changes in the workingenvironment and time constraints. At the same time, givingautonomy to traffickers is a major reason for Shaman's playtochange.