• Journal of Korea Technology Innovation Society
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• v.20 no.1
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• pp.1-33
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• 2017

In the last decades, technology-oriented small firms, i.e. venture businesses, have been increasingly engaged in R&D collaborations with external parties as strategic means for technological innovation. Despite ample evidence on the benefit of such collaborations for the firms, there has been less attention to examining whether and how the firms' social interactions with cooperating partners and their managerial characteristics contribute to that benefit. Drawing on the theories of social capital and entrepreneurial orientation, this study is to remedy this gap. The theory of social capital, referring to a sum of the value and potential resources embedded in social relationships of collectives, provides an integrated view of social factors among cooperating partners, e.g. strong ties, network stability, trust, reciprocity, shared vision and value. It categorizes these factors into structural, relational, and cognitive dimensions of social capital. Entrepreneurial orientation theory captures firms' managerial characteristics as a combination of innovativeness, proactiveness, and risk-taking. This addresses firms' managerial process to utilize and combine internal and external resources for wealth creation and opportunity realization. Against this background, this study investigates what roles social capital among cooperating R&D partners and entrepreneurial orientation of the collaborating firms play for collective performance improvement in R&D collaborations. In terms of the collective performance, this study adopts two indicators: technological competitiveness and business performance. Technological competitiveness refers to the contribution of a technology developed by a cooperative R&D project to competitive advantage of a firm while business performance is defined as the financial and economic outcome of a collaboration. Using a sample of 218 Korean ventures engaging in R&D collaboration with external parties, the author finds the significant effects of social capital (i.e. structural, relational, and cognitive dimensions) and entrepreneurial orientation (i.e. innovativeness, proactiveness, and risk-taking) on both of the technological competitiveness and the business performance. Further, the higher the social capital among R&D partners, the more likely it is to foster the entrepreneurial orientation at firm-level. Most importantly, the entrepreneurial orientation at firm-level is an significant mediator of the relationship between social capital and collective performance. Beyond these novel empirical findings, this study contributes to the literature on R&D collaboration. The findings' implications for management and policy are deeply discussed in the conclusion.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.4
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• pp.27-37
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• 2015

Start up a company is critical to the regional economy and job creation and so get support from government and other organizations, but there are still exist of high rate of failure and CEO's stressful fear of failure. New firms are of utmost importance for the vitality of national economic driving forces but for those failed firms, they caused social and economic problems directly and indirectly, and brought frustration to the founders. The many education and research programs about entrepreneurship and venture creation were undertaken by the country and organizations, but the education and research about the vigilance of failed to start up company were almost ignored. If the attention can be put into the research about failed companies and the research can make the founders and pre-CEOs aware the failure of establishing a company, that would be very valuable as scenarios to see the company risks. This case study shows the finding the reasons which caused the failure of small venture companies and it's implications in the filed of establishing companies. The technology based venture company which had run 10 years in Daedeok's IT field was selected as the research object. The results show that the important factors such as entrepreneur characteristics(lack of communication and management knowledge), business management(lack of business expertise) and technology(loss of unique feature of product and lack of product extension) were the root cause of failures.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.3
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• pp.13-26
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• 2019

There is a growing interest in the entrepreneurial activity that has long been considered essential for sustainable economic development and value creating. Although it is strongly encouraged by focusing on the positive aspects of venturing, less has been paid attention to entrepreneurial failure, which is the biggest cause of hesitation in starting a business. The uncertain and risky nature of entrepreneurship implies a considerable possibility of failure. Even if it fails, the experience and knowledge of entrepreneurs acquired through entrepreneurship indeed offers valuable lessons for the re-venturing, which can serve as an important social asset that should not be lost. It has been argued that re-entering the same industry for the subsequent venture maximizes the learning effect through utilizing potential benefits from industry-specific knowledge. Although the re-startup after entrepreneurial failure is a very important topic in the studies on serial entrepreneurs, there is a paucity of systematic empirical investigation. This study responds to calls for more research on the re-startup after entrepreneurial failure, and specifically complements existing studies on serial entrepreneurs. Focusing on the entrepreneurs' attribution for the failure, we conducted an empirical analysis of how this affects the re-startup process. Moreover, we also examined the moderating effects of entrepreneurial self-efficacy and resilience. For the analyses, we surveyed the entrepreneurs who tried to re-start the subsequent business after the entrepreneurial failure through the "Revitalization Center for Strained Entrepreneur". The results found that failed entrepreneurs who blamed internal factors for their previous venture failures were likely to keep the same industry for their subsequent business. In addition, the positive effect of internal attribution on maintaining the same industry for the re-startup was found to be stronger when entrepreneurial self-efficacy and resilience were high.

• The Journal of Small Business Innovation
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• v.19 no.1
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• pp.1-16
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• 2016

The whole world enters into the financial revolution called crowdfunding. The United States, Italy, the United Kingdom and Japan have already legally allowed equity crowdfunding. South Korea also enacted equity crowdfunding in July 2015 for the purpose of efficient financing for startups and SMEs. This study reviews their crowdfunding regulations in terms of offering and investment limitations, requirements for intermediaries and requirements for issuers. And then, we raise several points about Korean crowdfunding and suggest amendment of regulations to promote fund raising through crowdfunding.

• The Journal of Small Business Innovation
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• v.21 no.1
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• pp.27-42
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• 2018

As global competition has become more intense in recent years, collaborative cooperation and shared growth between large and small enterprises for enhancing competitiveness of enterprises have become an important social concern. In the long run, collaborative cooperation between large and small enterprises is becoming more important not only in terms of enhancing corporate competitiveness but also in terms of CSR and CSV. In fact, many large companies are strengthening collaborative cooperation. This study compares and analyzes collaborative cooperation cases of major Chaebol companies including Samsung Electronics, and derive implications for collaborative cooperation plan of large companies.

• 한국벤처창업학회:학술대회논문집
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• 2020.11a
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• pp.163-166
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• 2020

저출산으로 경제활동인구가 감소했는데도 청년실업자가 늘어난 나라는 한국, 이탈리아, 그리스인데 이는 OECD국가 중 유일하다. OECD 청년고용률은 2009년 40.5%에서 2019년 43.5%로 증가했지만 순위는 30위에서 32위로 하락했다. 코로나19사태로 매출이 감소한 국내 301개사는 채용을 미루거나 포기한 비율이 전체 50.5%애 이르면서 앞으로 청년 취업 상황을 악화시킬 것으로 보인다. 양질의 일자리가 증가하면 이를 통해 개인은 경쟁력을 확보하게 되고 산업은 고급 인력을 바탕으로 성장구조를 만든다. 따라서 민간과 정부는 창업을 적극적으로 독려하고 활성화 시킬 필요가 있다. 청년창업대상자를 중심으로 진행하는 사업은 중소벤처기업부의 청소년 비즈쿨 사업과 창업에듀, K-스타트업, 청년창업사관학교, 학생창업유망팀 300등이 있다. 그러나 대부분의 지원 사업이 초기창업단계에 지원역량이 강화되어 있고 공급자 위주로 창업지원 사업을 운영하다보니 창업 성과는 미미하다. 통계청 자료에 의하면 20대는 생계유지에 대한 문제와 창업자금으로 인해 창업을 망설이고 30대는 가족을 돌보는 것에 대한 부담감과 기업가에 대한 부정적인 인식으로 창업을 기피 하는데 이는 40대이상 다른 연령층보다 높게 나타났다. 본 연구는 개인적, 환경적 요인이 연령에 따라 창업의지에 어떤 영향을 미치는지 비교분석하여 일자리 활성화를 위한 정부의 청년창업지원대책 기초자료에 도움이 되고자 한다. 청년창업대상자의 금전에 대한 태도, 창업역량, 성공한 롤모델, SNS 활용능력, 창업지원정책, 사회적지지, 인적네트워크, 해외시장 관심도가 창업의지에 어떤 상관 관계를 갖는지 비교연구를 진행하고자 한다. 10대의 경우 취업과 창업을 고민하는 특성화고등학생 150명, 20대 150명, 30대 150명으로 총 450명의 데이터를 가지고 SPSS 23을 통해 다중회귀분석을 진행하고 원인을 비교해 앞으로의 정책이 창업을 독려하고 지속력을 갖기 위한 방향으로 시사점을 제안한다.

• The Journal of Small Business Innovation
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• v.20 no.4
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• pp.3-10
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• 2018

With the advancement in digital transformation with smart technologies and the collapse of industry borders, increasing is the importance of understanding customer problems, fostering employee capabilities, and enhancing the partner capabilities to properly provide the best service to customers. This is what is called the humane entrepreneurship in the 4th Industrial Revolution. Humane entrepreneurship is believed to play a critical role in developing business ecosystems and thus economic growth of nations. We empirically tested the ideas that 1) entrepreneurship as a meta-structuring action shape the healthiness of business ecosystem and 2) subsequently both entrepreneurship and business ecosystems affect economic development of a country. The results indicate that humane entrepreneurship does not directly affect healthiness of business ecosystem, but the balanced humane entrepreneurship together with opportunity in business ecosystems has a positive relationship with GDP growth. In other words, opportunity can be appropriated by entrepreneurs who have balanced sense between human and enterprise dimension. Data collection and methodologies are discussed further in the paper.

• 한국벤처창업학회:학술대회논문집
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• 2008.04a
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• pp.33-59
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• 2008

Since the late 20th century, due to the globalization of markets and the rapid developments of information and communication technologies, the world has entered into the age of fierce competition. With their abundant low-cost labor, former communist countries such as China, Russia and East Europe and low-developed countries such as India and Brazil have received investments from major industrial companies. There are no other alternatives for Korea and OECD countries to move the industrial economy to the knowledge based innovation system. In knowledge based innovation system, economic development and employment of a region and nation depend solely on the number of its companies and their competitiveness. In this research, after reviewing the current state of technological innovation small companies in korea, we provide a theoretical framework to promote the level of technological innovative entrepreneurship. The framework is based on a value system model that consist of supply factors, demand factors, and supporting institutions. In order to create more innovative small businesses, we insist on the followings. First, more R&D activities related with promising new technologies should be performed. Second, more R&D funds for technological innovation small companies should be provided from governments. Third, more M&A transactions and technology transactions should be marketed freely and competitively. Fourth, more business incubating services and venture capital services should be provided. Fifth, entrepreneurship and innovation culture should be popular and institutionized among people.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.1
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• pp.15-23
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• 2014

A Case Study on Venture and Small-Business Executives' Use of Strategic Intuition in the Decision Making Process This paper is a case study on how Venture and Small-Business Executives managers can take advantage of their intuitions in situations where the business environment is increasingly uncertain, a novel situation occurs without any data to reflect on, when rational decision-making is not possible, and when the business environment changes. The case study is based on a literature review, in-depth interviews with 16 business managers, and an analysis of Klein, G's (1998) "Generic Mental Simulation Model." The "intuition" discussed in this analysis is classified into two types of intuition: the Expert Intuition which is based on one's own experiences, and Strategic Intuition which is based on the experience of others. Case study strategic management intuition and intuition, the experts were utilized differently. Features of professional intuition to work quickly without any effort by, while the strategic intuition, is time-consuming. Another feature that has already occurred, one expert intuition in decision-making about the widely used strategic intuition was used a lot in future decision-making. The case study results revealed that managers were using expert intuition and strategic intuition differentially. More specifically, Expert Intuition was activated effortlessly, while strategic intuition required more time. Also, expert intuition was used mainly for making judgments about events that have already happened, while strategic intuition was used more often for judgments regarding events in the future. The process of strategic intuition involved (1) Strategic concerns, (2) the discovery of medium, (3) Primary mental simulation, (4) The offsetting of key parameters, (5) secondary mental simulation, and (6) the decision making process. These steps were used to develop the "Strategic Intuition Decision-making Model" for Venture and Small-Business Executives. The case study results further showed that firstly, the success of decision-making was determined in the "secondary mental simulation' stage, and secondly, that more difficulty in management was encountered when expert intuition was used more than strategic intuition and lastly strategic intuition is possible to be educated.

• Proceedings of the KAIS Fall Conference
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• 2002.05a
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• pp.84-86
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• 2002

21세기 지역경제는 지식정보화와 개방화에 의한 패러다임 변화를 요구하는 바, 산업구조 고도화 및 변화가 반드시 필요하다. 이를 위해서는 대기업 위주의 산업구조에서 벗어나 경쟁력 있는 중소기업 주도의 산업구조가 형성되어야 하며, 기술집약적 벤처기업의 창업을 활성화하고 대기업의 사업구조 전환을 유도하는 새로운 산업 및 문화시스템으로써의 지역단위의 네트워크가 구축ㆍ확장되어야 할 것이다. 이러한 시대적 배경 속에 지자체내 창업보육센터간 연계와 특성화의 필요성은 더욱 절실히 요구되며, 각 창업보육센터는 각기 특화된 창업지원 인프라를 통하여 예비창업자 및 창업기업가에게 창업에 필요한 능력개발 및 지식정보를 제공하면서, 협력체계 및 네트워크를 구축하여 상호 보완적으로 협력해야 한다. 본 논문에서는 충남지역의 특색과 창업보육센터 현황을 고찰하고 지역경제 활성화를 위해 창업보육센터들이 나아가야 할 방향을 모색해 보고자 한다.