• Korean Security Journal
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• no.46
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• pp.7-30
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• 2016

This study found the strategies for activating the security industry to utilize social network services based on the platform business model. This research was utilized for in-depth interview and IPA analysis. And use it was to check the contents and strategic improvement projects that can actually materialize and direction of the strategy. First, run a priority need area is a private center of community policing related portal development and operation, universal social networking service(SNS) utilizing expanded, professional training, IT-based security content management and operation of IT infrastructure security guards and security professionals up educational content development, online security guards and security professionals-up refresher training program development. Second, the area over the inventory capabilities increase the effectiveness of the security guards was constructed open-type comprehensive public information system. Third, the area needed to be reviewed are the individual security industry experts workers operating information channels, dedicated customer service and expanding the event of a private security guard & security service providers up. Fourth, the effectiveness of the insufficient area are discuss system improvements, the sharing of community policing closed Cameras for proposals for the expanded utilization of social networking services, private development organizations Social Network Service(SNS).

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.12 no.4
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• pp.133-144
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• 2017

For a social venture in early stage, it is very difficult to set up a strategy as it has to pursue two contradictory goals; economic value and social value. The platform strategy can be good alternative solution for social ventures as it seeks building-up connections with other businesses to co-create value despite of limited resources. A Korean social venture, JUMP! which adopted platform strategy in the early stage, and successfully applied 4 key factors of platform strategy; core competency, value creation ability, efficiency and network effect, has been able to develop sustainable growth for itself and induce innovation and growth among the participants within the platform. This study was intended to research effect of adoption and successful application of platform strategy for social ventures in the early stage of start-up and draw conclusion through case study that platform strategy works for sustainable growth of social ventures.

• International Commerce and Information Review
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• v.15 no.4
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• pp.341-366
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• 2013

The term, Mittelstand, has no exact english translation for the definition, but, today, Mittelstand refers to small and medium-sized enterprises(SME), mostly family-owned firms in Germany. The Mittelstand is called the backbone of the German economy because it drove the economic miracle after World War II. During the global recession and the euro zone's debt crisis in recent years, in which european businesses have faced the near-collapse of competitiveness particularly in manufacturing, the German exports are booming and exceeded exports of China in 2012. Most importantly, the Germany economic performance has been widely attributed to the strength of the Mittelstand. Many of countries, even some leading public companies are seeking to emulate the success of the Mittelstand. Investors evaluate that many of Germany's investable "hidden champions" are Mittelstand companies. The purpose of this study is to present some of answers to the following questions: Firstly, what makes the German Mittelstand so successful? Secondly, what does the success of the German Mittelstand mean for the Korean SMEs in global competitiveness? Thirdly, what Korean government has to do improve the global competitiveness of the Korean SMEs? Some discussions in this study mention the managerial implications for Korean exporting SMEs particularly in manufacturing. Several factors that account for the success of the German Mittelstand are technological excellence and the tradition of family-owned management, concentration on niche market and globalization, and institutional supports. There are some of important lessons to be learned from the German Mittelstand. If the purposes of Korean SMEs want to remain in the sustainable competitive advantage and withstand unforeseen economic turbulences in the future, they must be able to meet the followings: 1) Technology that meets the global standard or exceeding it 2) Competitiveness in price in the global market 3) Active involvement in the globalization process, utilizing various entry modes Innovative products at globally competitive price are a crucial point for Korean exporting SMEs to achieve their competitive edge over others in the target markets abroad. It is time for Korean SMEs to cultivate a core competence in manufacturing in order to position Korea as a global manufacturing hub with SMEs leading.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.19 no.3
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• pp.109-121
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• 2024

This paper adopts a resource-based approach to analyze why some universities have a greater number of faculty startups, and how this impacts on performance, in terms of indictors such as the number of employees and revenue sales. More specifically, we propose 9 hypotheses which link institutional resources to faculty startups and their performance, and compare 5 different groups of university resources for cross-college variation, using data from 134 South Korean four-year universities from 2017 to 2020. We find that the institutional factors impacting on performance of faculty startups differ from other categories of startups. The results show that it is important for universities to provide a more favorable environment, incorporating more flexible personnel policies and accompanying startup support infrastructure, for faculty startups, whilest it is more effective to have more financial resources and intellectual property for other categories of startups. Our findings also indicate that university technology-holding company and technology transfer programs are crucial to increase the number of faculty startups and their performance. Our analysis results have implications for both university and government policy-makers, endeavoring to facilitate higher particaption of professors in startup formation and ultimate commercialization of associated teachnologies.