• 한국벤처창업학회:학술대회논문집
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• 2017.04a
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• pp.43-43
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• 2017

본 연구는 창업보육센터 입주기업을 대상으로 지원서비스가 성장단계별로 차이가 있을 것이라는 가정과 입주기업이 느끼는 만족도와 그에 따른 경영성과에 영향을 미칠 것이라는 가정 하에 입주기업의 니즈(needs)를 반영한 성장단계별 차별화된 효과적 지원서비스로 입주기업의 만족도와 경영성과를 높임으로써 창업성공률을 제고하기 위한 이론적 기여와 정책적 시사점을 제시하는 데 목적이 있다. 본 연구의 검증을 위하여 가설1 성장단계별 지원서비스는 정(+)의 유의한 차이가 있을 것이다, 가설2 성장단계별 만족도는 정(+)의 유의한 차이가 있을 것이다, 가설3 성장단계별 경영성과는 정(+)의 유의한 차이가 있을 것이다를 ANOVA 분석을 실시하였고, 가설4 지원서비스가 경영성과에 정(+)의 영향을 미칠 것이다, 가설5 지원서비스가 만족도에 정(+)의 영향을 미칠 것이다, 가설6 만족도가 경영성과에 정(+)의 영향을 미칠 것이다는 회귀분석을 실시하였다. 분석결과, 선행연구와 같이 지원서비스는 입주기업의 경영성과와 만족도에 영향을 미치는 것으로 나타났다. 본 연구는 창업보육센터의 성장단계별 지원서비스가 서비스의 만족도와 경영성과에 어떠한 영향을 미치고 있는지를 중소기업청 지정 창업보육센터 입주기업 174개를 표본으로 SPSS 22.0을 이용하여 검증하였다. 본 연구에서 실증분석을 통하여 얻은 연구 결과를 요약하면 다음과 같다. 첫째 성장단계별 지원서비스의 차이에 대한 차이분석 결과 정(+)의 유의한 차이가 있는 것으로 나타났다. 둘째, 성장단계별 만족도의 차이는 차이가 없는 것으로 나타났으며 성장단계별 경영성과의 차이 중 투자유치는 정(+)의 유의한 차이가 있는 것으로 나타났다. 셋째, 창업보육센터에서 제공하는 지원서비스가 입주기업의 경영성과와 만족도에 정(+)의 영향을 미치는 것으로 나타났다. 마지막으로 입주기업의 만족도도 경영성과에 정(+)의 영향을 미치는 것으로 나타났다. 결과를 종합해보면 창업보육센터의 지원서비스가 아직도 행정지원과 자금지원 등에만 국한되어 지원되고 있는 것으로 나타나 입주기업의 성장단계에 적합한 다양한 서비스의 제공이 필요함을 주지시켜 주고 있다. 또한, 성장단계별 입주기업의 만족도는 매출증가와 고용증가로 이어졌지만 아직 투자유치에는 크게 영향을 미치지 못하고 있음을 알 수 있다. 따라서 모든 입주기업에게 획일적인 지원서비스가 아닌 차별화된 지원서비스가 필요하며, 이를 위하여 창업보육센터 매니저들이 엑셀러레이터로서의 역할을 하기 위한 창업보육역량 고도화가 필요하고, 창업보육사업은 기업의 성장단계와 관련이 있으므로 입주기업의 성장단계 및 창업보육센터의 지원하는 역할과 기능에 따른 창업보육모델의 진화를 고려한 3세대, 4세대 보육모델로서의 발전된 운영정책 수립이 요구된다.

• Journal of Korea Technology Innovation Society
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• v.9 no.4
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• pp.654-687
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• 2006

Research-based spin-off venture, generally formed to commercialize technology originating from public research institution, could contribute to economic wealth creation and regional development. Although there are some interests in research-based spin-off venture and its success factors across stages of growth, little empirical research was done on research-based spin-off venture's success factors in Korea. The purpose of this research is to investigate research-based spin-off venture's success factors across stages of growth. The methodology used is theoretical and case study. Based on theoretical study, it is found that there are four stages of growth in research-based spin-off ventures such as generating business ideas, finalizing new venture projects, launching spin-off firm, and strengthening the creation of economic value. Then, in order to verify them, a case was analyzed focused on success factors across stages of growth. Additionally, implications and limitations of the result of this study are discussed.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.14 no.5
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• pp.2215-2224
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• 2013

This study performed empirical analysis to estimate SMEs needs in terms of business support policy by growth stages(start-up growth expansion). The subject is the SMEs in Cheonan and Asan, ChungNam and the results are as follows. First, In the initial start-up stage, management plays a key role in dealing with money, labor force, markets and technology while running the organization is a key role of the management in the expansion stage. Major policies to help SMEs grow includes money provision needed in the start-up stage, domestic marketing assistance and the provision of human resources in the growth stage, and assistance in foreign marketing and R&D in the expansion stage. Second, To achieve markets businesses aim at entering the existing and niche markets in the initial phase, and creating new markets in the growth phase. Third, Labor force for technology, sales and management planning in the start-up stage, marketing in the growth stage, and labor force for production in the expansion stage are core man- power needed. Fourth, Money for technology development, securing land for factories, organizing man power, securing markets and running the company is needed in the initial and growth stages while fund for facility investment is needed to grow in the expansion stage. Five, Regarding technology, the initial stage needs technology related to new product development, renewing existing products, improving the existing manufacturing process or developing new manufacturing process, while the growth stage needs processing techniques, and the expansion stage needs technology for developing new manufacturing process. Sixth, Making supply contracts with conglomerates, SMEs and public institutions, and sales to foreign markets are ways for SMEs to grow sales. Seventh, What SMEs wish to get includes business incubating support, R&D assistance, information exchanges, practical use of the R&D results, merchandising support, help with the land to build factories and custom-made support for management in the foundation stage while the support they want to get in the growth stage and in the expansion stage is training assistance and trial production respectively.

• Proceedings of the Korea Database Society Conference
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• 2001.06a
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• pp.392-406
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• 2001

오늘날 기업에서의 인터넷 비즈니스는 매우 중요하다. 현재 대부분의 기업에서 e-Business를 추구하거나 준비중이고, 또한 많은 기업에서 인터넷 전담팀을 구성하는 등 e-Business에 매진하고 있다. 하지만, 수익모델의 부재와 체계적인 e-Business 전략의 부족으로 노력과 투자한 만큼의 성과를 올리지 못하고 있는 실정이다. 따라서 본 연구에서는 체계적인 e-Business 전략수립을 위한 방법론을 개발함으로써 효과적인 전략수립과 e-Business 활성화에 기여하고자 한다. 본 연구의 내용으로는 첫째, 놀란의 정보시스템 성장단계론에 근거하여 인터넷 비즈니스 역시 비즈니스 기능차원에서 성장한다는 차원에서 인터넷 비즈니스 성장단계 모델을 탐색적으로 분석하였다. 둘째, 인터넷 비즈니스 성장단계 모델에 근거하여 단계별 인터넷 비즈니스 수준을 기능 중심으로 평가할 수 있는 모델을 개발하였다. 마지막으로, 분석결과를 종합하여 인터넷 비즈니스 경영전략을 수립하기 위한 방법론을 제시하였다.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.5
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• pp.261-276
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• 2020

This study seeks to find an effective support plan through the success factors recognized in the early stages of startup and those recognized after success by grasping the success factors of successful small business entrepreneurs at each stage from the pre-start stage to the growth stage. To this end, a qualitative study through interviews was conducted with successful convenience store franchisees to derive success factors from the start-up preparation stage to the early stage and growth stage. The success factors of starting a small business were studied in consideration of the characteristics of franchise convenience store startups using the ERI model and the ERIS model applied in the study on the performance of startups. The success factors were studied using the multisite service firm life cycle of Sasser et al.(1978) reflecting the results. As a result of the study, the key factors of successful franchisees were the selection of the location of the first store, the selection of strategic additional stores, and the successful renewal of the contract. Depending on the characteristics of the founder, the enterprising franchisees took an active attitude in selecting strategic locations for additional stores and defending the commercial district, while the relatively conservative franchisees showed an active attitude toward store operation and renewal from a management perspective. In particular, the entrepreneur's mind is important in the preparation stage, and the importance of the entrepreneur's management strategy was discovered in the entire business cycle. Based on the results of this study, this study specifically sought out a start-up plan to effectively apply it to the future growth stage.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.2
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• pp.127-135
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• 2020

The purpose of this paper is to classify individual startups by growth stage based on data-based quantitative criteria. This is to provide a basis for systematic support for government startups based on accurate statistics on the startup growth process. This startups were the TIPS (Tech Incubator Program for Startup) support company, which used a relatively reliable startup. We found seed money to complete MVP (Minimum Viable Product) within 1.5 years after establishment, verified PMF (Product-Market Fit) within 1 year, attracted Series A investment within 2.5 years after establishment, and successfully commercialized it. It attracted Series B investment for stable growth within 1.5 years (Series B investment within 4 years from start-up). The results of the study, the division of government programs that support stage-based startup commercialization, that is, within three years and within seven years of establishment, is significant to date. Three directions are suggested for future research. First, develop indicators for monitoring startup growth stages. Second, it continuously updates the annual changes and tracks the growth stages of individual startups. Third, we discover the successful growth law of technology-based startups by applying in-depth case analysis of successful startups to the model.

• Proceedings of the Korean Institute of Navigation and Port Research Conference
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• 2012.06a
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• pp.186-187
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• 2012

본 연구에서는 방제수행의 책임이 있는 오염자부담의 원칙성을 제고하고, 방제수행의 대표적인 두 부문인 정부-민간 부문의 방제수행 능력은 꾸준히 증가시키면서 활성화 할 수 있는 6단계 방제역할모델을 제시하고자 한다. 1단계 역할정립단계에는 정부와 민간부문의 역할정립 및 오염행위자 방제실시의 원칙성을 제고하고, 2단계 산업육성 단계에는 각 부문별 장 단점을 인정하고 의도적으로 산업계의 발전을 도모해야 한다. 3단계 감독단계부터는 오염행위자 방제실시 여부에 따른 엄격한 책임강조 및 관리 감독을 실시한다. 4단계 해석단계는 양적 질적 성장된 방제산업계에 대한 정부의 올바른 평가 및 지도가 이뤄져야 한다. 5단계 상호의존단계는 민 관의 서로의 입장을 충분히 고려해 의존적이며 수평적인 관계를 형성한다. 6단계 독립단계는 정확하게 구분된 역할에 따른 자생 및 성장을 도모하는 단계이다. 6단계의 발전단계를 거침으로써 영세한 방제산업의 활성화 및 정부와 민간 부문의 정확한 역할을 구분을 통한 지속적인 성장을 도모할 것으로 사료된다.

• Journal of Digital Convergence
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• v.12 no.10
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• pp.1-20
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• 2014

For the most domestic small and medium sized enterprises, having found no solution of the growth. For most companies do overcome stagnation phenomenon in the growth phase, stratagy of the technical innovation is very important. In this paper, we will study the concept of growing pains and stagnation cause of domestic small and medium sized enterprises. Through this, classifying small and medium sized enterprises growing step and find out the factors that to lead technical innovation for growth. we suggest plan for stratagy to continue the growth of small enterprises to mid-sized enterprises a standpoint of the technical innovation at each growth step.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.2
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• pp.91-100
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• 2018

Small and medium enterprises (SMEs) endeavor to overcome the adverse resource conditions and secure competitive advantage through technological innovation capability. Prior studies have focused on the overall or specific dimensions of technological innovation capability, and examined their performance impact. However, there has been less scholarly attention on the dynamic characteristics such as the relative importance of technological innovation capability or its performance impact at the different growth stages of a firm. In this vein, this study investigates the relationship between SME innovation capability and innovation performance at each growth stages of a firm. Based on the empirical analysis of manufacturing SMEs in Korea, we found that all dimensions of technological innovation capability had positive effects on innovation performance. However, each dimension of technological innovation capability had different effect on innovation performance by the growth stages. The planning capability can improve innovation performance at the growth and maturity stages. Manufacturing capability can have positive effect on innovation performance at the maturity stage. Both of new product development capability and commercialization capability contribute to innovation performance at all of the growth stages. This study suggests the guidelines for enhancing technological innovation capability at the different growth stages of SMEs. It also provides policy implications for the design and operation of growth-stage specific programs. Finally, the limitations of the research and future research directions are presented.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.12 no.6
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• pp.123-138
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• 2017

This study aims to identify the characteristic variables of businesses that would impact the choice of their type in the 6th industry and analyze how they work. To this end, this study analyzed data of 752 businesses certified as belonging to the 6th industry in 2015 through the classification and regression tree (CART) algorithm in decision tree analysis. The results of analysis showed that the type of agricultural product processing affected shaping the type of the 6th industry at the early stage of growth while the type of agricultural product processing, the type of service, region and sales volumes at the stage of growth and service strategy and the type of agricultural product processing at the stage of maturity. These findings empirically identified key business factors that could support businesses in the 6th industry at each stage of growth and presented a direction forward for support of the 6th industry.