• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.2
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• pp.129-139
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• 2013

This paper is targeted on proposing ameliorating alternative to performance assessment method of GSEM through evaluating the current one, which is initiated by SMBA to induce fair competition among 5 GSEM across the country and accommodate the quality improvement of entrepreneurship education since 2005 after beginning the SMBA support, from the perspective of BSC(Balanced Scorecard) tool. Ultimately, it complements the policy defects of SMBA over GSEM, in particular, in the process of performance assessment and management. This paper carries out two studies as follow. First, throughout reviewing the previous studies relating to BSC applications to non-profit organization, it set out the direction of introducing BSC in assessing performance of GSEM in order to enhance its effectiveness. Second, it evaluate the rationality of performance assessing tools apllied to GSEM by SMBA on the basis of BSC application over non-profit organization, especially in education institution. Research results shows the following implications. First, the current evaluation system over GSEM is just merely assessment itself and not much contributions for the post performance management. Second, The annual evaluation just remains to check up whether the policy goals are met or not. Third, the current evaluation puts much emphasis just on financial inputs and hardware infra, not considering human resources and utilization of government policy and institution. Fourth, the policy goals are unilaterally focused on entrepreneurs. Fifth, the current evaluation systems do not contain any indexes relating to learning and growth perspectives for concerning sustainable and independent growing up. However, lack of empirical testing require this paper to need the further study in the future.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.4
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• pp.161-178
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• 2019

The purpose of this study is to analyze the effect of characteristics of the online shopping mall website and the service quality factors required on the online service on the reliability and repurchase intention. Through this, the key customer response service and operation management strategy can be proposed for the growth of kidult online shopping mall which is continuously spreading. Also, implications for development direction can be suggested. For this purpose, the ES-QUAL and E-Rec-S-QUAL factors proposed by Parasuraman et al.(2005) were set as independent variables, as well as professionalism, diversity, playfulness, and personalization, and website reliability as a mediating factor, and repurchase intention as a dependent variable. For the analysis, a structured questionnaires survey was conducted to 200 domestic online shopping mall users. The main results are as follows. First, the professionalism, personalization in the characteristics, and service quality factors had positive effects on website reliability. Second, playfulness, personalization in the characteristics, and service quality factors had positive effects on repurchase intention. Third, website reliability had a positive effect on repurchase intention. Fourth, website reliability was found to mediate the relationship between predictive (independent) variables and dependent variables. The above results show that if a professional online shopping mall is equipped with online service quality and establish personalization through enhancing the professionalism, the online shopping mall can form a website reliability and expect to build continuous relationship with customers. In addition, implications can be suggested for future customer response service and operation management strategies.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.3
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• pp.39-49
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• 2015

Thus this study looked into existing literature focusing on generalities, and after literature studies, hypothesis was set up to solve the problems in the study. According to literature examination, self employed consulting was found to be comprised of four areas: awareness, reliability, satisfaction, and utilization, while consulting could be divided into four customer perspectives: customer, financial, internal processing, and learning and growth. An empirical study was conducted to verify the causal relationship between these causes, and we describe the findings of the study on the business management performance pursuant to self employed business consulting as follows: In this study, we examine an overall business management performance measurement by adopting the four variables of self employed business consulting, and enhance the chance of success by having systematic access to business establishment. In conclusion, in order to increase the success rate of the small business start-up, it is important to choose such items that fit the founder's experience and the characteristics of the business zone, and a successful founding of a business will be accomplished only when sufficient funding is combined with successful running, therefore, most importantly, striking a balance between the factors should start with the founder as the center, and there must be professional business knowledge and technical assistance by the business start-up support agency.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.1 no.1
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• pp.127-156
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• 2006

This paper introduced successful case studies of the EIP (Entrepreneurship Intensive Programs) programs that are planed by 5MBA (Small and Medium Business Administration) and executed by Hoseo University and Jinju National University in 2004. Therefore, the illustrations and examples used in this paper are based on the EIP programs of those schools. Currently there are five graduate schools for Entrepreneurship educations that are originated from the EIP program models and those graduateschools are actively and successfully working. The purpose of this paper is to find out the diffusing strategies of the Entrepreneurship spirits and Entrepreneurship Education programs after careful analysis and review of the EIP programs. The main factors of the Success of the EIP are as follows. First, there were excellent modules of the education process. Second, there were firm and clear goals of the education. Three, there were differentiated contents of the entrepreneurship education programs. Four. each and every education performance was monitored. Five, during the programs, real start-up cases were actually handled and students had many opportunities to present their cases. However, there were some shortcomings to improve and change of the entrepreneurship education. First of all, it was very difficult to make proper education formation that is fit in the purpose of the program. Second, motivating students to find out their own business opportunities so as to turn them into real business was not satisfactory or easy. Third, there were some limitations in distributing and executing the EIP budgets. Therefore, to improve the efficiency of the Entrepreneurship education, following expanding strategies should be complemented. First, continuous redesigning of the entrepreneurship education programs is very important. Second, the specialization of the contents of the entrepreneurship education programs is essential. Third, there should be some discretionary room for the management of the entrepreneurship programs. Fourth, it is also important activating the entrepreneurship networks among schools of the entrepreneurship education. Finally, it is necessary to give some incentives and motivations based on the proper performance evaluation system.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.2
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• pp.97-110
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• 2020

This paper is on the policy proposal for venture ecosystem. First, one of the three secrets of the US venture ecosystem is the law of 50:50. Angel capital investment is as important as venture capital investment. Although professional angel investors and accelerators account for as much as VC in the venture ecosystem, they are ignored from policy considerations. We argue that the revision of related law is urgent. Second, large US firms invest more in M&As than in internal R&D. Therefore, accelerators and professional angel investors could make effective investment recovery after investing in a startup company. In other words, angel capital does not come in without secondary market development. Angel capital and secondary markets are the two pillars of the venture ecosystem. The government alone is difficult to develop a secondary market. This is why the private sector should come in and introduce corporate venture capital (CVC). Third, we believe the policy direction for national economic growth should be extended from the startup to scale-up. This is because the startup's sales and job creation will start in five years. While the previous study focused on funding (venture financing), this paper aims to balance all three stages of a venture: startup, growth, and recovery, which are the life cycle of a venture company or venture investment. In particular, we propose specific policies in each chapter to improve practical application.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.11 no.6
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• pp.2004-2012
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• 2010

This paper assess participant's satisfaction and referring will of embedding study- oriented TEC entrepreneurship program to drive policy implications for domestic entrepreneurship education, such as graduate schools of entrepreneurial management in Korea. The hypothesis test of this research shows that four assumptions given have been accepted among five of them as follows; education content, lecture style, prior knowledge variables with positively correlating to participant's satisfaction and referring will. In particular, the stronger highlights falls on algorithm approach with stressing on iterative and process oriented embedding study relating to education content, case-oriented lecture to lecture style and experience, customer understanding with business plan to prior knowledge.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.1
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• pp.109-131
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• 2007

The purpose of this study were to a) clarify the current practice of internal marketing by contracted food service management companies, b) analyze the effectiveness of current internal marketing practices. The survey was conducted between October 12 and November 2, 2002 with the 10 contracted food service management companies; 6 large, and 4 small & medium sized companies. No significant difference was existed with the categories of internal marketing. However significant differences were existed with the service education, sanitary education, periodic interviews, rewards for best employees, incentive payments, paid -leave allowances, job function allowances, and position classes including unit manager, dietician and cook of MBO. The actual administration of internal marketing strategies showed that, the significant differences were existed with education, paid-leave, and employee welfare systems among position classes. Also the significant differences were existed with all categories of internal marketing between large and small & medium sized companies. In general, small & medium sized companies score of the internal marketing performance was lower than that of large sized companies. Therefore, the segmented internal marketing strategies depending on the analysis not only demand for employees but also the size of company, were required to be an effectively and efficiently managed contracted food management companies.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.2
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• pp.121-155
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• 2007

This paper was based on the answers of the BI(Business Incubating) managers who had been working in the business incubating field. The main purpose of this research was to figure out working conditions of those managers and to find out proper solutions. The result of the research was as follows. Overall economic rewards for those managers were relatively low level, job conditions for those managers were short-time contract-basis and those managers' ages were relatively young, 20s or 30s, and majority of the managers' working experience was usually less than 3years. Also some of the full-time managers were spending much of their working time in administration affairs rather than practical business incubating or business incubating consulting service. Therefore, the satisfaction level for their salary and working condition was quite unsatisfactory and they didn't have positive vision for their job and for their business consulting service. As a result to resolve those negative affects and to promote overall working for those BI managers, authorized certificates are necessary for those BI managers. Then they can specialize BI managing works and can improve their working conditions by blocking non -certified workers and can advance the quality of their consulting service.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.3
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• pp.1-17
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• 2022

This study studied the effect of the TIPS support project of the Ministry of SMEs and Startups on the entrepreneurship of TIPS start-ups. The Tips start-up company, which is the subject of the study, was selected for the TIPS support project, participated in all commercialization funds, incubation facilities, and capacity building programs, and was selected as a company that received private investment. One-on-one in-depth interviews were conducted for about eight weeks from January 14, 2022 to March 11, 2022. For this study, the TIPS support project was subdivided into four categories: commercialization funds, incubation facilities, capacity building programs, and private investment attraction, and entrepreneurship factors were classified into four categories: innovation, challenge spirit, leadership, and risk-taking. As a result of the in-depth interview, the influence of the TIPS support project on entrepreneurship factors was in the order of challenge spirit, innovation, risk-taking, and leadership. Specifically, it was found that commercialization funds influenced innovation and risk-taking, incubation facilities had a challenge spirit and risk-taking, competency-building programs had a challenge spirit and leadership, and attracting private investment had an influence on innovation and challenge spirit. The implications of this study are that the TIPS support project, a private investment-led technology start-up support program, was introduced in 2013 and as of the end of March 2022, and a report was prepared focusing on visible performance such as private investment performance and employment rate. However, through this study, by analyzing whether the TIPS support project contributed to the cultivation of entrepreneurship for TIPS start-ups, it was found that it had a positive influence not only on quantitative growth but also on qualitative growth.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.1
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• pp.71-85
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• 2021

Representative domestic start-up support organizations include the Business Incubator(BI), Korea Institute of Startup & Entrepreneurship Development(KISED), Techno Park(TP), and Center of Creative Economy Innovation(CCEI), and there are about 260 Business incubator nationwide. The Business incubator is operated by universities, research institutes, and private foundations or associations. The organization consists of the center director and the incubating professionals (hereinafter referred to as "manager"), etc., and performs tasks such as center operation management and incubation support services for tenant companies. Until now, research on the operation of Business Incubator has been mainly focused on the performance of tenant companies. Studies on whether the manager's competency characteristics directly or indirectly affect the performance of the tenant companies through psychological mediators such as self-efficacy and organizational commitment were very scarce. The purpose of this study is to explore various factors influencing organizational commitment and job performance by the competence characteristics of Business incubator managers, and to explain the causal relationship among those factors. In particular, the difference in perception was investigated by a manager's survey that influences organizational commitment and work performance at the Business incubator. Through this, we intend to present practical implications for the role of managers in the operation of Business incubators. This study is an exploratory study, and the subject of the study was a survey of about 600 managers working at Business incubator nationwide, of which 116 responses were analyzed. Data analysis included descriptive statistics, exploratory factor analysis, and reliability. Structural equation model analysis was performed for hypothesis tests. As a result of the analysis, it was found that the cognitive characteristics of the Business incubator manager, communication, and situational response as the behavioral characteristics had a positive effect on the manager's self-efficacy, and the behavioral characteristics had a greater effect on the self-efficacy. It was also found that the manager's cognitive and behavioral characteristics, and self-efficacy had a positive effect on organizational commitment and work performance. In particular, a manager's self-efficacy has a positive effect on organizational commitment and work performance. This result showed that the manager's competency characteristics increase the manager's self-efficacy as a mediating factor rather than directly affecting organizational commitment and work performance. This study explains that the manager's competency characteristics are transferred to organizational commitment and work performance. The results of the study are expected to reflect the job standard of the National Competency Standards (NCS) and basic vocational competency to the job competency of managers, and it also provides a guideline for the effective business incubator operation in terms of human resource management. In practice, it is expected that the results of the study can reflect the vocational basic skills of the Business Incubator manager's job competency in the National Competency Standards(NCS) section, and suggest directions for the operation of the Business Incubator and the manager's education and training.