• Proceedings of the Korea Society for Industrial Systems Conference
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• 2003.05a
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• pp.94-99
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• 2003

급변하는 환경 속에서 기업은 경영환경변화에 따라 새로운 경쟁력 강화 방법들을 모색하고 있으며 불안한 환경에서의 생존을 위하여 끊임없는 노력과 혁신을 추구하고 있다. 이러한 시점에서 ERP(Enterprise Resource Planning : 전사적 자원관리) 시스템은 기업의 경쟁력을 재고하고 변화하는 비즈니스 환경을 예측하여 신속하고 현명하게 대처하기 위한 수단으로서의 역할을 수행하고 있다. ERP 시스템의 도입은 회사 내부의 업무 프로세스에 대해 전반적인 변화를 가져올 만한 시도이며, 도입의 실패 시 막대한 물적 피해가 야기되므로, 성공적 구축을 위한 노력이 절실히 요구된다. 특히 중소기업의 경우 ERP 시스템 도입을 위해 요구되는 인력 및 자금이 부족한 현실이다. 이에 본 논문에서는 중소기업에서의 성공적인 ERP 시스템 구축을 위한 방법론으로서 산ㆍ학 협력모델을 제안한다. ERP 시스템 구축을 위해 기업과 학교가 산ㆍ학 협력체제를 구축함으로서 기업측과 학교측 모두에게 이득이 되는 전략을 마련하고자 한다.

• Proceedings of the Korea Technology Innovation Society Conference
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• 2015.11a
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• pp.494-500
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• 2015

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.3
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• pp.366-376
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• 2019

Youth unemployment reached a record high in 2017, and business revitalization is emerging as a means of overcoming this situation. The number of venture companies and amounts of new venture investments are increasing year on year, and the government has upgraded Small and Medium Business Administration to the Ministry of SMEs and Startups. However, the success rate of startups is relatively poor. Over the past three years only 39.1% of Korean startups survived and 90% of companies failed in the Valley of Death phase. Survival this phase is critical for early startups, and thus, the amount and timing of investments are critical. Current models for establishing business startups do not effectively attract investments because they lack practical, corporate evaluation variables. In this paper, we develop a mixed process that incorporates the factors and business models focused on by venture capital investors. In addition, we compared our Death Valley Venture (DVV) process with current methods and provide an example of its application.

• Korean small business review
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• v.43 no.1
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• pp.107-129
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• 2021

Inclusive business is a social business that is promoted with the aim of supporting the economic independence and quality of life of poor people in developing countries. Inclusive business is emerging as a new development cooperation method that can lead to development effects such as income generation and economic independence by engaging the poor, traditionally recognized as 'the target of aid' in terms of development cooperation, in market-based economic activities. This study considered how this inclusive business overcomes various barriers in the market for the poor in developing countries and generates social values and economic returns. To this end, based on previous studies, an analytical framework was established to analyze inclusive business models and business types. And based on the multiple case study method, 17 cases of inclusive business of social enterprises were selected to analyze the characteristics of their business models and the types of business. Through this study, characteristics of value proposition mechanisms, value creation mechanisms, and value securing mechanisms of inclusive business based on public-private cooperation were derived. Also, how these inclusive businesses create social and economic values for the poor were analyzed. The findings present theoretical and practical implications for an inclusive business model.

• International Commerce and Information Review
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• v.14 no.2
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• pp.411-443
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• 2012

The Changes in management environment in SMEs such as rapid development of information communication technology, worldwide expansion of FTAs, enlargement of global outsourcing, etc have changed various aspects in industry-academy or industry-academy-government cooperation. It has been away from the cooperation focused on research and development and industrial training, and advanced to the cooperation focused on the business fields and practices where the executive ability and professionalism are required to commercialize major products of local SMEs. Compared with the existing model, the new model of industry-academy-government cooperation can provide effective and customized supports to local SMEs and expect better performance than ever before through the choice and focus. However, the existing support programs of government and related organizations are just top-down pattern to SMEs. In addition to the development of industrial technology, education and training for labor force and knowledge interchange between industry and university, the new cooperation model would also provide practical tasks such as enhancement of business competences and abilities to cultivate foreign markets. This study deals with Gyeongbuk PRIDE Products support project that is the new model of industry-academy-government cooperation and evaluates the effectiveness of this support project by empirically analyzing the survey results from the target SMEs.

• Journal of Korea Technology Innovation Society
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• v.15 no.1
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• pp.76-104
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• 2012

For many small and medium-sized enterprises (SMEs), innovation activities to lead a market with technology development and a globalization strategy tend to be a haphazard process due to a lack of capabilities. Thus, this paper aims to explore success factors of the global leading SMEs in Korea that are not only the first mover through technology innovation but also outstanding in export. The analysis utilizes data from Korean Innovation Survey (KIS) and statistical analyses such as t-test and chi-square are performed to compare global leading SMEs and normal SMEs, concentrating on various factors such as information sources, collaboration and non-technology innovation activities. The results indicate that critical success factors involve information from outside companies (information from conferences and government institutes) and government supports through logistic regression analysis. This research suggests a strategic direction for policy makers to promote innovation and growth in SMEs.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.6
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• pp.159-172
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• 2023

This study aims to empirically investigate the relative effects of business-to-business (vs. business-to-consumer) business model innovation (BMI) on innovation performance. The research examines the impact of three key components of BMI: 1. value creation, 2. value proposition, and 3. value capture, on innovation performance. The 2022 Entrepreneurship Survey data by the Korean Entrepreneurship Foundation was used to analyze 2,879 companies. An exploratory data analysis (EDA) including various categories such as industry, firm, CEO, and technology chracteristics was conducted to show the latest startup status in Korea. The results show that value creation of B2B (vs. B2C) firms has a more positive and significant impact on innovation performance. Whereas, value proposition of B2C (vs. B2B) firms was found to have a more positive and significant effect on innovation performance. Interestingly, value capture did not show any effects for either type of firms. Additionally, the study employed seemingly unrelated regression (SUR) analysis for robustness checks. These findings provide important insights about the relative effects of B2B-BMI (vs. B2C-BMI).

• Journal of Convergence Society for SMB
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• v.2 no.2
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• pp.27-34
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• 2012

This study aims to achieve the following goal. Goal is to do the comparative analysis through the in-depth investigation of global technology commercialization agencies and program. In the era of global competition, The change to the innovation-driven economy through the creation and diffusion of technology is accelerating in the world. For the global technology and market changes and efficient information management, systematic support system for local SMEs is required. To this end, we researched and analyzed the level of technology and commercialization trends in major foreign countries, and major domestic and international institutes, and technology commercialization programs. Based on this, we draw the domestic SMEs' expansion strategy and information support plan to enter the global market.

• Journal of Industrial Convergence
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• v.20 no.11
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• pp.127-134
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• 2022

With the recent advent of the Fourth Industrial Revolution, the importance of the platform business is increasing. Most global companies with high market value are known as platform companies. This change is changing the business model of companies in various industries. However, existing studies have mainly focused on information-intensive industries and large companies. Therefore, this study attempted to analyze the case of Everybot, which is successfully growing in the service robot industry. Everybot is known as a company that produces robot cleaners. However, according to the result, the company has focused on developing autonomous driving technologies and pursuing platform-based business strategies rather than product-based ones. The results of this study have theoretical and practical implications by showing how domestic small and medium-sized robot companies apply platform-based business strategies to achieve long-term growth with gaining leadership in the personal service robotics market.

• 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.