• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.19 no.3
• /
• pp.139-153
• /
• 2024

The importance of sustainable growth and cost reduction has increased globally, leading to the expansion of outsourcing by companies. Additionally, the spread of the platform economy has brought changes in the way we work, and the online outsourcing market, where tasks are mediated through platforms, is growing. Academically, while research on general outsourcing is actively conducted, studies on online outsourcing are relatively insufficient compared to its actual utilization. This study aims to analyze the factors and performance factors of online outsourcing utilization by startups, to identify the effects and concerns of using online outsourcing from multiple perspectives, and to suggest the roles of various stakeholders for effective utilization and industry development. For the research, a survey was conducted with 281 employees of startups who have experience in using online outsourcing, and the main findings are as follows. First, the enhancement of efficiency, profitability, and innovation through the use of online outsourcing positively affects organizational commitment and job satisfaction of startup members. Especially, the improvement of efficiency due to the use of online outsourcing has a significant effect on enhancing job satisfaction. Second, concerns about the burden of online outsourcing fees or uncertain outcomes negatively affect organizational commitment and job satisfaction. Third, there are perceptual differences in the motivations and performance regarding the utilization of online outsourcing depending on the job position. Practitioners perceive that the use of online outsourcing increases organizational commitment, whereas managers have relatively higher concerns about the uncertainty of outsourced task outcomes and information security. Through this study, the possibility that human resource shortages and employee management issues in startups can be improved through online outsourcing was confirmed. By verifying the influence of various factors of online outsourcing utilization, this study also provides meaningful implications for establishing business strategies for online outsourcing intermediary platform companies and for formulating startup support policies by government and other startup support organizations.

• Korean small business review
• /
• v.39 no.1
• /
• pp.1-39
• /
• 2017

The first generation of the business that had been founded in 1960~1970s faces the situation to consider the succession of the family business developed by devotion of their whole lives in the critical timing to the next generation. In the process of selecting the party of family business succession, it is required to consider a variety of succession types including smooth transfer to the other family member or the employee of the company, selling the company, or hiring external specialist. Foreign countries acknowledge the importance of the succession in the family owned company to perform multiple studies on the influential factors to the succession, distinction, and types of family business succession; and they utilize the results for the related policy development and the support of family owned business succession. However, few studies have been conducted on the succession of the domestic family owned business and majority of them are related to the types of succession. Considering its share and influential power in the domestic economy, it is necessary to develop the guideline and the policies to solve many issues on the succession of the family owned business by systemic studies. Hence, the impact of the main characteristics in the family owned business on the types of its succession was analyzed in this study focusing on five domains of Socioemtional Wealth (SEW) in view of Behavioral Agency Theory by Gomez-Mejia et al. (2007) using the data from 540 family owned small-to-medium sized businesses so as to analyze the issues on their business succession. Upon the empirical analysis results, it was confirmed that they were influenced to the selection of succession type by family succession > internal employee succession > external succession, for the variables of social contribution which were non-financial characteristics, internal employee succession > family succession > external succession for the intellectual properties, and family succession > external succession for the management participation of the family. The distinction of social contribution were influenced the most to the selection of the succession types. Financial factors, business performance, and R&D investment variables were not significantly influenced to their selection of the succession types. In case of simultaneous management, the family succession rate was high and it showed the control effect to strengthen selecting family owned business with R&D investment, social contribution, and company history variables. The behavioral agency theory used in this study was confirmed with high explanation power on the family owned business succession. The family owned business showed the tendency to maintain SEW, and non-financial factors such as accumulated know-how and social contribution based on the long term history were significantly affected to the succession in the small-to-medium sized family owned businesses, unlike general large sized listed companies. The results of this study are expected to be helpful practically for the succession of the family owned business and to suggest the guideline for the development of governmental policy.