• The Journal of the Korea Contents Association
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• v.19 no.12
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• pp.215-228
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• 2019

This study micro-analyzed the impact of innovation capabilities on innovation performance by type of CEO, with innovative SMEs being subject to research. In addition, the impact of CEO type on innovative capabilities and the impact of innovative capabilities on innovation performance were studied together. In order to achieve the research objective, we conducted an empirical analysis of 250 innovative small and medium-sized enterprises registered in the medium-term department as research targets and the results are as follows. First, the analysis of the impact of the type of CEO on the capacity of innovation shows that market-oriented, technology-driven and consultant-type CEOs have a significant impact on the amount of technology change reduction, but managed CEOs do not see any statistically significant differences in the amount of technology change reduction areas. Managed CEOs did not see statistically significant differences in the amount of technology change-sensitive areas. In addition, it was analyzed that the current type of CEO of small businesses does not affect the R&D technology digestion capacity of technological innovation capabilities. Second, the analysis of the relationship between innovation capabilities and innovation performance did not have a statistically significant effect. Third, the analysis of the adjustment effect between the type of CEO and the capacity of innovation according to the growth stage of small businesses shows that the technology and the consultant-type CEO affect the amount of the area of technology change, but the managed and market-type CEOs did not have the adjustment effect. Fourth, the analysis of the capacity of innovation and the effect of adjustment between innovation and innovation in the growth phase of innovative SMEs did not have a statistically significant effect.

• The Journal of the Korea Contents Association
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• v.22 no.3
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• pp.331-342
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• 2022

The business environment of today's small and medium-sized manufacturing enterprises (SMEs) has a tendency to shorten the product life cycle due to the rapid technological change. Therefore, in this study, an empirical study was conducted to understand the influence of CEO type and technological innovation capability on management performance through technological innovation performance as a medium. The subject of the study was a survey focusing on executive level and above of small and medium-sized manufacturing companies in the southeast region, and the research results are as follows. Overall, it was verified that the structural causal relationship between the technological innovation performance and the management performance of the CEO type and technological innovation capability of small and medium-sized manufacturing enterprises is a relationship that has a significant influence with mutual correlation. These results indicate that higher performance can be achieved when technological innovation performance is combined with the effect of technological innovation capability on management performance according to CEO type. In this way, SMEs are trying to present the need for various innovative activities to discover excellent technologies and acquire competence, and to suggest a development direction that requires efforts to improve the technological competitiveness of enterprises.

• Journal of Digital Convergence
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• v.19 no.6
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• pp.163-174
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• 2021

This paper investigated the role of CEO leadership in the relationship between Korean small firm's competitive strategy and performance. This study conducted an empirical analysis by collecting data through a questionnaire survey targeting small firms in Korea. The main findings of this study are as follows. First, it was found that the competitive strategies of small firms all had a positive effect on the performance, and it was found that a strategic consistency rather than the type of strategy was positive for firm performance. Second, it was found that the type of leadership of the CEO should also be changed according to the type of strategy. Specifically, it was found that transformational leadership was more appropriate for differentiation strategies, and transactional leadership was more appropriate for cost advantage strategies. This study clarified that the pursuit of a strategic consistency is more important than the type of strategy in the competitive strategy, and that the CEO needs to pursue an appropriate leadership style according to the competitive strategy.

• The Journal of the Korea Contents Association
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• v.13 no.9
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• pp.382-391
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• 2013

Crisis management is one of the most important tasks of any business as business environments have been dramatically changed. In a sense the ability to manage crisis effectively is connected to the survival of any organization, whether it be a nation or company. In case of a company, the ability depends on CEO's leadership styles. Though some research have internationally investigated the relationship between crisis management and CEO's leadership styles, few research has dealt with the issue. The purpose of this study was to investigate the role of CEO's leadership styles in the perception of the importance of corporate crisis management and the level of crisis management. A self-administered questionnaire was distributed to CEOs of various types of business and a total of 259 questionnaires were collected from them. But only 201 questionnaires were used for testing hypotheses after getting rid of incomplete ones. The result showed that CEO's leadership styles have different roles in the issues raised in this study. Implications and further research suggestions were discussed.

• The Journal of the Korea Contents Association
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• v.17 no.1
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• pp.213-221
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• 2017

This study examines the influence of CEO(Chief Executive Officer) turnover on earnings management in public institutions. We classified sample into four portfolios based on the joint types of departing CEO(Forced/Voluntary) and incoming CEO(Expert/Nonexpert), and we explore whether earnings management are distinguishable depending on the types of CEO turnover. Empirical findings are summarized as following. The different patterns of earnings management are observed for each portfolio in the turnover year. In particular, when departing CEO leaves the company forcibly and incoming CEO is an expert in that business, there is an evidence of downward earnings management in the turnover year. This means that the incoming CEO takes a bath in his first year by recording big charges to shift blame for failed management on to the predecessor. The results documented in this paper provide an important implication for diverse interest groups participating in the CEO turnover decisions at the present time when normalization of management of public institutions is viewed more important than ever.

• Journal of Digital Convergence
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• v.10 no.6
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• pp.83-92
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• 2012

The purpose of this current study is to examine CEO image presented in messages of CEO twitter and perceived by CEO twit followers. To conduct this study, we selected two CEOs, ChanJin Lee and HyeonMyeong Pyo who are top ranking based on a number of followers in Korea. We investigated each CEO's Tweet, RT, Reply, and RT+Reply using three CEO image factors: CEO personality, CEO quality, and CEO outward characteristics. Also, followers were asked what image mostly they have based on those three image factors. The results showed that for ChanJin Lee, CEO quality were more presented in twitter than CEO personality and CEO outward characteristics, and CEO Lee's followers also perceived that Lee has more CEO quality image than others. Pyo, HyeonMyeong has CEO quality image in twitter than others, and his followers thought that he had more CEO outward characteristics image than others.

• Management & Information Systems Review
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• v.35 no.4
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• pp.21-36
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• 2016

This Research focuses on the financial performance change analysis when the CEO has been changed as the consequence of the Korean Agricultural Co-op members voting. The CEO turnover is the critical event for every cooperatives because it may result in the uncertainty of management, even if top management change has a possibility to improve the management performance. To verify the CEO turnover effect for Korean Co-op financial performance, we utilized nationwide net income change data for each year before and after 2009 in this research. As a result of this effort, we find that the financially worse performance just before Co-op member voting has an positive effect on the CEO turnover. Secondary, we find a positively volatile change of net income after CEO turnover has been occurred. Specialized Executives Director system of Korean agricultural Co-ops has not the significantly positive meaning about the net income change.

• The Journal of the Korea Contents Association
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• v.12 no.12
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• pp.372-384
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• 2012

CEO's business network is important to the establishment and growth of companies and it is recognized as an essential element in regional development, but the related research and studies including surveys on the characteristics and performance of the CEO's network and its activities are lacking. This study aimed at companies located in the northwestern part of the Chungnam to survey about CEO's network activities, and research about the characteristics and performance expectancy of the network was carried out. As research methods, we discussed the previous studies, designed and analyzed the research models empirically using the survey. Analysis based 3 stages approach showed that the performance expectancy on human resource such as recruit was not affected by any factors overall. CEO's satisfaction affect significantly to the both of performance expectations of finance and general management by types of the network and its differentiated program. Executive activities, # of joining network, and period of activity affected also conditionally. This study have contributions that enable businessmen can take advantage of strategic use on the region's business network activity.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.8
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• pp.5522-5533
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• 2015

This study analyzes the effect of leadership styles (transformational leadership, transactional leadership, and servant leadership) of CEOs at small and medium-sized enterprises on the organizational effectiveness of the employees (organizational commitment and organizational citizenship behavior). A survey was conducted on 573 employees of domestic small and medium-sized enterprises in the electric, electronic, and IT industries, and the data was used to perform statistical analysis. As the result, charisma of transformational leadership, individual consideration, emotional healing of servant leadership, wisdom, and stewardship were shown to have positive effect on the organizational commitment. Furthermore, charisma of transformational leadership, exceptional management of transactional leadership, wisdom of servant leadership, and stewardship were shown to have positive effect on organizational citizenship behavior.

• Journal of Venture Innovation
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• v.2 no.2
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• pp.47-64
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• 2019

This study analyzed the effects of small business CEO's competencies type on business performance. For this purpose, 4 independent variables(strategic, marketing, management and network competencies) and 2 dependent variables(financial and non-financial performance) were used. 220 data were collected from the field survey questionnaires administered to a convenience sample of small business CEO. For hypothesis testing, the IBM SPSS Statistics 24.0 was used. Frequency analysis, exploratory factor analysis, correlation analysis, and hierarchical regression analysis were conducted. Empirical studies showed as follows. First, this study showed that the four competencies were significant to financial performance and the three competencies(except management competencies) were significant to non-financial performance. The higher small business CEO's competencies, the more likely it affects both the financial and non-financial performance of the company. Second, effects of small business CEO's competencies on financial performance were analyzed in order of network competencies > management competencies > strategic competencies > marketing competencies. Third, effects of small business CEO's competencies on non-financial performance were analyzed in order of network competencies > marketing competencies > strategic competencies. These findings had some implications. In academia, the impact forces of 4 small business CEO's competencies were analyzed for the first time. In practices, successful start-ups or sustainable management requires an interest in the active enhancement of small business CEO's competencies.