• Title/Summary/Keyword: CEO capabilities

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Differentiated Effects of Product Strategy and CEO Characteristics on Venture Firms' Growth: The Moderating Role of Organizational Life Cycle Stage (제품 전략과 CEO 특성이 벤처기업의 성장에 미치는 차별화된 효과: 조직수명주기 단계의 조절 역할)

  • Kim, Jungho;Han, Junghee
    • Journal of Technology Innovation
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    • v.22 no.1
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    • pp.23-58
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    • 2014
  • This study investigates the effects of product strategies and CEO characteristics on the growth of venture firms. These factors are related with strategic behaviors and managerial capabilities of small and dynamic firms. According to empirical results of FGLS regression with the data of the Korean venture firms, both product strategies and CEO characteristics have significant effects on firm growth and additionally explanatory powers. In general, the growth rates of venture firms tend to increase with the level of product's diversity and marketing-enhancing strategy, but decrease with the degree of product's innovation-enhancing strategy. The growth rates are higher when CEO is non-founder and has sufficient experience related to current business, and CEO's career development is focused on general management area. The effects of product strategies and CEO characteristics are moderated by the firm-internal factor such as organizational growth stage. The positive effects of some product strategies (e.g. marketing-enhancing strategy) and CEO characteristics(e.g. career focused on general management) become stronger for firms operating in the stage of start-up or initial growth, while their effects become negative or insignificant for firms operating in the mature or declining stage in which the negative effect of innovation-enhancing strategy does not exist.

The Impact of Franchise Education on Corporate Performance and CEO Competency

  • Jun-Young Lee;Gi-Hwan Ryu
    • International Journal of Internet, Broadcasting and Communication
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    • v.15 no.3
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    • pp.24-31
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    • 2023
  • The purpose of this paper is to divide franchise education and restaurant education programs into three factors: educational content, educational techniques, and educational environment. After completing the franchise curriculum, we will identify what educational programs affect corporate performance and CEO's capabilities. A total of 99 copies were used as statistical analysis data by conducting a survey of those who completed the training from May 01 to May 15, 2023. The survey used the Likert 5-point scale, and for data analysis, hypothesis verification was conducted using frequency analysis, demographic analysis, and reliability analysis using SPSS23. As a result, it was confirmed that all three factors of franchise education are factors that affect performance and competency. Therefore, among franchise education programs, it is necessary to be faithful to the contents of education, use appropriate educational techniques, and prepare an educational environment well.

The Effect of CEO Values and Consultant Capabilities on Strategic Consulting Success and Performance (CEO 가치관 및 컨설턴트 역량이 전략컨설팅 성공과 성과에 미치는 영향)

  • Song, Myung-Do;You, Yen-Yoo;Kim, Jung-Ryol
    • Journal of Industrial Convergence
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    • v.20 no.8
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    • pp.15-23
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    • 2022
  • This thesis investigated and studied the effect of CEO's values, consultant's competency, and value alignment with workers on the success and performance of strategic consulting. With 180 copies of data from the questionnaire, factor analysis, reliability and validity analysis were performed, and structural equations for the final research model were performed. As a result of the analysis, it was found that innovation performance and management capability had a significant effect on value consistency. It was confirmed that the value consistency had a significant effect on the degree of completion and utilization, and the degree of completion and utilization had a significant effect on satisfaction and contribution to management performance.

The Affects of Characteristics of CEO, Competence on Corporate Strategy and Organizational effectiveness in Venture Companies (벤처기업의 창업자특성과 역량, 기업전략이 조직유효성에 미치는 영향에 관한 연구)

  • Lee, Sang-Baek;Yang, Hae-Sool
    • Journal of Digital Convergence
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    • v.11 no.12
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    • pp.145-154
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    • 2013
  • This research draws the factors of managerial performance that was verified by research model and hypothesis after considering research type, factors of performance and research model. The result of this research is as below. Firstly, psychological traits, capabilities of CEO is positively correlated with cost superior tactic and organizational effectiveness Secondly, entrepreneurial capability of CEO is positively correlated with organizational effectiveness for and managerial capability of CEO is positively correlated with cost superior tactic and technical capability of CEO is positively correlated with organizational effectiveness. Thirdly, technical resource is positively correlated with product innovation differentiation tactic, and organizational effectiveness and finance resource is positively correlated with marketing differentiation tactic and organizational effectiveness, and marketing capability is positively correlated with product differentiation tactic, marketing. Fourthly, product innovation-differentiation tactic, marketing differentiation tactic, and cost superior tactic are positively correlated with organizational effectiveness.

CEO's Discovery Competency for New Business Opportunity, Competitive Strategy, and Firm's Performance (경영자의 신사업기회 발견능력과 경쟁전략이 기업성과에 미치는 영향)

  • Kim, Seung Ho;Kim, Dae Geun
    • Asia-Pacific Journal of Business Venturing and Entrepreneurship
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    • v.11 no.3
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    • pp.121-130
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    • 2016
  • Amidst a competitive environment, success and innovation of a company hinge on establishment of competitive strategies through CEO's capabilities for discovering new businesses. In other words, several alternatives that are being considered as new businesses and the ensuing selection that a top management makes lead to a company's success and innovation. Examples of this are numerous among global corporations as well as Korean small and medium-sized enterprises (SMEs). This research has analyzed the role of a CEO to be a condition for success in the growth and innovation of a company. Starting from the topic of entrepreneurship, the research on the role of a CEO has been actively conducted in context with the latest innovations. A prime example involves research related to the innovativeness of a CEO. In this regard, this research was an empirical analysis on the impact that a CEO's ability to discover new business opportunities and competitive strategies has on the performance of a firm. This analysis was conducted based on nationwide data of 286 large conglomerates and smaller-sized companies alike. Based on the analysis, "experimenting" and "association", among abilities of discovery, have been found to strengthen competitive strategies. Also in the context of abilities needed for discovery, differentiation strategy has a greater effect on a firm's performance than the cost leadership strategy. Furthermore, the mediating effect of competitive strategies was prominently displayed in experimenting and corporate performance.

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The Influence of Small Firm CEO's Entrepreneurial Attributes in the start-up phase on DFCA* and Business Performance - Focus on Mediating Effects of DFCA - (창업소기업 경영자의 기업가적 속성이 차별화 중심형 경쟁우위와 경영성과에 미치는 영향)

  • Lee, Keel-One;Park, Hyeon Suk
    • Asia-Pacific Journal of Business Venturing and Entrepreneurship
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    • v.10 no.1
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    • pp.69-82
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    • 2015
  • This Research is based on the theory of the prior researches that have demonstrated a positive impact of the entrepreneurship and competitive advantages on business performance. And the purpose of this research which approaches in the viewpoint of combining a entrepreneurial attribute including two factors(entrepreneurship and commercialization capabilities) and the differentiated competitive advantage as a role of core competence is to examine how the combined competence affects the business performance. In order to achieve this purpose, we conduct a survey for CEO of 250 small firms which belong to the start-up phase and are located in the 6 administrative region with the assistance of Small & Medium Business Administration representatives and analyze empirically the survey data by utilizing statistical program(Spss 18.0). As the results, we conclude that the entrepreneurial attributes of small firms' CEO and DFCA have a positive impact on business performance respectively and the entrepreneurship, one of the two entrepreneurial factors, has a positive impact on choosing DFCA. Also we report that DFCA plays a mediating role with regards to relationship between entrepreneurial attributes and business performance. Therefore, this research suggests the followings: First, the CEO of start-up business should focus on building a differential competitive advantage which is the basis for creating competitiveness from the initial point. Secondly, he should make a alignment for core competencies, in order to reach the stable growth phase in the shortest period, through which the entrepreneurial attributes is to be inherent as a discriminatory competitive competence. Third, he should promote to establish a business strategy based on strengthening of entrepreneurship and discriminatory competitive as a growth strategy during start-up phase.

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Effects of External Environment and Organizational Resources and Capabilities on Strategy and Performance: An evidence from an analysis on ventures (벤처기업의 전략 및 성과에 대한 외부환경과 조직자원 및 능력의 영향)

  • Song, Woo-Yong;Hwang, Kyung-Yun
    • The Journal of the Korea Contents Association
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    • v.12 no.2
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    • pp.369-387
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    • 2012
  • Based on the survey data, this study focused venture firms examines how organizational resources and capabilities along with its external environmental conditions have an effect on its strategy and performance. In particular, this article attempts, by performing a binary logistic regression analysis, to identify the venture-specific importance and priority of the factors that may influence firms' strategy patterns, with multiple regression analysis on the relationships between some variables included in the model. The survey was conducted from October 1, 2010 through October 30, 2010. The results of this study are the following. First, the more firms are exposed to high industry growth and low competitive intensity, the higher chance they get to pursuit aggressive strategy. And then a firm seeks aggressive strategy, when it has more technological resources and human resources. Third, environmental uncertainty, industry growth, technological resources, human resources, financial resources and marketing capabilities have positive effects on firm's performance. But, competitive intensity has no direct influence firm's performance. Finally, CEO competence directly influences firm's performance, but the interaction. of CEO competence with other variables is not significant.

The Effect of Consultant Competences of SMEs CEO on Innovation Performance and Management Performance (중소기업 최고경영자의 컨설턴트 역량이 기업의 혁신성과 및 경영성과에 미치는 영향에 대한 연구)

  • Minhee, Kwon;Sangbok, Lee;Yen-yoo, You
    • Journal of Industrial Convergence
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    • v.20 no.11
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    • pp.113-126
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    • 2022
  • In Small and Medium-sized Enterprises(SMEs) compared to major, competence of CEO relatively has a large impact on management performance, so the biggest factor to strengthen the competitiveness is the competence of CEO. Meanwhile, a consultant is defined as a subject of execution that directly and indirectly participates in management by inducing objective and rational decision-making on various management issues and problems facing companies. The management expertise, problem-solving skills, communication skills, insights, and leadership that a consultant must have in order to perform his or her duties are the same as the role and capabilities that the CEO must have in enhancing the company's performance and competitiveness. Therefore, through previous studies, this study divided consultant competences of CEO into job competence, communication competence, learning competence, and innovation competence and tried to understand whether those competences affect corporate's innovation performance and management performance. The survey was conducted on SMEs and the analysis techniques were reliability and validity analysis, confirmatory factor analysis, and structural equation analysis. As a result, it was found that the CEO's job competence, communication competence, learning competence, and innovation competence had a significant effect on innovation performance of the company, and second, innovation performance had a significant effect on the management performance. Through, this study derived a common factor of consultant competences of SMEs CEO, and derived implications for the competence characteristics of the CEO necessary to improve the performance of SMEs.

Promoting Uncertain Exploration : A Case Study (불확실한 탐험을 촉진하는 방법 : 사례연구)

  • Ha, Seongwook
    • Knowledge Management Research
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    • v.10 no.1
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    • pp.53-70
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    • 2009
  • This study empirically explored what promotes exploration, through a case analysis of a Korean SME (small and medium sized enterprise), based on the research framework which focuses on the identification and the selection of exploratory NPD (new product development) alternatives, and the accumulation of novel capabilities in new technology domains. The learning process of the exploratory NPD project described is as follows. The identification barrier of exploratory NPD project is relatively low. Constructive crisis is germane to selecting exploratory NPD alternatives and to enduring the long payback period. New separated R&D unit is likely to implement the exploratory NPD project. The length of the gestation period of the exploratory NPD project is related with the level of the conflict between old members and new members. This study identified several antecedents of the exploratory NPD project. Prior success promotes the identification process of the exploratory NPD projects. Constructive crisis is related with CEO's personal characteristics such as future oriented and proactive personality. The proactive involvement and persuasion of CEO are germane to reducing the conflict between old and new members and to the success of the exploratory NPD project. Based on the results, this study discusses several implications and future research directions.

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Effect of SMEs' Business Environment Perception, Corporate Competency, and Managerial Competency on Intention to Discontinue Business of CEOs: Mediating Effect of Business Confidence (중소기업의 사업환경 인식, 기업 역량, 경영자 역량이 사업중단의도에 미치는 영향: 사업자신감의 매개효과)

  • Yoon, Deok Sang;Ha, Kyu So
    • Asia-Pacific Journal of Business Venturing and Entrepreneurship
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    • v.17 no.3
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    • pp.103-117
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    • 2022
  • The recent corporate economy, such as the COVID 19 pandemic that has spread all over the world since the beginning of 2020, the acceleration of the 4th industrial revolution, and supply chain management risks triggered by the US-China conflict and the Ukraine crisis, is more serious than ever before. CEOs who have started and managed small and medium-sized enterprises (SMEs) are more concerned than ever about the sustainability of their businesses in this reality. Nevertheless, there were few empirical studies on the factors that influence the intention of SME CEOs to discontinue business. In this study, the perception of the business environment of SMEs (intensity of competition in key business areas, difficulty in manpower management), corporate competency (employee competency, company product or service competitiveness, supply chain and consumer relations, digital competency and technical expertise), and CEO's competency(trust between employees and the CEO, management competency and perceived health status of CEO) on CEO's intention to discontinue business was discussed. As a result of the study, the intensity of competition in the main business field, and the difficulty in manpower management had a positive (+) effect on the intention to discontinue the business, and the employee competency, product (service) competitiveness, digital competency of the company, and the CEO's Health status had a negative (-) effect on intention to discontinue business. The relationship between these influences was found in the order of CEO's health status, product competitiveness, employee competency, digital competency, competitive strength in the main business, and difficulty in manpower management. It was analyzed that supply chain and consumer relations, trust between employees and the CEO, and management capabilities did not significantly affect the intention to discontinue business. On the other hand, business confidence has a mediating effect between the intensity of competition in the main business field, the difficulty in manpower management, product or service competitiveness, digital competency, trust between employees and the CEO, and the management capability and intention to discontinue business was tested. This study had academic significance in that it empirically analyzed factors related to intention to discontinue business targeting small and medium-sized business CEOs. In practice, as it has been found that business environment awareness, corporate competency, managerial competency, and business confidence are factors that influence the intention to discontinue business, if an action ideas that can reinforce this part can be found, SMEs can achieve sustainable growth or it may help CEO find an meaningful exit.