• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.1
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• pp.73-87
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• 2018

Creativity, entrepreneurship, and technological innovation orientation are key factors for technological innovation. The main driver of technological innovation in the enterprise is the executives of the firm. According to the Upper Echelons Theory of D.C. Hambrick(2007), the creativity of the managerial individual will be put into various aspects within the organization's innovation system. The organizational innovation system is positively influenced by the creativity of the executives, and is achieved by manifesting innovation orientation and technological innovation orientation with innovative performances. The purpose of this study is to investigate using Structural Equation Modeling(SEM), whether individual creativity of executives of 132 companies with research organizations among domestic semiconductor companies in Korea influences innovation performance of firms through entrepreneurship orientation and technology innovation orientation. We applied the personal creativity level measurement index, the entrepreneurial orientation measurement factor, and the technology innovation orientation measurement factor identified in the previous research literature. The results of the Structural Equation Modeling analysis show that the creativity of executives have a positive (+) relationship with the innovation performance of firms when they are only mediated by technological innovation orientation, and entrepreneurial orientation. On the other hand, the results of the SEM shows the direct effects between the creativity of executives and innovation performance are not statistically valid. As a result, the individual creativity of executives who lead the innovation of the firm, entrepreneurial orientation, and technological innovation orientation of the researcher organization are very important factors and an inseparable relationship for the successful innovation of the firms.

• Journal of Korea Entertainment Industry Association
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• v.13 no.3
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• pp.77-89
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• 2019

What are the characteristics of firm executives who have led the fast-growing Korean entertainment industry since the Korean Wave in the early 2000s, and what management implications can be inferred from them? To search for the answer to these questions, we conducted a complete survey of 293 executives from 27 listed Korean entertainment companies. Research has shown that career path diversity has increased in order of general enterprise managers, IT experts, accountants, lawyers and artists, away from the limited human resources level around artists. Thirty three percent of the firms gave stock options to their CEO. This is a positive aspect as data implying that these companies have been striving to do specialization, transparent management, digital and network management, creativity management, and motivational management in the context of sustainablity. However, it was pointed out as an improvement task that the percentage of young(20s and 30s) and female executives is low, even though such people's creativity, sensitivity, initiative and dynamic quality are apt to bring out their advantages especially in the entertainment company, a typical knowledge-creative firms and that the period of the CEO's average tenure was relatively short to 4.02 years.

• Asia-Pacific Journal of Business
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• v.12 no.1
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• pp.1-24
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• 2021

Purpose - The purpose of this study is to explore the impacts of Korean executives' trust on a firm's corporate social responsibility (CSR) activities and corporate financial performance (CFP), which depends on their individual social responsibility (ISR). Design/methodology/approach - A survey was conducted, and 273 Korean executives were recruited. I used SPSS version 25.0, AMOS version 26.0, SmartPLS version 3.2., and PROCESS Macro 3.4. to analyze the moderated mediation model. And, the Structural Equation Modelling (SEM) was employed to confirm the proposed relationships in the model. Findings - The results show that Korean executives' trust is positively related to CSR. I also found that Korean executives' trust is positively related to CFP. Moreover, I found that there is a mediating effect of a firm's CSR activities on the trust-CFP relationship. However, I didn't find conditional indirect and direct effects on the relationships among the proposed constructs. The findings overall suggest that Korean executives' trust is such an important mechanism that will affect firm-level CSR and CFP. Research implications or Originality - Although prior studies reveal that executives' trust in their subordinates positively influences cooperation, creativity, and innovation among subordinates in a team, it is still unclear whether executives' trust in their employees or strangers impacts firm-level CSR and CFP. Moreover, not many studies examined the mediating effect of CSR on executives' trust and CFP especially in the Korean context. Therefore, this study intends to fill the knowledge gap by focusing on South Korea. This study also contributes to extant CSR and trust literature, and practically contributes to executives, policy makers, and practitioners in South Korea.

• Korean Journal of Human Ecology
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• v.20 no.1
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• pp.39-55
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• 2011

The purpose of this study was to investigate the implicit knowledge of creativity and education practice of creativity perceived by undergraduate students. Participants were 425 undergraduate students from around the greater metropolitan area of Seoul. The results of this study were as follows: (1) Most undergraduate students considered creativity as creative thinking or creative product rather than creative personality and creative environment. Undergraduate students placed originality as the most important subfactor of creativity. Scientists were ranked as the most creative people, followed by executives, and then artists. Interestingly contemporary Korean undergraduate students recognized and evaluated creativity as positive. (2) Most undergraduate students recognized the needs and importance of creativity-fostered education. These aspects of education have meaningful differences according to gender, as female students viewed creativity-fostered education more important. (3) Undergraduate students considered creative persons to be imaginative, independent, and confident. The most important part of developing undergraduate students' creativity was to make more creative environments. It has been suggested that the benefit of creative environments should be taken into consideration when developing creativity-enhancing programs and education for undergraduate students more generally.

• Journal of Gifted/Talented Education
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• v.17 no.2
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• pp.365-391
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• 2007

As a previous study to investigate recognition gap of creativity between Korea and America, this study has examined Korean university students' implicit creativity toward Korea and America. The research method using in this study was as follows: The subject were university students in Korea, and they were asked to answer multiply for open-ended questions. For the analysis of the answers, a frequency analysis was used. The results were as follows: 1) It showed that Korean university students considered creativity trait as cognitive trait, personality, cultural trait, research and development areas and arts areas. This result means that Korean university students tend to recognize creativity similarly to the ways of established theories of creativity. 2) For the case of Korea, environmental trait like sociocultural background had great importance for all cases of creativity trait and non-creativity trait. 3) American creativity was recognized focused on individual tendency, on the while, community spirit was considered as creativity trait in Korean creativity. 4) It is considered that American culture had better condition for displaying creativity than Korean culture. 5) Traditional culture of Korea was recognized as creativity trait in terms of originality and superiority, and the possibility of modernistic use of Korean culture. 6) Creative people were ranked by artists, executives, rulers and scientists who were well-known to Korean university students. 7) In the comparison of creativity trait between the two countries revealed the traits of creative people, American creativity was reflected more than Korean creativity, This result seems that those people were favored by Korean university students who were familiar with American culture. In conclusion, this study has found another possibility of creativity of the East among cross-cultural creativity studies. Moreover, this study has suggested that traditional culture and tradition renewal, and values of the East are superior cultural resources which are not exist in the West, and those are expected to play a role in developing creativity.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.1
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• pp.15-23
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• 2014

A Case Study on Venture and Small-Business Executives' Use of Strategic Intuition in the Decision Making Process This paper is a case study on how Venture and Small-Business Executives managers can take advantage of their intuitions in situations where the business environment is increasingly uncertain, a novel situation occurs without any data to reflect on, when rational decision-making is not possible, and when the business environment changes. The case study is based on a literature review, in-depth interviews with 16 business managers, and an analysis of Klein, G's (1998) "Generic Mental Simulation Model." The "intuition" discussed in this analysis is classified into two types of intuition: the Expert Intuition which is based on one's own experiences, and Strategic Intuition which is based on the experience of others. Case study strategic management intuition and intuition, the experts were utilized differently. Features of professional intuition to work quickly without any effort by, while the strategic intuition, is time-consuming. Another feature that has already occurred, one expert intuition in decision-making about the widely used strategic intuition was used a lot in future decision-making. The case study results revealed that managers were using expert intuition and strategic intuition differentially. More specifically, Expert Intuition was activated effortlessly, while strategic intuition required more time. Also, expert intuition was used mainly for making judgments about events that have already happened, while strategic intuition was used more often for judgments regarding events in the future. The process of strategic intuition involved (1) Strategic concerns, (2) the discovery of medium, (3) Primary mental simulation, (4) The offsetting of key parameters, (5) secondary mental simulation, and (6) the decision making process. These steps were used to develop the "Strategic Intuition Decision-making Model" for Venture and Small-Business Executives. The case study results further showed that firstly, the success of decision-making was determined in the "secondary mental simulation' stage, and secondly, that more difficulty in management was encountered when expert intuition was used more than strategic intuition and lastly strategic intuition is possible to be educated.