• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.2
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• pp.129-146
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• 2014

In order to be successful in the very changeable competitive environment, the organization has to creative not only on the research and development but also on the Value Chain. Especially for the middle and small venture companies, they have to be creative on the Value Chain to get new profit. For the value innovation, kinds of factors which initiate the value innovation such as Meaningful Work, Risk Taking, Customer Orientation, Agile Decision-Making, Business Intelligence, Open Communication, Empowerment, Business Planning, Learning Organization and other similar factors should be included in the organization culture. By focusing on the above 9 factors with value innovation culture, the study practically analysis the effect of the Value Innovation Culture on the Individual Creativity, and the followings are the result of the study. Firstly, meaningful work, empowerment and risk taking are positively associated with expert knowledge which is one component of individual creativity. Secondly, open organization is confirmed to be positively associated with creative thinking skills. Thirdly, learning organization, empowerment and innovativeness are the factors which is positively associated with Intrinsic Motivation. These results have showed the employees' individual recognized Value Innovation Culture is confirmed to be helpful on inducing Individual Creativity.

• Information Systems Review
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• v.11 no.2
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• pp.183-207
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• 2009

In general, the introduction of information technology to domestic small and middle size firms is depending on the governmental supporting policy. However, even under this situation there is also a case that the building up of information technology is initiated by the management of small and middle size firms. An accumulated know-how for information technology and powerful leadership in such firms are considered as success factors. This study attempts to analyze a case for 'THEFACESHOP', in which MIS is successfully built. To achieve corporate goals, the CEO of THEFACESHOP based on the extensive knowledge of information technology drove to build up information system. Also, the board of directors supported him, and employees committed to their organization. Through the strong leadership of the CEO, the information system of THEFACESHOP became sufficient and efficient. And it led the organization and the information system to be competitive. In particular, the systematic approach of THEF ACESHOP reinforcing its competitiveness can be summarized as follows: First, it tried to construct basic information systems as like ERP etc. to increase work-efficiency. Second, it completed CRM related systems for analysis to maximize its customer orientation and marketing effect. Third, the last step can be stated as the building up of operation related CRM systems to improve the responsiveness of target marketing activities and the profitability of its agencies. Such endeavors of THEFACESHOP contributed to increase productivity and performance of the organization. As a result, THEFACESHOP has had its own 'Natural Story' and price competitiveness. For that reason THEFACESHOP became the best of brand-shop cosmetic firms. This success based on the strong leadership and the systematic investment on the information system.

• Journal of Service Research and Studies
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• v.10 no.3
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• pp.119-138
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• 2020

Unlike the era of manufacturing-oriented industrial economy in the past, the era of service economy has characteristics intangible goods center, knowledge universalization, and expansion of needs, and many things that are of the economy are changing. In the past, the change in the environment was not fast, so even after analyzing the changed environment and deriving the talent needed for the company, it was possible to maintain a talent for the organization for a long time, so it is not proactive to build and apply talent. It became difficult to manage effectively. Therefore, in this paper, we conducted a normative study for deriving a desirable talent model rather than a descriptive human resource model. Human resources image suitable for the modern service economy era, the modern economic society and modern spirit were analyzed and reflected. The model in which the two opposing members of the organization, managers and employees, interact intensely and balance dialectically. A desirable talent in a modern organization must play the role of a manager, and the management and talent models in a modern organization can be said to be connected to each other like the front and back sides of a coin. The philosophy of human resources was presented in five dimensions: human, historical, social, economic, and management. The human resource model from eight factors: mastery, rationality, wisdom, customer orientation, innovation, flexibility, autonomy, collaboration. This study suggested that general talent model may vary depending on the company's type, empirical follow-up studies are needed the talents in each company in the future.

• Journal of Distribution Research
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• v.15 no.3
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• pp.1-34
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• 2010

Introduction The purpose of this research is to develop overall model which involves the effect of ongoing support services by franchisor on franchisee's relationship quality(trust, satisfaction, and commitment) and business performance(financial and non-financial performance), and to investigate the relationships among trust, satisfaction, commitment, financial and non-financial performance. This study also suggests franchise business or franchise system should be based on long-term orientation between franchisor and franchisee rather than short-term orientation, or transactional relationship, and proposes the most effective way of providing on-going support services by franchisor with franchisee thru symbiotic relationship among franchisor and franchisee Research Model and Hypothesis The research model as Figure 1 shows the variables on-going support services which affect the relationship quality between franchisor and franchisee such as trust, satisfaction, and commitment, and also analyze the effects of relationship quality on business performance including financial and non-financial performance We established 12 hypotheses to test as follows; Relationship between on-going support services and trust H1: On-going support services factors (product category & price, logistics service, promotion, information providing & problem solving capability, supervisor's support, and education & training support) have positive effect on franchisee's trust. Relationship between on-going support services and satisfaction H2: On-going support services factors (product category & price, logistics service, promotion, information providing & problem solving capability, supervisor's support, and education & training support) have positive effect on franchisee's satisfaction. Relationship between on-going support services and commitment H3: On-going support services factors (product category & price, logistics service, promotion, information providing & problem solving capability, supervisor's support, and education & training support) have positive effect on franchisee's commitment. Relationship among relationship quality: trust, satisfaction, and commitment H4: Franchisee's trust has positive effect on franchisee's satisfaction. H5: Franchisee's trust has positive effect on franchisee's commitment. H6: Franchisee's satisfaction has positive effect on franchisee's commitment. Relationship between relationship quality and business performance H7: Franchisee's trust has positive effect on franchisee's financial performance. H8: Franchisee's trust has positive effect on franchisee's non-financial performance. H9: Franchisee's satisfaction has positive effect on franchisee's financial performance. H10: Franchisee's satisfaction has positive effect on franchisee's non-financial performance. H11: Franchisee's commitment has positive effect on franchisee's financial performance. H12: Franchisee's commitment has positive effect on franchisee's non-financial performance. Method The on-going support services were defined as an organized system of continuous supporting services by franchisor for the purpose of satisfying the expectation of franchisee based on long-term orientation and classified into six constructs such as product category & price, logistics service, promotion, providing information & problem solving capability, supervisor's support, and education & training support. The six constructs were measured agreement using a 7-point Likert-type scale (1 = strongly disagree to 7 = strongly agree)as follows. The product category & price was measured by four items: menu variety, price of food material provided by franchisor, and support for developing new menu. The logistics service was measured by six items: distribution system of franchisor, return policy for provided food materials, timeliness, inventory control level of franchisor, accuracy of order, and flexibility of emergency order. The promotion was measured by five items: differentiated promotion activities, brand image of franchisor, promotion effect such as customer increase, long-term plan of promotion, and micro-marketing concept in promotion. The providing information & problem solving capability was measured by information providing of new products, information of competitors, information of cost reduction, and efforts for solving problems in franchisee's operations. The supervisor's support was measured by supervisor operations, frequency of visiting franchisee, support by data analysis, processing the suggestions by franchisee, diagnosis and solutions for the franchisee's operations, and support for increasing sales in franchisee. Finally, the of education & training support was measured by recipe training by specialist, service training for store people, systemized training program, and tax & human resources support services. Analysis and results The data were analyzed using Amos. Figure 2 and Table 1 present the result of the structural equation model. Implications The results of this research are as follows: Firstly, the factors of product category, information providing and problem solving capacity influence only franchisee's satisfaction and commitment. Secondly, logistic services and supervising factors influence only trust and satisfaction. Thirdly, continuing education and training factors influence only franchisee's trust and commitment. Fourthly, sales promotion factor influences all the relationship quality representing trust, satisfaction, and commitment. Fifthly, regarding relationship among relationship quality, trust positively influences satisfaction, however, does not directly influence commitment, but satisfaction positively affects commitment. Therefore, satisfaction plays a mediating role between trust and commitment. Sixthly, trust positively influence only financial performance, and satisfaction and commitment influence positively both financial and non-financial performance.

• Journal of Global Scholars of Marketing Science
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• v.17 no.3
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• pp.39-59
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• 2007

The international involvement of a firm has been described as a gradual development process "a process in which the enterprise gradually increases its international involvement in many studies. This process evolves in the interplay between the development of knowledge about foreign markets and operations on one hand and increasing commitment of resources to foreign markets on the other." On the basis of Uppsala internationalization model, many studies strengthen strong theoretical and empirical support. According to the predictions of the classic stages theory, the internationalization process of firms have been recognized and characterized gradual evolution to foreign markets, so called stage theory: indirect & direct export, strategic alliance and foreign direct investment. However, termed "international new ventures" (McDougall, Shane, and Oviatt 1994), "born globals" (Knight 1997; Knight and Cavusgil 1996; Madsen and Servais 1997), "instant internationals" (Preece, Miles, and Baetz 1999), or "global startups" (Oviatt and McDougall 1994) have been used and come into spotlight in internationalization study of technology intensity venture companies. Recent researches focused on venture company have suggested the phenomenons of 'born global' firms as a contradiction to the stages theory. Especially the article by Oviatt and McDougall threw the spotlight on international entrepreneurs, on international new ventures, and on their importance in the globalising world economy. Since venture companies have, by definition. lack of economies of scale, lack of resources (financial and knowledge), and aversion to risk taking, they have a difficulty in expanding their market to abroad and pursue internalization gradually and step by step. However many venture companies have pursued 'Born Global Strategy', which is different from process strategy, because corporate's environment has been rapidly changing to globalization. The existing studies investigate that (1) why the ventures enter into overseas market in those early stage, even in infancy, (2) what make the different international strategy among ventures and the born global strategy is better to the infant ventures. However, as for venture's performance(growth and profitability), the existing results do not correspond each other. They also, don't include marketing strategy (differentiation, low price, market breadth and market pioneer) that is important factors in studying of BGV's performance. In this paper I aim to delineate the appearance of international new ventures and the phenomenons of venture companies' internationalization strategy. In order to verify research problems, I develop a resource-based model and marketing strategies for analyzing the effects of the born global venture firms. In this paper, I suggested 3 research problems. First, do the korean venture companies take some advantages in the aspects of corporate's performances (growth, profitability and overall market performances) when they pursue internationalization from inception? Second, do the korean BGV have firm specific assets (foreign experiences, foreign orientation, organizational absorptive capacity)? Third, What are the marketing strategies of korean BGV and is it different from others? Under these problems, I test then (1) whether the BGV that a firm started its internationalization activity almost from inception, has more intangible resources(foreign experience of corporate members, foreign orientation, technological competences and absorptive capacity) than any other venture firms(Non_BGV) and (2) also whether the BGV's marketing strategies-differentiation, low price, market diversification and preemption strategy are different from Non_BGV. Above all, the main purpose of this research is that results achieved by BGV are indeed better than those obtained by Non_BGV firms with respect to firm's growth rate and efficiency. To do this research, I surveyed venture companies located in Seoul and Deajeon in Korea during November to December, 2005. I gather the data from 200 venture companies and then selected 84 samples, which have been founded during 1999${\sim}$2000. To compare BGV's characteristics with those of Non_BGV, I also had to classify BGV by export intensity over 50% among five or six aged venture firms. Many other researches tried to classify BGV and Non_BGV, but there were various criterion as many as researchers studied on this topic. Some of them use time gap, which is time difference of establishment and it's first internationalization experience and others use export intensity, ration of export sales amount divided by total sales amount. Although using a mixed criterion of prior research in my case, I do think this kinds of criterion is subjective and arbitrary rather than objective, so I do mention my research has some critical limitation in the classification of BGV and Non_BGV. The first purpose of research is the test of difference of performance between BGV and Non_BGV. As a result of t-test, the research show that there are statistically efficient difference not only in the growth rate (sales growth rate compared to competitors and 3 years averaged sales growth rate) but also in general market performance of BGV. But in case of profitability performance, the hypothesis that is BGV is more profit (return on investment(ROI) compared to competitors and 3 years averaged ROI) than Non-BGV was not supported. From these results, this paper concludes that BGV grows rapidly and gets a high market performance (in aspect of market share and customer loyalty) but there is no profitability difference between BGV and Non_BGV. The second result is that BGV have more absorptive capacity especially, knowledge competence, and entrepreneur's international experience than Non_BGV. And this paper also found BGV search for product differentiation, exemption strategy and market diversification strategy while Non_BGV search for low price strategy. These results have never been dealt with other existing studies. This research has some limitations. First limitation is concerned about the definition of BGV, as I mentioned above. Conceptually speaking, BGV is defined as company pursue internationalization from inception, but in empirical study, it's very difficult to classify between BGV and Non_BGV. I tried to classify on the basis of time difference and export intensity, this criterions are so subjective and arbitrary that the results are not robust if the criterion were changed. Second limitation is concerned about sample used in this research. I surveyed venture companies just located in Seoul and Daejeon and also use only 84 samples which more or less provoke sample bias problem and generalization of results. I think the more following studies that focus on ventures located in other region, the better to verify the results of this paper.

• Journal of Korean Ophthalmic Optics Society
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• v.17 no.4
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• pp.353-363
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• 2012

Purpose: To establish basic data for effective clinical practice program by investigating the clinical practice importance and needs for ophthalmic optics students and optical shop owners. Methods: 263 students and 100 optical shop owners who had experience in clinical practice were surveyed in importance and needs of clinical practice and analyzed the results. Results: In general importance for clinical practice, realized the optician's job aptitude $4.29{\pm}0.72$ was highest among students and understanding the work of optician $4.48{\pm}0.52$ was highest among shop owners. Importance of specific duty for clinical practice, communication strategy & customer service was highest in both students $4.46{\pm}0.70$ and shop owners $4.18{\pm}0.86$ each. Importance of time & optical shop for clinical practice, supportive guide and education by opticians & shop owner was highest in both students $4.53{\pm}0.66$ and shop owners $4.35{\pm}0.59$ each. Importance of school support for clinical practice, administrative support for optical shop and students was highest among students $4.10{\pm}0.78$ and orientation from the school before clinical practice $3.98{\pm}0.68$ was highest among shop owners. In general needs for clinical practice, expanding the clinical practice field $4.43{\pm}0.73$ was highest among students and needs of clinical practice in the curriculum $4.39{\pm}0.65$ was highest among shop owners. Needs of specific duty for clinical practice, spectacle fitting $4.40{\pm}0.71$ was highest among students and ophthalmic dispensing $4.12{\pm}0.83$ was highest among shop owners. Conclusions: For effective clinical practice, clinical practice program should be develop which is reflecting the importance and needs of students and optical shop and also cooperation and interest of school and optical shop are required.