• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.2
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• pp.31-46
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• 2019

As the importance of venture firms has increased as a new growth engine, the South Korea government makes various efforts to establish healthy ecosystems for ventures and start-ups. Especially in order to foster the competitiveness of venture firms, various support policies such as financial and R&D expenses are being expanded and promoted. In this study, the author analyzed the impact of government funding on venture firms' internal competencies and management performance by using the resource-based theory. Moreover, this study tested the moderation effect of firm's growth stages. Unlike previous studies, this study focused on qualitative rather than quantitative aspects of internal competencies and the financial and non-financial performance are used to measure the management performance of the ventures to examine the effects of government funding for venture firms in more details. For the purpose of verifying the hypothesis of this research, "The Research On The Precision Status Of Venture Firms" in 2017 from the Ministry of Small and Medium Business was utilized, which has been compiled since 1999. According to the results of this study, the government funding experience did not significantly affect the company's internal competencies and financial performance, but had a significant impact on the non-financial performance, which in turn seemed to have a significant effect on the financial performance. In addition, it was found that the technology, price, design, and quality competencies affected non-financial performance, while the organizational management and marketing competencies did not. However, the price, design, organizational management, and marketing competencies affected financial performance, while the technology competency was not. Finally, there were no differences in the effectiveness of government funding, depending on the growth stages.

• Journal of Venture Innovation
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• v.6 no.3
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• pp.1-20
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• 2023

This study conducted an empirical analysis of whether the accelerator incubation program (mentoring, seed investment) and entrepreneur self-efficacy affect competitive advantage performance for start-up representatives who have experienced the accelerator incubation program. At this time, the mediating effect of innovation capability was also examined. As for sample collection, 334 samples collected from representatives of start-ups nurtured by national accelerators and regional centers for creative economy and innovation in Korea were tested using the Smart PLS 4.0 program, and the analysis results are as follows. First, mentoring has no significant effect on competitive advantage performance, whereas seed investment and entrepreneur self-efficacy have a positive (+) effect on competitive advantage performance. Second, mentoring, seed investment, and entrepreneurial self-efficacy have a positive (+) effect on innovation capability. Third, innovation capability has a positive (+) effect on competitive advantage performance. And fourth, it was confirmed that innovation competency has a positive (+) effect between mentoring, seed investment, entrepreneurship self-efficacy and competitive advantage, and has a mediating effect. As a result, while mentoring did not have a direct significant effect on competitive advantage performance, it was confirmed that there was a significant effect mediated by innovation capability. Seed investment, entrepreneur self-efficacy, and innovation capability directly helped competitive advantage performance, and it was confirmed that innovation capability has an effect on the competitive advantage performance as a mediating effect. It is expected that this study will be able to suggest a direction that can help start-ups improve their competitive advantage performance.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.5
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• pp.1-13
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• 2015

The purpose of this research is to do exploratory analysis on the relationships between demographic characteristics of entrepreneurial candidates and their developmental level of entrepreneurial traits as well as the choice of business field. We analyzed gender, age, and educational level of the entrepreneurial candidates and their developmental level of entrepreneurial traits such as achievement tendencies, degree of awareness, planning skills, sincerity, interpersonal relationship, and problem-solving skills. Industry fields were classified into 4 types: restaurants, retail, services, internet business. Descriptive statistical analyses, logistic regressions, and variance analyses were performed about the sample data gathered from 1,441 persons since the year 2002 to 2014. Males and highly educated above university preferred service industry than restaurant, retail, and internet business. Females preferred internet business, retail, and restaurants than service industry field. The young persons under 20 showed higher probability to choose internet business. The college level and high school graduates preferred retail and restaurants than service industry. The developmental level of entrepreneurial traits were higher in male and highly educated. By this study, we could find the divide between groups with high and low probabilities of failure: restaurants and retail field showed higher failure probability than service industry in the business fields of self-employed. Furthermore, we could identify that entrepreneurial traits also had been developed differently depending on the groups. It is necessary to refrain from entering into the fields with high failure probabilities as well as to provide supporting policies to build the systems and environment to reduce the cases to begin new business without special knowledges and know-hows. The competency development training should be provided in the early stage of start-ups considering their entrepreneurial traits and aptitudes. Not only the assessment of the entrepreneurial traits but also professional counseling from initial stage are necessary.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.4
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• pp.87-100
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• 2022

Early start-up companies have an inherent limitation of lack of resources. Despite these limitations, in order to survive, the entrepreneur's personal ability to efficiently use limited resources is required. In the marketing field, various studies are needed to reduce the business failure rate through establishing growth strategies and innovation. Accordingly, it is necessary to apply the concept of entrepreneurial marketing, which has been researched and developed overseas for 30 years, to fit the domestic reality. According to the flow of this study, an empirical study should be preceded to clarify the influence relationship between entrepreneurial marketing orientation, marketing competency, and management performance, along with a theoretical theorem on entrepreneurial marketing that is suitable for early start-ups and small and medium-sized enterprises(SMEs) and can respond innovatively to changes. The establishment of entrepreneurial marketing orientation and the processes from which this concept leads to business performance through the organization's marketing capabilities and its effects will be empirically verified. For an empirical survey, a survey was conducted on founders of 220 companies, and path analysis using structural equations was used for hypothesis verification. The findings are as follows. First, it was found that the entrepreneurial marketing orientation had a positive effect on both the organization's marketing capabilities and management performance. Second, it was found that the organization's marketing capabilities also had a positive effect on management performance. Third, as a result of empirical analysis of the mediating effect of the organization's marketing capabilities on the relationship between entrepreneurial marketing orientation and management performance, it was found that marketing capabilities showed a greater mediating effect on non-financial performance than financial performance. On the other hand, it was confirmed that marketing performance had a stronger mediating effect on financial performance than non-financial performance. By confirming and presenting the concept and constituent factors of entrepreneurial marketing orientation of domestic start-ups, which were academic gaps for the purpose of this paper, the academic research is differentiated in that they were verified as six components of entrepreneurial marketing. The practical implications of the research results will be that the entrepreneurial marketing-oriented mindset of small and medium-sized companies will optimize market analysis capabilities, network with various stakeholders, and increase the organization's ability to demonstrate marketing capabilities.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.19 no.2
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• pp.141-157
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• 2024

This study analyzes the effect of enterepreneurial competencies on start-up performance through network activities for young entrepreneurs. Enterepreneurial competencies are composed of opportunity recognition competencies, marketing competencies, technical competencies, and creative competencies. A total of 354 questionnaires collected from young entrepreneurs residing in the country were used for empirical analysis. SPSS v28.0 and PROCESS macro v4.3 were analyzed based on the research model of a single-parameter single-mediated model. As a result of the analysis, first, it was found that among the enterepreneurial competencies, opportunity recognition competencies, marketing competencies, technical competencies, and creative competencies have a positive (+) significant effect on network activities. Among them, it was found that marketing competence has the greatest effect on network activities and technical competence has the least effect. Second, network activities were found to have a significant effect on start-up performance in a positive (+) direction. Third, among enterepreneurial competencies, opportunity recognition competence, marketing competence, technical competence, and creative competence were found to have a positive (+) effect on start-up performance. Among them, it was found that creative competence had the greatest effect and technical competence had the smallest effect. Fourth, network activities were found to mediate between enterepreneurial competencies and start-up performance. As for the relative effect size of the indirect effects of independent variables, it was found that marketing competence had the greatest effect on start-up performance and technology competence had the smallest effect. The academic implications of this study include investigating the significance and relationship of various variables, providing verification of theoretical frameworks related to entrepreneurship, identifying the main drivers of start-up success, and suggesting the importance of the network between enterepreneurial competencies and start-up performance. In addition, the practical implications of this study suggest the importance of marketing competencies for networking, and suggest differentiation of competencies. It emphasizes the strategic role of creative competence and provides guidance to policymakers for supporting start-ups on customized policies for fostering valuable start-ups.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.5
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• pp.25-42
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• 2019

The purpose of this study is to analyze the effect of internal competence of small business on the competitive advantage and start-up intention. Through this, which key competence of small business can be proposed for market growth against of large companies that have a great capital power. Also, implications for development direction can be suggested. For this purpose, technology capability, financing capability, marketing capability, and product/service differentiation capability factors were set as independent variables, as well as competitive advantage as a mediating factor, and startup intention to be franchiser as a dependent variable. For the analysis, a structured questionnaires survey was conducted to 276 domestic small business in capital area. The main results are as follows. First, in relation to the internal competency and the competitive advantage of small businesses, it was found that technological capabilities, financing capabilities and product (service) differentiation have a positive effect on competitive advantage. Second, the relationship between the internal capacity of a small entity and startup intention to commercialize a franchiser business indicates that its financing capacity and marketing capabilities have a positive effect on startup intention to commercialize the business, and that competitive advantage has a significant effect on startup intention to commercialize the franchise. Third, competitive advantage was found to mediate the relationship between internal competency and startup intention. Finally, it was shown that the internal capacity of a small business has a regulating effect in relation to its financing capacity, marketing capabilities and startup intention to commercialize the franchise, and that it also had a regulating effect in relation to its relationship with its competitive advantage and franchise suitability. Based on the above results, if small business can take competitive advantage in the market, they also consider startup intention to commercialize a franchiser, in addition, it is expected that one suggestion can be made from an internal capacity perspective required more emphasis on operations and management as an alternative to expanding small businesses' business, including market access measures that can be linked to internal capacity factors of small businesses.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.5
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• pp.241-253
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• 2023

In the current rapidly changing environment, each country continues to make efforts to create jobs and strengthen technological competitiveness. In particular, support and revitalization policies for venture companies and start-ups are known to play a role in increasing national competitiveness. Companies should make appropriate replacements amid growing uncertainties in the environment in which business life is shortened and customer needs are diversified due to intensifying competition. First of all, it is important for companies to make efforts to strengthen their internal capabilities on their own. However, venture companies lack internal resources and capabilities, so support from the external environment is important enough to lead to the survival of the company(Timmons, 1994). Financial support and certification systems are being operated at the national level to strengthen the competitiveness of companies. However, financial support can lower a company's self-sustainability depending on the situation, so non-financial support such as R&D support and start-up education is considered to be helpful in the long term for venture growth(Aghion et al., 2012; Jeon & Ko, 2021). Non-financial support is divided into commercialization, facilities, space, childcare, manpower, and certification systems, and this study confirmed the benefits of the venture company confirmation system, which is a certification system. To this end, the 2021 venture company precision survey data and venture company sales data were used, and analyzed using the SPSS 26.0 package and SPSS PROCESS MACRO. As a result of the analysis, it was confirmed that the level of the management environment of venture companies has a positive effect on the benefits of the venture confirmation system or increasing the level of venture company capabilities, but it is difficult to lead to actual management performance. In addition, it was confirmed that the level of venture company competency mediates the relationship between the level of the venture company's business environment and management performance. As a result, even if the level of the venture company's business environment is positive or venture-friendly, it can be said that companies with internal capabilities to digest support from the external environment increase management performance.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.4
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• pp.193-216
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• 2020

Due to the recent mid- to long-term slump and falling growth rates in the global economy, interest in organizational structures that create new products or services as a new alternative to survive and develop in an opaque environment both internally and externally, and enhance organizational sustainability through changes in production methods and business innovation is increasing day by day. In this atmosphere, we agree that the growth of small and medium-sized venture companies has a significant impact on the national economy, and various efforts are being made to enhance the technological innovation capabilities of the members so that these small and medium-sized venture companies can enhance and sustain their performance. The purpose of this study is also to investigate how the technological innovation capabilities of small and medium-sized venture companies correlate with the performance of knowledge management and to analyze the role of network capabilities to organize the strategic activities of enterprise to obtain the resources and organizational capabilities to be used for value creation from external networks. In other words, research was conducted on the impact of technological innovation capabilities of small and medium venture companies on knowledge management performance by using network capabilities as parameters. Therefore, in this study, we would like to verify the hypothesis that innovation capabilities will have a positive impact on knowledge management performance by using network capabilities of small and medium venture companies. Economic activities based on technological innovation capabilities should respond quickly to new changes in an environment where uncertainty has increased, and lead to macro-economic growth and development as well as overcoming long-term economic downturns so that they can become the nation's new growth engine as well as sustainable growth and survival of the organization. In addition, this study was conducted by setting the most important knowledge management performance within the organization as a dependent variable. As a result, R&D and learning capabilities among technological innovation capabilities have no impact on financial performance. In contrast, it was shown that corporate innovation activities have a positive impact on both financial and non-financial performance. The fact that non-financial factors such as quality and productivity improvement are identified in the management of small and medium-sized venture companies utilizing their technological innovation capabilities is contrary to a number of studies by those corporate innovation activities affect financial performance during prior research. The reason for this result is that research companies have been out of start-up companies for more than seven years, but sales are less than 10 billion won, and unlike start-up companies, R&D and learning capabilities have more positive effects on intangible non-financial performance than financial performance. Corporate innovation activities have been shown to have a positive (+) impact on both financial and non-financial performance, while R&D and learning capabilities have a positive (+) impact on financial performance by parameters of network capability. Corporate innovation activities have been shown to have no impact on both financial and non-financial performance, and R&D and learning capabilities have no impact on non-financial performance. It could be seen that the parameter effects of network competency are limited to when R&D and learning competencies are derived from quantitative financial performance. It could be seen that the parameter effects of network competency are limited to when R&D and learning competencies are derived from quantitative financial performance.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.4
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• pp.177-191
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• 2013

6th Industry reduced agricultural income and rural areas, the economic downturn is going to be activated is attracting attention as an alternative. 6th industry means that the integrated or linked, the manufacture and processing of secondary industry based on primary industry, the distribution and service of tertiary industry. Park Geun-hye government to realize the creative economy in agriculture as an alternative to specifically evaluate the 6th industries and suggests various policy alternatives. In addition, to support the development of models and analysis of best practices, including sleep studies are in progress. However, the 6th Industry management body for performing management level, technical level, the leader in comprehensive evaluation of competencies and indicators on the development of an evaluation study is insufficient. In this regard, the present study performed 6th industry management body for the management level, technical level, the leader competency evaluation indicators to develop a comprehensive evaluation by utilizing AHP method was developed indicators. The results achieved in Korea As different countries and the FTA as cheap agricultural imports increased 6th industry revenues associated with the management body is very likely to be worse. The endless competition to survive in the most important of the strategy for each individual project management body to operate on their own, rather than to strengthen internal capacity by strengthening linkages with other industries, products, and services that promote the sale will be. This also is that you need to improve revenue management body. Thus, all 6th industry management body at the location of their efforts to gain the trust of consumers will require, moreover, for each management body to build cooperation between the various measures will be sought. In addition to the smart era rapidly changing needs of customers, depending on the life cycle of products and services are getting faster and the new consumer is getting more and more tend to find new products. Thus, customers and management body 6th industry changes quickly and accurately predict market trends, and also to market new products and services that further efforts would be needed.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.1
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• pp.167-184
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• 2020

This study analyzed the effects of information orientation and technology commercialization ability on technological performance of corporate workers. Information Orientation consisted of information technology capability, information management ability, information behavior and value, and technology commercialization capability consisted of productization capability, production capability, and marketing capability as sub-variables, and technology accumulation capacity was used as a coordinating variable. An empirical analysis was performed on 349 online and offline questionnaires collected from corporate employees. Analysis results using SPSS v22.0 and Process macro v3.4 First, information orientation and technical performance were found to have a significant effect.In addition, information orientation had a significant effect on technology commercialization capability. The magnitude of the influence on the productive capacity and the productive capacity in the variable of competency was in the order of information technology ability, information management ability, information behavior and value, but the influence on marketing capability was different from the previous results. Information management ability and information technology ability were in order. Second, the product commercialization capability, production capability, and marketing ability of technology commercialization ability had a significant effect on technology performance independently of information orientation. Third, the information technology ability and information management ability had a significant influence on the technical performance, but the indirect effect through the commercialization ability and marketing ability in information behavior and value was significant, the indirect effect of transit was not significant. Fourth, only the interaction terms of production capacity and technology accumulation capacity were significant among the sub-variables of technology commercialization capacity, and technology accumulation capacity, commercialization capacity, and marketing ability were not significant. Therefore, the relationship between productive capacity and technological performance can be interpreted as lower in firms with high technology accumulating ability than in lower firms, subsequent studies will require the introduction of other independent variables, models through the introduction of parameters and control variables.