• Journal of Venture Innovation
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• v.2 no.1
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• pp.33-55
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• 2019

Recently, the perception of Corporate Social Responsibility (CSR) has changed. Until now, corporate social responsibility has been recognized as a temporary means to improve the image of a company, but there is a growing recognition that it is a prerequisite for sustainable growth of the entity. Social responsibility of enterprises has altered according to the times and economic environment, and as the global value chain has become important, it has become a growth strategy for small and medium-sized exporters. Under these circumstances, CSR is increasingly an integral part of the activities of companies, and this is no exception for small and medium-sized enterprises. Nevertheless, Korean small businesses' CSR is still lacking, and so the case of Japan, where CSR has spread to small and medium-sized businesses despite the short period of time, is believed to give us policy implications. In the Japanese case, corporate social responsibility has been traditionally passed down by Omi merchants in the 17th century. The social responsibility of a company they thought was summed up by the so-called "sanspo-yoshi spirit" that is beneficial to sellers, benefits to buyers and helps society. Based on the case of Japan's CSR, which has been applied smoothly even to its small and medium-sized companies, this paper intends to suggest the following policy implications. First, the establishment and dissemination of a national long-term plan is necessary. Second, it is urgent for smaller businesses to introduce their strategic CSRs. Third, CSR, which does mutual cooperation between large and small businesses, should be pursued.

• Journal of Venture Innovation
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• v.1 no.1
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• pp.67-82
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• 2018

Lately, recognition of Corporate Social Responsibility (CSR) has been changing. CSR turned out to be a powerful tool which a company incorporates to improve its image. Nowadays, it is no longer an option, but a shared sense which is a source of corporate growth and competitiveness. CSR has changed with times and the economic environment, especially as the global value chain (GVC) came to be more vital, it became accepted as an effective means of growth strategy for small and medium exporters. For SMEs exporters, participating in GVC requires that they meet international standards for CSR demanded by global enterprises. Reflecting this trend, exporters should strive to achieve both goals of social responsibility fulfillment and efficient growth through CSR activities. As one of the key measures for a sustainable growth of an organization, the following are the policy implications. First, it is necessary to establish a national organization dedicated to CSR for small businesses. The central government should establish an organization which is exclusively responsible for CSR of SMEs and oversee the task of CSR of small businesses. Second, the development and verification of the CSV evaluation model should be promoted. The international trend of CSR should be promptly spread out to individual firms and supported to maximize economic effects through consultancy. Third, it should be linked to global advancement. CSR reports by small and mid-size businesses will have to be written to ensure that they have a real effect on the global value chain.

• Journal of Distribution Science
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• v.10 no.11
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• pp.55-60
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• 2012

Purpose - This study aims to suggest policy directions for small retail markets in Korea by statistical analysis, which would help small retailers who are facing various difficulties. Research design, data, methodology - This study diagnoses the problems faced by small retail industries in Korea based on government statistics. In addition, this study identifies three areas for successful collaboration between the SSMs and traditional markets-information distribution, products, and fair trade. Results - This study makes three recommendations-information distribution, products, and fair trade. This includes activation of the existing mutual collaboration efforts, channels, CSR report writing and publicity, ethical management cooperation seminars, contract systems of no return, establishment of staff outsourcing standards, and support for suppliers' organizations. Conclusions - Our suggestions for a collaborative system (based on the three suggestions) show that collaboration rather than confrontation between large and small markets can lead to a sales increase of 2,258.2 billion Won, which is equivalent to the sales loss in 11 traditional markets in one year in Busan.