• Restorative Dentistry and Endodontics
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• v.33 no.5
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• pp.419-427
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• 2008

This study analyzed the influence of dental adhesive/primer on the bond strength between indirect resin composite and the resin cement. Seventy disc specimens of indirect resin composite (Tescera Dentin, Bisco) were fabricated. And bonding area of all specimens were sandblasted and silane treated for one minute. The resin cements were used with or without application of adhesive/primer to bonding area of indirect resin restoration, Variolink-II (Ivoclar-Vivadent) : Exite DSC, Panavia-F (Kuraray) : ED-Primer, RelyX Unicorn (3M ESPE) Single- Bond, Duolink (Risco) : One-step, Mulitlink (Ivoclar-Vivadent) : Multilinh Primer. Shear bond strength was measured by Instron universal testing machine. Adhesive application improved shear bond strength (p<0.05) But Variolink II and Panavia-F showed no statistically significant difference according to the adhesive application. With the above results, when resin inlay is luted by resin cement it seems that application of dental adhesive/primer is necessary in order to improve the bond strength.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.5
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• pp.29-43
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• 2016

The Lean Startup, a methodology for minimizing failure rate of startups, has been receiving attention since its publication in 2011. Although it has been receiving enormous attention as an effective methodology of startups' growth and the emergence of unicorn companies, it is undeniable that the theoretical research and cases on this topic have not been fully accumulated in Korea. Progress of management theory has been made when combining the theory and case studies. In this paper, we thus excavated the 'Cardoc' case, which has applied the lean startup concept to the entire process of service and customer development from the inception of its product design. The following are the findings of the case. First, for the successful application of lean startup, it is essential that all team members to understand the lean startup concept and are willing to apply it thoroughly to the business management. Second, the prompt launching of MVP(Minimum Viable Product) is more important than table discussion. Third, it is crucial to select the appropriate key metrics and analytic tools for effective learning. Fourth, startup must scale up promptly as soon as it verifies the product-market fit through the BML(Build-Measure-Learn) iteration cycle. Fifth, all new business expansion should be lean. Cardoc is currently testing new MVPs in order to move onto the next scale-up process with huge investments in newly added segments. This study is meaningful in that it elaborates the representative case of a Korean startup that has applied the lean startup strategy under the circumstance of insufficient discussion of Korean startup cases in comparison with growing attention both in concept development and case accumulation abroad. We hope that this paper can be a stepping stone for future relevant research on the implementation of lean startup methodology in Korea.

• Journal of Venture Innovation
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• v.1 no.1
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• pp.1-14
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• 2018

The 4th Industrial Revolution is making a big change for our company like the tsunami. The CPS system, which is represented by the digital age, is based on the data accumulated in the physical domain and is making business that was not imagined in the past through digital technology. As a result, the business model of the 4th Industrial Revolution era is different from the previous one. In this study, we analyze the trends and the issues of business innovation theory research. Then, the business innovation model of the digital age was compared with the previous period. Based on this, we have searched for a business model suitable for the 4th Industrial Revolution era. The existing business models have many difficulties to explain the model of the digital era. Even though more empirical research should be supported, Michael Porter's diamond model is most suitable for four cases of business models by applying them. Type A sharing outcome with customer is a model that pay differently according to the basis of customer performance. Type B Value Chain Digitalization model provides products and services to customers with faster and lower cost by digitalizing products, services and SCM. Type C Digital Platform is the model that brings the biggest ripple effect. It is a model that can secure profitability by creating new market by creating the sharing economy based on digital platform. Finally, Type D Sharing Resources is a model for building a competitive advantage model by collaborating with partners in related industries. This is the most effective way to complement each other's core competencies and their core competencies. Even though numerous Unicorn companies have differentiated digital competitiveness with many digital technologies in their respective industries in the 4th Industrial Revolution era, there is a limit to the number of pieces to be listed. In future research, it is necessary to identify the business model of the digital age through more specific empirical analysis. In addition, since digital business models may be different in each industry, it is also necessary to conduct comparative analysis between industries

• KOREAN JOURNAL OF PACKAGING SCIENCE & TECHNOLOGY
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• v.19 no.1
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• pp.17-27
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• 2013

The effects of chlorine dioxide gas ($ClO_2$) treatments between high-concentration-short-time and low-concentration-long-time on maintaining the quality of cherry tomatoes (Lycopersicon esculentum Mill. cv 'unicorn') were investigated. Tomatoes were treated with 5 ppm for 10 min and 10 ppm for 3 min as high-concentration-short-time $ClO_2$ gas treatment conditions and 1 ppm for once a day interval in terms of low-concentration-long-time $ClO_2$ gas treatment condition, respectively. After $ClO_2$ gas treatments, tomatoes were storage at 5 and $23^{\circ}C$ for 7 days. Weight loss, changes in tomato color, firmness, soluble solids content, pH, growth of total microorganism, and decay rate were evaluated. On day 7, tomatoes treated with chlorine dioxide gas showed low values of respiratory rate, total microbial growth, and decay rate compared to those of tomato without chlorine dioxide gas treatment. Additionally, tomatoes treated the chlorine dioxide were kept the values of firmness and soluble solids content during storage. However, chlorine dioxide gas treatment on tomatoes had no direct effect on weight loss, pH, and color. Results showed that both $ClO_2$ concentration and treatment time played the important roles for keeping the quality of tomatoes during storage. Tomatoes with chlorine dioxide gas treatment of low-concentration-long-time had more effective values of firmness, the total microbial growth, and decay rate than those with two chlorine dioxide gas treatments of high-concentration-short-time. Results suggest the potential use of chlorine dioxide gas treatment of low-concentration-long-time as an highly effective method for keeping the freshness of cherry tomato.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.4
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• pp.25-58
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• 2021

This study investigated the corporate growth with more emphasis on longitudinal characteristics, not the results of companies with relatively more emphasis on cross-sectional, in the 21st-century entrepreneurial context. As of the end of 2019, sampled 479 global unicorn companies, and 333 high-growth companies with revenue of more than $100 million among 5,000 private companies in the U.S. with a compound annual growth rate (CAGR) exceeding 15% for the past three years. They were examined with 3 perspectives in terms of corporate growth that 1) the growth of enterprise value, 2) the pace of growth, and 3) the effectiveness of growth. As a result of our study, the corporate growth of the perspective of creating enterprise value had a relatively higher relationship with the characteristics of industries and markets. The pace of growth was more fully explained by the characteristics of the industry and the market environment and the choice of strategies that make up a valid combination. In addition, growth in terms of the effectiveness of corporate performance was influenced by the choice of strategy, the characteristics of the industry and market environment, and its business age, the proxy variable of resource accumulation, comprehensively. This study through a sample based on companies with an enterprise value of more than $1 billion and annual revenue of more than $100 million can be a valid reference in terms of creating milestones and roadmaps for scale-up of early-stage startups, particularly in terms of practitioners' point of view. It also provides a critical reference for overcoming the limitations of mainstream theories of the 20th century and developing the theory of corporate growth that fits the 21st-century entrepreneurial context.