• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.7 no.4
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• pp.21-32
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• 2012

The current beauty service of Korea is upgrading its outside appearance from traditional small-shop image and its speed of change and competition are more severe than ever before. The top priority trait of beauty management is based on man-power resource, and personnel-management is the most important thing that more than anything else. Compared with other arenas of business, personnel management plays a key role in beauty industry. As a result, this research begins with the issue of personnel management. In addition, I will show that the management leadership of beauty service affects organization civil actions and changing jobs in the beauty industry employees, and the leadership can lower changing job rate to some extent. The role and duty of business manager is very significant because the dependence of man-power resource is magnificent in beauty service. In spite of rapid changing of economic surroundings, the management of beauty service is still working without any detail plans. It is no exaggeration to say that the most of beauty service managers are lack of leadership conception. Although the demands of customers are changing everyday, the frequent changing of jobs among talented employees drops customers credibility and high-quality service. From a management viewpoint, re-training cost of employees leads to economic loss and the company suffers from financial problems. As a result, it creates vicious circle in the beauty industry. Today, the management atmosphere in the beauty service is hard to get its right track because of the cutthroat competitions of beauty industry and difficulties of hiring promising employees. It has been said that "Nothing ventured, Nothing gained" Above all, the beauty service requires job speciality and it produces economic profits. Therefore, the managers desperately need to change the way they regard those with job changers. In this research shows the principal index of the leadership type of beauty business managers how much affects its employees' long-term working condition. The new concept of leadership, such as alternative suggestions, setting goals, and organization civil action will reorganize the stereo-type frame. I will also investigate the factors of job changing and intention of the beauty service employees for the development option of the beauty industry.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.7 no.4
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• pp.113-122
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• 2012

A success of opening a business should be supported with complete preparations and implementation. While there have been various educational programs for opening a business to support its success, there have not been a lot of studies on the relationships between educational programs and operational performance in small businesses, due to the difficulties of empirical survey. In this point, this study attempts to understand the relationships between preparation of opening a business and operational performance, while dividing samples into two groups (1. a group completing educational programs for opening a business, 2. a group non-completing). For the perspectives of the preparation of opening a business, various success factors have been suggested through various studies, but the perspectives and approaches of balanced business operation have been required. Therefore, using BSC, it developed a framework with the four perspectives of preparation for opening a business, and empirically reviewed the relationships between the four perspectives and operational performances in small businesses. It conducted a survey on the total 252 samples, whose business periods are less than 5 years. As the results, the preparations of financial and customer/marketing perspectives have significant relationships between operational performances in total samples, preparations of financial, customer/marketing, and growth-strategies perspectives in the educational program completing group and only preparation of financial perspectives in the non-completing group have significant relationship with operational performances. The differences between the two groups may imply that educational programs for opening a business may be helpful for preparation of opening a business and have some possibility of direct and indirect effects for the success of opening a business. Also, the developed BSC based-preparation framework for opening a business is meaningful for the view of balanced business operations, and can contribute to develop the educational programs for opening a business.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.7 no.4
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• pp.101-112
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• 2012

Business consulting which aims at advising overall management, comparative advantage in competitive environment, administration and so forth is deemed to be significant so that a credit union may flexibly respond to rapid and complicated financial environment. Accordingly, business consulting has been initiated and implemented in credit union since 2002, which seemingly leads to positive outcome to enhance its competitiveness. However, very few research exists which analyze the credit union's competitiveness and business performance after the business consulting. Thus, the research intends to verify how consulting influences on management performance by its various factors. With the above studies in mind, hypothesis is formed that the characteristics of a consulting comsumer and the characteristics of supplier will give a meaningful impact on management performance. The test shows the result as followings: Firstly, a primary credit union's trust and NACUFOK's expertise demonstrate that they are closely relevant to financial and non financial management performance. Secondly, support and willingness to apply states that they influences on non financial performance, while no direct impact is found to financial performance. Thirdly, NACUFOK's capability is rarely interrelated to financial and non financial performance. The present study implies that the credit union as a consulting beneficiary should participate in the consulting, accept the result, and make effort to solve the management problems. In addition, NACUFOK as a consulting supplier should initiate the organization in exclusive charge, perform the professional group, and foster the professional consultant for the development of consulting method, the improvement of consulting process, and the specialization of consultant including the enhancement of core competencies. When these perspectives are sufficient, it will be connected to the management outcomes, further, it will be boosted up the competitiveness of the Credit Union. Hopefully the present study helps to motivate the consulting of primary credit union, boost up the effectiveness of consulting, further, providing the perspective on consulting the credit union. And these may result in the indication of consulting development direction and the competitiveness of Credit Union.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.7 no.3
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• pp.45-53
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• 2012

This study is about the impact of a technology-based start-ups' patent-related activities on early stage company performance. Technology-based start-ups are closely related to the intellectual property rights, particularly patents that they aim the pursuit of new products or production methods and pioneer the introduction of market based on innovative technology, and that is a key role in such companies established and operating, hence the research of patent-related activities in technology-based start-ups has important implications. In most previous studies, the impact of the company's patent related activities on the performance of corporate management is determined by using quantitative patent indicators. Therefore, through this study, causal relationships leading to business performance through the development of new products, which includes technology performance and product performance, and the patent-related activities including the company's patented technology support activities, creating the right activities, infringement response activities, base activities validated as follows. First, the patent-related activities have a positive impact on technological and products achievements. In other words, the various activities involved in the acquisition and utilization of the patent have a positive impact on the performance of company's new product development, particularly developing new technologies or patent acquisition rate. Second, the technology have a positive impact on the performance of the products, not on the business performance. However, the empirical results shows that it has indirectly impacts on business performance through the product performance. Third, product performance have a positive impact on business performance. In conclusion, patent-related activities affects the performance of the company's management, and the maintenance of the company's business performance depends on the developing and selling product based on the customers needs, besides the technology performance such as the patents and the development of technology.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.3
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• pp.61-102
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• 2007

This study empirically analyzed how human resource management(HRM) practices affect the performance of venture firms using The results of the study are as follows: First of all, several HRM practices were found to affect organizational performance significantly. Specifically, ${(1)}$ recruitment and selection practices were negatively related to turnover, which seemed to mean that effective staffing including development of good recruitment pools and rigorous selection process lower turnover, and ${(2)}$ training and development, compensation, and labor-management relations were positively related to subjective performance of the firms, which implied that as the venture firms provide more opportunities of training and development to employees, provide compensation on the basis of performance, and develop cooperative labor-management relations, the subjective performance of the venture firms Increases. Secondly, negative interaction effects were found to exist between competitive strategies and HRM practices on organizational performance. Specifically, ${(1)}$ the interaction between differentiation strategy and compensation were significantly related to turnover, ${(2)}$ HRM planning and training and development interacted with differentiation strategy to significantly affect subjective organizational performance, and ${(3)}$ HRM planning, selection, training and development, compensation and communication practices interacted with technology innovation strategy to affect subjective organizational performance. So far, there have not been many studies which deal with HRM practices of venture firms in Korea. Thus, it is hoped that this study stimulate more research efforts on theory development and empirical studies on HRM practices of venture firms. Also, it is hoped that government conduct more policy studies and provide more resources in HRM area of the venture firms. Specifically, it is suggested that government take proactive steps to improve industrial skilled staff and technical researcher systems in order to alleviate the problems of workforce shortages in venture firms. And it IS also suggested that regional human resource development programs be introduced with the participation of the firms, local governments, and universities.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.4
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• pp.71-102
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• 2007

There were many comprehensive analyses conducted within the existing research activities wherein factors affecting technology progress including investment in R&D vis-${\Box}$-vis their influences act as the determinants of TFP. Note, however, that there were few comprehensive analysis in the industrial research performed regarding the impact of the economy of scale as it affects TFP; most of these research studies dealt with the analysis of the non -parametric Malmquist productivity index or used the stochastic frontier production function models. No comprehensive analysis on the impacts of individual independent variables affecting TFP was performed. Therefore, this study obtained the TFP increase rate of each industry by analyzing the factors of the existing growth accounting equation and comprehensively analyzed the TFP determinants by constructing a comprehensive analysis model considering the investment in R&D and economy of scale (smallness by industry) as the influencers of TFP by industry. First, for the TFP increase rate of the 15 industries as a whole, the annual average increase rate for 1993${\sim}$ 1997 was approximately 3.8% only; during 1999${\sim}$ 2000 following the foreign exchange crisis, however, the annual increase rate rose to approximately 7.8%. By industry, the annual average increase rate of TFP between 1993 and 2000 stood at 11.6%, the highest in the electrical and electronic equipment manufacturing business and IT manufacturing sector. In contrast, a -0.4% increase rate was recorded in the furniture and other product manufacturing sectors. In the case of the service industry, the TFP increase rate was 7.3% in the transportation, warehousing, and communication sectors. This is much higher than the 2.9% posted in the electricity, water, and gas sectors and -3.7% recorded in the wholesale, food, and hotel businesses. The results of the comprehensive analysis conducted on the determinants of TFP showed that the correlations between R&D and TFP in general were positive (+) correlations whose significance has yet to be validated; in the model where the self-employed and unpaid family workers were used as proxy variables indicating the smallness of industry out of the total number of workers, however, significant negative (-) correlations were noted. On the other hand, the estimation factors of variables surrogating the smallness of scale in each industry showed that a consistently high "smallness of scale" in an industry means a decrease in the increase rate of TFP in the same industry.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.3
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• pp.33-60
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• 2007

This study alms to analyze the entrepreneur characteristics of founder on enterprise performance from the strategic viewpoint as well as features of founder of small firms such as background feature of founder, psychological features and management skill. As considered by Background features of founder include educational background of founder, his experience in business creation, consultation or course related to business creation. This study verified the effects of factor which business performance (financial, non financial) on small firms. Also, this study considered psychological features of founder include achievement desire, risk-free propensity, level of patience on vagueness and control position. And it analyzed that between such factors and performance of small firms were examined in related. In the mean time, management ability of founder, entrepreneur ability, technical and function ability were considered for management skill of founder and alalyzed effect of the factors on performance of small firm were examined. Effects of strategic intention of founder of small firm were analyzed by the strategic viewpoint. At this time, strategy of small firm was divided into product-service reform differentiation strategy, marketing differentiation strategy and cost leadership strategy. This study distributed questionnaire on CEO of small firms in Daejeon and Chungnam area for accomplish the study objective and it collected a total of 145 copies of questionnaires. As a result of analyzing collected questionnaire, this study deduced the following study results and suggestions. First, results different from those of existing studies were found Since sales, net income and profit rate of small firm were not high cause economic depression on the whole. Second, entrepreneur ability was found to be required for success of business creation. Entrepreneur ability of founder was the factor that affects both financial and non - financial performance of small firm. As such, entrepreneur ability can be regarded as the most important factor for success in business creation of small firm. Accordingly, entrepreneur ability is the most important source for success in business creation of small firm. Third, strategy of small firm was found to be the important factor that affects the non-financial performance even if it could not give significant effects on financial performance. Thus, product service reform differentiation strategy, marketing differentiation strategy and cost leadership strategy have significant effects on non - financial performance of small firm. Accordingly, it is required to operate small firm with strategic mind - set for small firm to achieve success. This study analyzed the effects of feature of founder and strategy of small firm on business performance of small firm through practical analysis on small firms in Daejeon and Chungnam area, and deduced meaningful results. However, Since this study collected data on small firms in Daejeon and Chungnam only, there is a limit in generalizing the results of this study to all small firms in Korea. Companies answering to this questionnaire process were mainly wholesale and retail service companies. In addition, there is a limit in that it failed to analyze feature of representative type of industry due to limit in number of sample, it is required to divide representative type of industry and to compare and analyze types of industry in future studies.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.3
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• pp.145-168
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• 2007

Current researches have been proceed on CEO's Characteristics of venture business because the CEO has considered as one of the important factors for the success of venture business. But prior research on the performance of venture business has produced inconsistently in terms of CEO's characteristics. The purpose of this study is to develop a comprehensive model for the relation between the performance and a type of CEO's characteristics by a growth process of venture business, which is the main subject of analysis in venture business. Also, this study analyzes various CEO's characteristics and the effects for performance of venture business which are in the Daedeok valley. To achieve the purpose of this research, an empirical study by using research model and hypotheses including the general characteristics of venture business and CEO's demographic characteristics has been presented as a research method for relation analysis. The principal findings of the research and its significance are summarized as follows: First, it was found that there is a significant different in the performance of CEO's behavioral characteristics by the scale, type and growing step of organization for venture business. Second, it was found that there is not a significant between an academic career, management experience, foundation experience for business and related working experience of venture CEO and the performance, but there os a partially significant difference in CEO's behavioral characteristics. Third, it was found that there is a partially significant difference between CEO's behavioral characteristics of venture business and the performance by the general characteristics of organization for venture business and demographic characteristics. In conclusion, in spite of the insufficient research for venture business in Daedeok, the implications of theses findings and contributions made by this research is to confirm the characteristics factor of CEO for venture business and general characteristics of organization for venture business by multidisciplinary side. In addition, the findings provide the basis for the analyzing of managerial strong point and weak point referred to supporting system for venture business. Finally, the findings of this study suggest that the results should be a useful data for groping a solution for upbringing plans in terms of a long-term point of view.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.2
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• pp.147-161
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• 2014

This paper's purposes is to study the effects of the strategic support of top management, the activities of quality management, the quality-oriented culture and the organizational citizenship behavior on business performance for Start-ups. In order to settle quality management activitiesa successfully in start-up companies, Concern and support of Top manangement for the quality is important. Although Top management's commitment to a strong, According to the employee's attitude, the quality performance of company may be much different. the quality performance of company that acceptace attitude for quality management is excellent will increase. And business performance will be affected positively. Also when the company has any problems with the quality, the employee's will trying to solve the problem voluntarily is the important factor for business performance. Through this study, the following statistically significant conclusions were drawn. First, If top management supports the resource strategically for the activation of the quality management, The quality and business performance of start-ups will be improved. Second, If the quality management is activated, The quality and business performance of start-ups will be improved. Third, if quality-oriented culture is matured, the quality and business performance of start-ups will be improved. Fourth, if the level of organizational citizenship behavior is getting higher, the quality performance of start-ups will be improved. Fifth, the quality performance has a mediation effect on the relationship between the quality management and business performance. So when strategic support of Top management, quality management, quality-orented culture and OCB are activated in the organization, the quality performance will be higher than before, so that the business performance will be higher too. To improve the quality performance and business performance in start ups, It is needed to understand the quality management in organization, to implement the quality management constantly. And top management should supports the resource strategically and the employee has to do his best to form quality-oriented culture in the company.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.2
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• pp.109-116
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• 2014

In this study, the factors affecting the profitability of the oriental medicine hospitals of University to be analyzed. To do this, profitability indicators and current ratio, liquidity, turnover ratio, cost factors analysis and suggested ways to improve management. The results are as follows, the operating margin(1.17%). the return on assets(3.76%), the net profit to gross revenues(2.37%), and the net profit to total assets(-1.89) were lower than the average of the entire oriental medicine hospitals in Korea(respectively 8.9%, 8.7%, 2.6%, 2.5%). Current ratio(256.76%), quick ratio(231.17%), fixed ratio(121.02%), and total assets turnover(135.69%) were similar to the average of all oriental medicine hospitals in Korea. But growth rate of total assets(-2.21%), and growth rate of patient revenue(1.89%) is low. And salaries(53.39%), materials costs(16.62%), administrative expenses(28.58%) were different to the average of all oriental medicine hospitals in Korea(respectively 35.3%, 10.7%, 45.1%). Meanwhile, the cost ratio of the oriental medicine hospitals of University was 98.59%. It was 7.49% higher than the 91.1% of the average of all oriental medicine hospitals in 2011. Correlation analysis, growth rate of patient revenue and operating margin increased at the same time, and net profit to gross revenues and net profit to total assets with a growth rate of total assets increased. And administrative expenses and profitability indicators showed a negative correlation. It means, in order to improve the profitability of the oriental medicine hospitals of University should focus on reducing administrative expenses. Multiple regression analysis, growth rate of total assets, total assets turnover, administrative expenses, and salaries has affected the profitability. Therefore, in order to improve the profitability of the oriental medicine hospitals of University to increase the total capital and the total capital turnover, and to reduce administrative expenses effort.