• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.2
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• pp.183-195
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• 2016

Although we have faced substantial public interests on the issues of small-business, the lack of effective solutions corresponding to them should be worried. This paper introduces findings from the application of Triple Helix to counseling activities for small-business stores with diagnosing problems and suggesting alternatives. The findings of this paper are based on counseling projects conducted by Gyunggi Small-medium Business Corporation, universities in the region, and multiple small-business stores together from June to November in 2015. The application of Triple Helix was positive for increasing the effectiveness of counseling, and this key finding was obtained from action research cycles. It was also confirmed that cooperation from three different entities including company, university and government institute was beneficial in increasing problem identification capabilities by students and providing opportunities for testing knowledge and skills, which means Triple Helix application to small-business helps management education to be more practical. Contributions of this study supplies substantial insights to academic audience, and practitioners can learn positive effects of Triple Helix and potential issues for implementation in the context of small-business counseling.

• The Journal of Society for e-Business Studies
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• v.24 no.4
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• pp.135-149
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• 2019

Accounts receivable insurance is a system in which small and medium-sized enterprises insure the accounts receivables acquired by the purchasing company, and the insurance company pays when the purchaser fails to pay the debts. Accounts receivable insurance is a very effective means of eliminating the risk of loss due to the counterparty default, and it is economically effective to protect the domestic industry by preventing the bankruptcy of one company leading to a chain bankruptcy of other companies. In this study, we constructed a business model of the accounts receivable insurance, by building an infrastructure based on a private blockchain in activating the accounts receivable insurance accounts. The accounts receivable insurance platform using these blockchain technologies not only addressed the problem of document and reliability verification for insurance, but also sought ways to facilitate accounts receivable insurance by small businesses through rapid transaction rates, easy network expansion and access management based on private blockchain.

• Industry Promotion Research
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• v.6 no.3
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• pp.1-8
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• 2021

This study is about the current status of management performance and employment prospects during the COVID-19 period, and the analysis data are based on the Q3 and Q4 2020 economic survey of manufacturing industry provided by the National Statistical Office's Microdata Integrated Service Portal. It used 83 large companies and 435 small and medium-sized businesses as analysis data. The analysis results are summarized as follows. It was analyzed that there was little change in business performance by company size on creation of jobs. In the analysis of the economic outlook for 2021, sales of large companies were analyzed to increase, but there was little change in creation of jobs at 66.3%. In terms of sales, small and medium-sized businesses are expected to see little change at 31.3% and increase at 30.3%. Therefore, it can be seen that there is no change in the company's management performance during the COVID-19 period. In other words, it can be seen that the COVID-19 pandemic does not have a significant impact on manufacturing employment and management performance of large and small businesses.

• Journal of Digital Convergence
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• v.11 no.5
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• pp.267-277
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• 2013

An training activity within organization is main factor for creating a competitive advantage in knowledge-based economic system. Therefore the purpose of this study is to examine the relationship between training activity in organization and business performance and corporate value. Also it was analysed whether the effect of training was different between large company and small company. The major results of analysing the effect of training on organization performance are as follows. First, training activity was positively related to Tobin's Q each year. As for net income per person the effect on training was significant in 2009 and 2010 except 2008. The sales per person was significantly related in 2008 and 2009. Second, as the result of analysis of training investment on organization performance, as for large company the effect of training on business performance and corporate value was mostly significant excluding 2008' net income per person and 2010' sales per person. While as for small company all effects were not related.

• Journal of Korean Society for Quality Management
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• v.46 no.1
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• pp.11-26
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• 2018

Purpose: This study is to help the construction of smart factories of other manufacturing enterprises through IDIS 's case of smart factory construction. Methods: We introduce the four phases of implementing smart factory building by IDIS company, which produces a small quantity of multi-odd units. Results: Through the smart factory construction, the cost of product is reduced due to the improvement of total productivity such as office work, production work, and energy saving, and sales are enhanced by customized production, quality / delivery reliability improvement. Conclusion: We present the actual examples needed to build the manufacturer's smart factory.

• Fourth Industrial Review
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• v.1 no.1
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• pp.1-10
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• 2021

Purpose - This case study analyzes the internationalization strategy and innovation strategy as key factors contributing to the business success of CAP, a small and medium-sized manufacturing company in Korea producing auto parts such as wipers. This study describes the diversification strategies conducted by CAP Corporation and highlights the company's core competencies that have largely contributed to their global competitive success. Research design, data, and methodology - This paper provides in-depth case study on how CAP was able to grow into a hidden champion company, focusing on their strategies since its establishment. In particular, by analyzing the success factors centering on CAP's aggressive innovation strategy and internationalization strategy, it presents guidelines for small and medium-sized enterprises in Asian countries to become a Hidden Champion company. Result - CAP's product technology has successfully established innovative system on their product called 'vertebra spring' to distribute uniform pressure to the rubber to ensure performance as well as durability of their products. In order to continue benefiting from utilizing core competence and to continue pursuing technological advancement in the wiper industry, CAP has launched a wide range of products (flat blade, conventional blade, hybrid blade) applicable to 95% of the vehicle in the market. Conclusion - Taken together, CAP has many aspects of a hidden champion company by investing in R&D up to 8% of its annual sales to R&D investment even during the crises situation. This number is about 3.36 times higher than the average ratio of listed companies in Korea. Furthermore, the leadership of the management team as well as their vision toward the global market and strong commitment to innovation enabled CAP to become the world's fifth-largest wiper and Asia's No. 1 wiper manufacturer.

• International Commerce and Information Review
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• v.10 no.3
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• pp.3-21
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• 2008

This research investigates the strategy for application of E-Trade to SMEs to analyze the economic effect of e-trade. And the influence of the proliferation of e-business and e-trade upon the industrial business conditions, value-chain, and business activities is also analyzed. The subjects of the inquiry are the nationwide petrochemical industries in which small and medium sized companies are in mutual and intimate cooperation. The results show that the business structure of the petrochemical industries are divided into four stages, and, with the introduction of e-business, the value chain is changed by stages. And the change of value-chain explains the transition of the e-business of petrochemical industries including trade business into industrial DB and leads to a variety of the economic effect including the reduction in the trade expense, the change of the production process, and the innovation of trade structure.

• Knowledge Management Research
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• v.6 no.2
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• pp.47-68
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• 2005

The Purpose of this study is to identify relationships between knowledge management performances and such Influence factors of knowledge Management as information technology, knowledge management process, culture & people, strategy & Leadership in Small and Medium-sized Enterprises. In order to test hypotheses, we collected data from 498 SME's employees, then analysed them by SPSSWIN. This results showed as follows; 1. All Influence factors of knowledge Management( information technology, knowledge management process, culture & people, strategy & Leadership) are to advance individual task effectiveness and organization effectiveness significantly. 2. Such Influence factors of knowledge Management as information technology, knowledge management process, culture & people are to improve business efficiency between the company. But strategy & leadership factor is not significant. 3. Influence factors of knowledge Management are different between knowledge performace factors such ac individual task effectiveness, organization effectiveness, and business efficiency between company.

• Journal of the Korea Institute of Building Construction
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• v.17 no.2
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• pp.199-209
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• 2017

The measurement of business performance is important to secure the competitiveness of construction companies. Therefore, the purpose of this study is to analyze what is needed to increase the competitiveness of small & medium construction companies. In order to analyze efficiently, this study reconfirms the effectiveness of Key Performance Indicators(KPI) of construction companies selected from previous studies. The empirical analysis to find differences of KPI between small & medium construction companies and big construction companies is performed using the 4,286 construction company samples extracted by 'KIS-Value Data Base'. The results of the empirical analysis show that there are significant differences in characteristics of KPI between small & medium construction companies and big construction companies. Particularly, small & medium construction companies are relatively insufficient to invest for the purpose of preparation for future and long-term growth. Additionally, empirical tests reconfirm that most of the KPIs from previous survey studies are suitable as a performance indicators. The contribution of this study is to analyze empirically small & medium construction company's strong & weak points and the effectiveness of KPIs derived from previous studies.

• Journal of the Korea Safety Management & Science
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• v.19 no.3
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• pp.123-128
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• 2017

Logistics companies distinguish between medium-sized business and small business according to the size of enterprises. Of course, conglomerates are called global corporations. In this study, mid-sized companies over a certain size or more and those below are classified and decide the priorities among important factors to secure competitiveness in logistics companies are determined through AHP technique. Mid-sized companies are companies that can provide more than two logistics services. For example, they provide warehousing and transportation services in the same time. small companies are companies that can mostly provide one functional service. Warehousing, transportation, manpower, and information are listed as factors in this study. As a result of the study, medium-sized companies emphasized on the importance of transportation. When it comes to small companies, warehousing was emphasized as an important factor. Due to the simultaneous and contemporary service of warehousing and transportation in small-sized company, the reliable image of the company will be underestimated in case of delays in transportation. Competitiveness will also be weakened. Global corporations or conglomerates will start to consider relocating warehousing areas to others except for the central storage hub. They won't plan to invest directly, either. Therefore, it will be possible to secure competitiveness by providing the function of warehousing and to signed easily partnership.