• Korean small business review
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• v.31 no.2
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• pp.19-37
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• 2009

The purpose of this research is to explore differences between small and medium-sized companies and large-sized companies in the impact of human resource innovativeness(HRI), learning orientation(LO), and HRI-LO interaction on innovation effect and business performance. Although learning orientation has long been considered as a key factor influencing good performance of a business, little research was devoted to exploring the effect of HRI-LO interaction on innovation effect and business performance. In this study, it is investigated whether there is a synergy effect between innovative human workforce and learning orientation corporate culture, in addition to each by itself, to generate good business performance as well as a success of new innovations in the market. Research hypotheses were as follows, including H1) human resource innovativeness(HRI), learning orientation(LO), and interactions of HRI and LO(HRI-LO interaction) positively affect innovation effect, H2) there is a difference of the effect of HRI, LO, and HRI-LO interaction on innovation effect between large-sized and small-sized companies, H3) HRI, LO, HRI-LO interaction, innovation effect positively affect business performance, and H4) there is a difference of the effect of HRI, LO, HRI-LO interaction, and innovation effect on business performance between large-sized and small-sized companies. Data were obtained from 479 practitioners through a web survey since the web survey is an efficient method to collect a national data at a variety of fields. A single respondent from a company was allowed to participate in the study after checking whether they have more than 5-year work experiences in the company. To check whether a common source bias is existed in the sample, additional data from a convenient sample of 97 companies were gathered through the traditional survey method, and were used to confirm correlations between research variables of the original sample and the additional sample. Data were divided into two groups according to company size, such as 352 small and medium-sized companies with less than 300 employees and 127 large-sized companies with 300 or more employees. Data were analyzed through t-test and regression analyses. HRI which is the innovativeness of human resources in the company was measured with 9 items assessing the innovativenss of practitioners in staff, manager, and executive-level positions. LO is the company's effort to encourage employees' development, sharing, and utilizing of knowledge through consistent learning. LO was measured by 18 items assessing commitment to learning, vision sharing, and open-mindedness. Innovation effect which assesses a success of new products/services in the market, was measured with 3 items. Business performance was measured by respondents' evaluations on profitability, sales increase, market share, and general business performance, compared to other companies in the same field. All items were measured by using 6-point Likert scales. Means of multiple items measuring a construct were used as variables based on acceptable reliability and validity. To reduce multi-collinearity problems generated on the regression analysis of interaction terms, centered data were used for HRI, LO, and Innovation effect on regression analyses. In group comparison, large-sized companies were superior on annual sales, annual net profit, the number of new products/services in the last 3 years, the number of new processes advanced in the last 3 years, and the number of R&D personnel, compared to small and medium-sized companies. Also, large-sized companies indicated a higher level of HRI, LO, HRI-LO interaction, innovation effect and business performance than did small and medium-sized companies. The results indicate that large-sized companies tend to have more innovative human resources and invest more on learning orientation than did small-sized companies, therefore, large-sized companies tend to have more success of a new product/service in the market, generating better business performance. In order to test research hypotheses, a series of multiple-regression analysis was conducted. In the regression analysis examining the impact on innovation effect, important results were generated as : 1) HRI, LO, and HRI-LO affected innovation effect, and 2) company size indicated a moderating effect. Based on the result, the impact of HRI on innovation effect would be greater in small and medium-sized companies than in large-sized companies whereas the impact of LO on innovation effect would be greater in large-sized companies than in small and medium-sized companies. In other words, innovative workforce would be more important in making new products/services that would be successful in the market for small and medium-sized companies than for large-sized companies. Otherwise, learning orientation culture would be more effective in making successful products/services for large-sized companies than for small and medium-sized companies. Based on these results, research hypotheses 1 and 2 were supported. In the analysis of a regression examining the impact on business performance, important results were generated as : 1) innovation effect, LO, and HRI-LO affected business performance, 2) HRI by itself did not have a direct effect on business performance regardless of company size, and 3) company size indicated a moderating effect. Specifically, an effect of the HRI-LO interaction on business performance was stronger in large-sized companies than in small and medium-sized companies. It means that the synergy effect of innovative human resources and learning orientation culture tends to be stronger as company is larger. Referring to these result, research hypothesis 3 was partially supported whereas hypothesis 4 was supported. Based on research results, implications for companies were generated. Regardless of company size, companies need to develop the learning orientation corporate culture as well as human resources' innovativeness together in order to achieve successful development of innovative products and services as well as to improve sales and profits. However, the effectiveness of the HRI-LO interaction would be varied by company size. Specifically, the synergy effect of HRI-LO was stronger to make a success of new products/services in small and medium-sized companies than in large-sized companies. However, the synergy effect of HRI-LO was more effective to increase business performance of large-sized companies than that of small and medium-sized companies. In the case of small and medium-sized companies, business performance was achieved more through the success of new products/services than much directly affected by HRI-LO. The most meaningful result of this study is that the effect of HRI-LO interaction on innovation effect and business performance was confirmed. It was often ignored in the previous research. Also, it was found that the innovativeness of human workforce would not directly influence in generating good business performance, however, innovative human resources would indirectly affect making good business performance by contributing to achieving the development of new products/services that would be successful in the market. These findings would provide valuable managerial implications specifically in regard to the development of corporate culture and education program of small and medium-sized as well as large-sized companies in a variety of fields.

• Journal of the Korea Safety Management & Science
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• v.19 no.1
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• pp.123-129
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• 2017

This study aims to analyze the performance of the beneficiaries of the SMEs(Small and Medium Enterprises) support project that has been handled online on the 'BizOK System', which is the integrated support system for SMEs in Incheon, by comparing before and after receiving support. Various performance indicators can be used, but this study used the rate of increase in sales, exports and employed manpower collected by the 'BizOK System'. Moreover, to analyze the trend of business performance by corporate feature, this study grouped the businesses into 7 categories including sales, business history, number of employees and capital. The results of this study are expected to be used in drawing implications for business support policies by utilizing them as basic data for enhancing efficiency of the support project and establishing corporate policies.

• Journal of Korea Society of Industrial Information Systems
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• v.4 no.1
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• pp.63-67
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• 1999

This study investigated the management environment of medium and small business by examining the role of medium and small business in national economics, the change in management condition, and the problems in quality and technique. Also we analyzed problems in the past quality control activity of our medium and small business, and examined the driving direction and intorduction method of QM. And to understand the effect of manager's concern in quality management to observe the quality system before and after introduction of QM A target for this investigation is the medium and small business which has introduced QM through ISO 9000.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.1
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• pp.153-158
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• 2020

The study aims to identify the factors affecting employee loyalty in the case of small and medium enterprises (SMEs) in Tra Vinh province, Viet Nam and to find out critical factors affecting the loyalty of employees in SMEs. This is implemented with the method of collecting primary data of 320 employees working at SMEs in 5 districts including: Cau Ngang, Tra Cu, Chau Thanh, Cang Long, Tieu Can) and Tra Vinh City, Viet Nam. Using the multivariate regression method, the researchers have found 6 factors affecting employee loyalty: colleagues, leaders, job characteristics, remuneration policies, organizational culture, and working environment. Particularly, learning opportunities may not be not statistically significant for employees' loyalty towards small and medium-sized enterprises in Tra Vinh province. From the above research results, the authors have proposed implicational piolicies such as: focusing on colleague relationships, improving leadership of business owners, attaching importance to appropriate work arrangement, having appropriate remuneration policies for laborers, building effective organizational culture and working environment to improve employee loyalty at SMEs. From the above policy implications, helping business owners realize the aspirations of workers in small and medium-sized enterprises more closely in the future, in order to sustainably develop the business system in Vietnam.

• Asia pacific journal of information systems
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• v.5 no.1
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• pp.186-218
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• 1995

The necessity of installing well adaptable Information Systems are required day by day in all the fields of business management. This paper provides an Information System development for enhancing competitive power of the small and medium-sized firms in Korea. Recent growing Information Technology leads to constructing invisibly some new adaptable Information Systems in accordance with the business size, level, capacity and requirements. Even though some advanced companies and big enterprises are already operating their own appropriate Information Systems so as to get their remarkable productivity at a moment. The rest of those small firms are still trying to find out some proper systems fitting their own business in very poor situations. The basic requirements of the points of views by mail questionaired and interviewed from 1292 small and medium-sized manufacturing firms reflected on this Information System development. As a result, the study introduces some economically efficient, convinient, flexible and useful applied Information Systems with simple methods.

• 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 Academia-Industrial cooperation Society
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• v.13 no.6
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• pp.2551-2557
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• 2012

This study analyses the relative importance of R&D business model of the small and medium manufacturing firm. We also compare samples by classifying by its properties, technology and market circumstance. The most important factor of the R&D business model is marketing factor and infrastructure factor is relatively less important. Also the relative importance of the R&D business model is different according to firm's properties and technology. So when government establishes the R&D policy, he focuses on designing the R&D business model.

• Journal of the Korean Institute of Landscape Architecture
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• v.46 no.6
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• pp.1-16
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• 2018

The decline in the construction industry has led to a decrease the profitability of small and medium-sized landscape contractors. To relieve this situation, small and medium-sized landscape contractors have continued to proactively find ways to enter global construction markets. However, many small and medium-sized landscape contractors face risks due to their lack of capacity and insufficient preparations to extend the business abroad. Thus, this study aims to analyze the current condition of the Vietnamese construction market and the related risk factors. It then suggests strategies to improve the small and medium-sized landscape contractors' competitiveness in that market. We investigated the business climate and analyzed risk factors. Finally, we developed expansion strategies and conducted in-depth interviews with six overseas construction professionals. The study results first showed that efforts to improve infrastructure and the increased demand for housing in Vietnam will lead to more opportunities for small and medium-sized landscape contractors entering the Vietnamese construction market. However, changes in the Vietnamese business climate may act as a variable. Second, we found that small and medium-sized landscape contractors' risk factors are mainly related to laws and regulations, government finance, market fluctuations, public administration system, minimum wage increases, financing and bonds, contracting, trees and materials, and design errors. Finally, small and medium-sized landscape contractors are required to consider the following when seeking to enter the Vietnamese construction market: short-term strategy and mid-to-long-term strategy. This study will be used as the basis for small and medium-sized landscape contractors to plan to enter the Vietnamese construction market and to contribute to the expansion of the global construction market in the landscape industry.

• The Journal of Society for e-Business Studies
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• v.5 no.2
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• pp.81-99
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• 2000

Nowadays, many commercial ERP products, such as Oracle, SAP, and Baan, etc, are designed based on large-scaled companies. It is difficult for small and medium-size companies with weakness in budgets and resources(e.g., human, organization, technique, and so on) to use them as it was. So, new ERP system need to be provided for small and medium-size companies. In this paper, we model and provide a conceptual ERP model for small and medium-size companies by using "4＋1 View" architecture model of Unified Modeling Language(UML). The conceptual ERP model consists of five subsystems： Manufacturing, Sales, HumanResource and Payroll, Accounting, and Trading. Especially, we describe the conceptual ERP model focusing on "Manufacturing" subsystem by using several diagrams of UML. By using the conceptual ERP model, the ERP system′s developers of small and medium-size companies can obtain many benefits： improving the efficiency of software developing process and helping user requirements gathering and description of ERP system′s nonfunctional aspect as well as functional aspect.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.1
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• pp.133-151
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• 2007

In the era of 21st new century. reinforcement of regional competitiveness by establishing innovation system is taking its place of main small and medium sized enterprise policies in major developed countries. The model of regional balanced development for promoting small and medium sized enterprise is a main frame of governmental small and medium sized enterprise policies. which complements national innovation process. And in the level of local area, the model is regional network system, molded in the process of induction, application, modification, proliferation of new technologies and knowledge by local businessman and innovators. This study focused on the strategy development for small and medium sized businesses to increase local competitive power, in terms of regional balanced development. In order to find the real problems and improvement alternatives for local competitive power, this study both reviewed the common strategies and action programs advanced in developed countries for small businesses, and did research on the current economic conditions in local area. Based on the lessons from foreign cases and the analysis of the current situations in small business in local area, the study suggested the model of regional balanced development for promoting small and medium sized enterprise including formation of innovation network system through the invitation of leading firms in the area, industry-university partnerships, and development and attraction for small and medium sized businesses.