• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.2
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• pp.51-78
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• 2021

Followed by 'start-up', the theme of 'scale-up' has been considered as an important agenda in both corporate and policy spheres. In particular, although it is a term commonly used in industry and policy fields, even a conceptual definition has not been achieved from the academic perspective. "Corporate Growth" in the academic aspect and "Business Growth" in the practical management field have different understandings (Achtenhagen et al., 2010). Previous research on corporate growth has not departed from Penrose(1959)'s "Firm as a bundle of resources" and "the role of managers". Based on the theory and background of economics, existing research has mainly examined factors that contribute to firms' growth and their growth patterns. Comparatively, we lack knowledge on the firms' growth with a focus on 'annual revenue growth rate'. In the early stage of the firms, they tend to exhibit a high growth rate as it started with a lower level of annual revenue. However, when the firms reach annual revenue of more than 100 billion KRW, a threshold to be classified as a 'middle-standing enterprise' by Korean standards, they are unlikely to reach a high level of revenue growth rate. In our study, we used our sample of 333 companies (6.7% out of 5,000 'fastest-growing' companies) which reached 15% of the compound annual growth rate in the last three years with more than USD 100 million. It shows that sustaining 'high-growth' above a certain firm size is difficult. The study focuses on firms with annual revenue of more than $100 billion (approximately 120 billion KRW) from the 'Inc. 2020 fast-growing companies 5,000' list. The companies have been categorized into 1) Fast-growing companies (revenue CAGR 15%~40% between 2016 and 2019), 2) Hyper-growing companies (40%~99.9%), and 3) Super-growing (100% or more) with in-depth analysis of each group's characteristics. Also, the relationship between the revenue growth rate, individual company's strategy choice (market orientation, generic strategy, growth strategy, pioneer strategy), industry/market environment, and firm age is investigated with a quantitative approach. Through conducting the study, it aims to provide a reference to the 'Hyper-Growing Model' that combines the paths and factors of growth strategies. For policymakers, our study intends to provide a reference to which factors or environmental variables should be considered for 'optimal effective combinations' to promote firms' growth.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.1 no.1
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• pp.127-156
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• 2006

This paper introduced successful case studies of the EIP (Entrepreneurship Intensive Programs) programs that are planed by 5MBA (Small and Medium Business Administration) and executed by Hoseo University and Jinju National University in 2004. Therefore, the illustrations and examples used in this paper are based on the EIP programs of those schools. Currently there are five graduate schools for Entrepreneurship educations that are originated from the EIP program models and those graduateschools are actively and successfully working. The purpose of this paper is to find out the diffusing strategies of the Entrepreneurship spirits and Entrepreneurship Education programs after careful analysis and review of the EIP programs. The main factors of the Success of the EIP are as follows. First, there were excellent modules of the education process. Second, there were firm and clear goals of the education. Three, there were differentiated contents of the entrepreneurship education programs. Four. each and every education performance was monitored. Five, during the programs, real start-up cases were actually handled and students had many opportunities to present their cases. However, there were some shortcomings to improve and change of the entrepreneurship education. First of all, it was very difficult to make proper education formation that is fit in the purpose of the program. Second, motivating students to find out their own business opportunities so as to turn them into real business was not satisfactory or easy. Third, there were some limitations in distributing and executing the EIP budgets. Therefore, to improve the efficiency of the Entrepreneurship education, following expanding strategies should be complemented. First, continuous redesigning of the entrepreneurship education programs is very important. Second, the specialization of the contents of the entrepreneurship education programs is essential. Third, there should be some discretionary room for the management of the entrepreneurship programs. Fourth, it is also important activating the entrepreneurship networks among schools of the entrepreneurship education. Finally, it is necessary to give some incentives and motivations based on the proper performance evaluation system.

• Journal of Digital Convergence
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• v.20 no.3
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• pp.251-264
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• 2022

The purpose of this study is to present factors and strategies for successful rewarded-crowdfunding of companies. For this, rewarded-crowdfunding based on the extended theory of planned behavior(E-TPB) by adding individual innovation and risk preference as extended variables, in addition to the basic variables of the theory of planned behavior(TPB), including attitude, subjective norm, and perceived behavior control. In addition, the moderating effect of rewarded-crowdfunding experience was confirmed. In addition, the moderating effect of the rewarded-crowdfunding experience was confirmed, and exploratory factor analysis and multiple regression analysis were conducted for questionnaires who were aware of the concept of rewarded-crowdfunding. As a result of testing the hypothesis, it was found that attitude, subjective norm, perceived behavioral control, and risk preference affect the intention to invest in rewarded-crowdfunding. Also, we could find that perceived behavior control and risk preference were moderately influenced by investor who had experience in rewarded-crowdfunding. Based on the research results, it has academic and practical value by presenting the direction of enhancing the success of rewarded-crowdfunding that companies can use as a way to raise funds and boost sales.

• Korean small business review
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• v.32 no.1
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• pp.65-87
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• 2010

With the advent of knowledge-based society, the revitalization of technological innovation type SMEs, termed "inno-biz" hereafter, has been globally recognized as a government policymakers' primary concern in strengthening national competitiveness, and much effort is being put into establishing polices of boosting the start-ups and innovation capability of SMEs. Especially, in that the inno-biz enables national economy to get vitalized by widening world markets with its superior technology, and thus, taking the initiative of extremely competitive world markets, its growth and development has greater significance. In the case of Korea, the government has been maintaining the policies since the late 1990s of stimulating the growth of SMEs as well as building various infrastructures to foster the start-ups of the SMEs such as venture businesses with high technology. In addition, since the enactment of "Innovation Promotion Law for SMEs" in 2001, the government has been accelerating the policies of prioritizing the growth and development of inno-biz. So, for the sound growth and development of Korean inno-biz, this paper intends to offer effective management strategies for SMEs and suggest proper policies for the government, by researching into the effect of technological innovation capability and technology commercialization capability as the primary business resources on business performance in Korean SMEs in the light of market information orientation. The research is carried out on Korean companies characterized as inno-biz. On the basis of OSLO manual and prior studies, the research categorizes their status. R&D capability, technology accumulation capability and technological innovation system are categorized into technological innovation capability; product development capability, manufacturing capability and marketing capability into technology commercialization capability; and increase in product competitiveness and merits for new technology and/or product development into business performance. Then the effect of each component on business performance is substantially analyzed. In addition, the mediation effect of technological innovation and technology commercialization capability on business performance is observed by the use of the market information orientation as a parameter. The following hypotheses are proposed. H1 : Technology innovation capability will positively influence business performance. H1-1 : R&D capability will positively influence product competitiveness. H1-2 : R&D capability will positively influence merits for new technology and/or product development into business performance. H1-3 : Technology accumulation capability will positively influence product competitiveness. H1-4 : Technology accumulation capability will positively influence merits for new technology and/or product development into business performance. H1-5 : Technological innovation system will positively influence product competitiveness. H1-6 : Technological innovation system will positively influence merits for new technology and/or product development into business performance. H2 : Technology commercializing capability will positively influence business performance. H2-1 : Product development capability will positively influence product competitiveness. H2-2 : Product development capability will positively influence merits for new technology and/or product development into business performance. H2-3 : Manufacturing capability will positively influence product competitiveness. H2-4 : Manufacturing capability will positively influence merits for new technology and/or product development into business performance. H2-5 : Marketing capability will positively influence product competitiveness. H2-6 : Marketing capability will positively influence merits for new technology and/or product development into business performance. H3 : Technology innovation capability will positively influence market information orientation. H3-1 : R&D capability will positively influence information generation. H3-2 : R&D capability will positively influence information diffusion. H3-3 : R&D capability will positively influence information response. H3-4 : Technology accumulation capability will positively influence information generation. H3-5 : Technology accumulation capability will positively influence information diffusion. H3-6 : Technology accumulation capability will positively influence information response. H3-7 : Technological innovation system will positively influence information generation. H3-8 : Technological innovation system will positively influence information diffusion. H3-9 : Technological innovation system will positively influence information response. H4 : Technology commercialization capability will positively influence market information orientation. H4-1 : Product development capability will positively influence information generation. H4-2 : Product development capability will positively influence information diffusion. H4-3 : Product development capability will positively influence information response. H4-4 : Manufacturing capability will positively influence information generation. H4-5 : Manufacturing capability will positively influence information diffusion. H4-6 : Manufacturing capability will positively influence information response. H4-7 : Marketing capability will positively influence information generation. H4-8 : Marketing capability will positively influence information diffusion. H4-9 : Marketing capability will positively influence information response. H5 : Market information orientation will positively influence business performance. H5-1 : Information generation will positively influence product competitiveness. H5-2 : Information generation will positively influence merits for new technology and/or product development into business performance. H5-3 : Information diffusion will positively influence product competitiveness. H5-4 : Information diffusion will positively influence merits for new technology and/or product development into business performance. H5-5 : Information response will positively influence product competitiveness. H5-6 : Information response will positively influence merits for new technology and/or product development into business performance. H6 : Market information orientation will mediate the relationship between technology innovation capability and business performance. H7 : Market information orientation will mediate the relationship between technology commercializing capability and business performance. The followings are the research results : First, as for the effect of technological innovation on business performance, the technology accumulation capability and technological innovating system have a positive effect on increase in product competitiveness and merits for new technology and/or product development, while R&D capability has little effect on business performance. Second, as for the effect of technology commercialization capability on business performance, the effect of manufacturing capability is relatively greater than that of merits for new technology and/or product development. Third, the mediation effect of market information orientation is identified to exist partially in information generation, information diffusion and information response. Judging from these results, the following analysis can be made : On Increase in product competitiveness, directly related to successful technology commercialization of technology, management capability including technological innovation system, manufacturing capability and marketing capability has a relatively strong effect. On merits for new technology and/or product development, on the other hand, capability in technological aspect including R&D capability, technology accumulation capability and product development capability has relatively strong effect. Besides, in the cast of market information orientation, the level of information diffusion within an organization plays and important role in new technology and/or product development. Also, for commercial success like increase in product competitiveness, the level of information response is primarily required. Accordingly, the following policies are suggested : First, as the effect of technological innovation capability and technology commercialization capability on business performance differs among SMEs; in order for SMEs to secure competitiveness, the government has to establish microscopic policies for SMEs which meet their needs and characteristics. Especially, the SMEs lacking in capital and labor are required to map out management strategies of focusing their resources primarily on their strengths. And the government needs to set up policies for SMEs, not from its macro-scaled standpoint, but from the selective and concentrative one that meets the needs and characteristics of respective SMEs. Second, systematic infrastructures are urgently required which lead technological success to commercial success. Namely, as technological merits at respective SME levels do not always guarantee commercial success, the government should make and effort to build systematic infrastructures including encouragement of M&A or technology trade, systematic support for protecting intellectual property, furtherance of business incubating and industrial clusters for strengthening academic-industrial network, and revitalization of technology financing, in order to make successful commercialization from technological success. Finally, the effort to innovate technology, R&D, for example, is essential to future national competitiveness, but its result is often prolonged. So the government needs continuous concern and funding for basic science, in order to maximize technological innovation capability. Indeed the government needs to examine continuously whether technological innovation capability or technological success leads satisfactorily to commercial success in market economic system. It is because, when the transition fails, it should be left to the government.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.4
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• pp.157-165
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• 2015

The purpose of this study is to suggest a successful operating strategy of co-working space. Therefore, the operating elements were identified through a literature research. And then, verified through site investigation and interview of operation managers. We found out that the high level operating elements are 'Co-working management', 'Membership management' and 'Supporting management' And the low level elements of Co-working management are 'Relationship facilitation', 'Networking event & Party' and 'Community & Communication', Membership management's are 'Service diversity & Price plan', 'Promotion & PR' and 'Alliance & Partnership', Supporting management's are 'Space & Interior', 'Facility & Device, Solution' and 'Mentoring & Education'. And the questionnaire was designed and conducted to Co-working space operators through the AHP method. As a result of the collected data analyzing, the highest priority was the operational element 'Community & Communication', and 'space and interior' is next, 'Service diversity & Price plan' is the third. The results were discussed with the relevant experts and it presents the following operating strategies. First, to create an environment suitable to voluntary coworking is the most important element. In particular, good management of 'Community & Communication' should be considered as a high priority operations strategy in a coworking space. Second, interior and space utilization helps in making the environment and atmosphere conducive to coworking. Office devices and facilities such as IT infra, printer, fax, scan, paper...etc are also important elements. But the reason why these necessary items are given a low priority is that these items don't need any special strategy. Third, in order to create a stable profit, 'Service diversity & Price plan' should be the characteristics of each coworking space because it will attract and secure enough customers. This study is valuable, it could be a great guideline for coworking space in an early stage to adopt operating model and strategy

• Journal of Korea Entertainment Industry Association
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• v.14 no.7
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• pp.193-202
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• 2020

This study was intended to present the magnitude of privacy infringement concerns and their relationship to consumer innovation (functional innovation, hedonistic innovation, social innovation, cognitive innovation), to identify differences among groups and to suggest implications for marketing strategies for the spread of new products. The implications of this study are as follows. First, functional innovation has shown that differences exist between groups. Analysts say that sensitive groups are buying products that can simplify their work immediately after release despite concerns over privacy violations. Second, hedonistic innovation has shown that differences exist between groups. These findings suggest that sensitive groups prefer novel products, products that give excitement and excitement about products, and products that give new enjoyment and fun that they have never known before. Third, social innovation has been shown that there is no difference between groups. These analyses show that the self-esteem of using products that others have never experienced before, and the curiosity that anyone envies, are purchased or used first. Finally, cognitive innovation showed that differences existed between groups. These analyses show that new products are purchased when they meet the functions, design, and innovation that consumers want.

• International Area Studies Review
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• v.21 no.1
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• pp.163-179
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• 2017

Iran has been focused on FDI by global automobile companies after the economic sanction on Iran was removed except primary sanction. In this paper, some strategies for Korean Automobile Industry to branch out into Iran are suggested. For the purpose, Iran's automobile industry and characteristics are examined. The market situation is analyzed qualitatively and quantitatively. In passenger cars sector, Korean automobile companies would be better to wait and see the development of US-Iran relationships while exporting CKD sets of cars to Iran. It can be a good strategy, however, to put parts companies into Iran first because of Iran Government could be displeasing with exporting CKD only. FDI, licensing, and joint venture are all available for the parts companies. Motor companies can clear the regulation of auto-parts localization proportion by the method. The parts companies will be able to do key roles as supply chains after OEM branch out into Iran. It is also advisable to upgrade outpost in Iran into frontline for exporting cars to MENA area. In such a case it will be a prerequisite to develop a role-division model with facilities in East Europe. It could be called Parts first-then cars strategy. In commercial cars sector, it can be suggested to leverage natural gas as a link to branch out into Iran. Iran government wishes to develop natural gas resources. The strategy can be summarized that automobile companies carry out producing CNG buses in Iran while energy companies are drilling and producing natural gas.

• Journal of Appropriate Technology
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• v.7 no.2
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• pp.162-171
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• 2021

The Korean government proposed the K-SDGs in 2019 to promote the UN SDGs, but the role and tasks of science and technology, an important means of implementing the SDGs, have not been materialized. Accordingly, the role of science and technology ODA for the SDGs was established through the Ministry of Science and ICT's policy research project 'Science and Technology ODA Promotion Roadmap for Spreading the New Southern Policy and Realizing the 2030 SDGs'. In addition, goals, strategies, and core tasks for the next 10 years were derived in 10 fields such as water, climate change, energy, and ICT. In this paper, we analyze 30 key tasks of the ODA promotion roadmap for science and technology for the realization of SDGs, and propose mid- and short-term tasks and implementation plans for effective roadmap promotion. Among the key tasks in each field, four common elements were derived: ICT/smartization, a global problem-solving center, cooperation/communication platform, and business model/startup support platform/living lab that can create and integrate roadmap implementation conditions. In addition, the four mid- and short-term tasks, 1) Establishment of science and technology ODA network, 2) Establishment of living lab business platform linked to start-up support business, 3) Local smartization of recipient countries, and 4) Expand and secure sustainability of global problem-solving centers, were set in relation to the implementation of the detailed roadmap. For the derived mid- and short-term tasks, detailed implementation plans based on the ICTization of global problem-solving centers were presented. The implementation of the mid- and short-term tasks presented in this paper can contribute to the more effective achievement of the science and technology ODA roadmap, and it is expected that Korea's implementation of SDGs will also achieve high performance.

• Journal of Distribution Science
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• v.7 no.3
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• pp.71-100
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• 2009

The main purpose of this study is to define relevant factors that influence successful start-ups and management innovations of traditional markets from the point of market structures and relations. To do this, we devide an entrepreneurship of merchant into two factors, risk taking and managerial experience and choose product planning and its implementation to see merchandising of traditional markets. In this study we identify that several factors we chose are contributing to generating management performances through market promotional parameters. Also we confirm that image factors of traditional markets is consist of awareness and value of markets, and that these factors shows some sequential and continual patterns in the course of generating performances. In additions, it is identified that four independent factors have positive effects to star-up success; risk taking 0.29(t 2.61), managerial experience 0.04(t 1.79), merchandising implementation 0.374(t 2.61), market value 0.47(t 5.25), market awareness 0.22(t 2.30). This study can help merchants of traditional markets to make and change their market strategies, restructure their businesses and survive in the field. This also provide some ideas and guidances to relevant government agencies in formulating traditional market policies.