• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.2
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• pp.81-96
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• 2020

The purpose of this study is to investigate the impact of entrepreneurial mentoring as an effective support method to increase the awareness and entrepreneurial intention of university students. Therefore, the mediating effect of social support and entrepreneurial self-efficacy was demonstrated in the relationship between entrepreneurial mentoring and entrepreneurial intention. As a result of the analysis, the positive role of entrepreneurial mentoring was confirmed as an influencing factor to increase the intention of young prospective entrepreneurs to set up and increase their expectations for social support. Specifically, entrepreneurial mentoring had a significant positive effect on entrepreneurial intention, social support, and entrepreneurial self-efficacy. Social support had a significant positive effect on entrepreneurial self-efficacy and entrepreneurial intention, respectively, and partially mediated the relationship between entrepreneurial mentoring and entrepreneurial intention. Entrepreneurial self-efficacy had a positive effect on entrepreneurial intention, and entrepreneurial self-efficacy fully mediated between entrepreneurial mentoring and entrepreneurial intention. Through this study, it was proved that entrepreneurial mentoring is an important factor that positively influences entrepreneurial intention, social support, and entrepreneurial self-efficacy. In addition, by identifying the effect of social support on entrepreneurial self-efficacy, it was confirmed that the individual's self-confidence and efficacy increased when they recognized the belief or utilization of social support. Finally, by confirming that entrepreneurial mentoring has a positive effect on social support and that social support mediates between entrepreneurial mentoring and entrepreneurial intention, the entrepreneurial mentoring program raises the entrepreneurial intention to start a business and helps founders to social support. It has been confirmed that it can be used as a way to raise the awareness and effect of startup supporting policy in practice as well.

• Journal of Distribution Science
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• v.12 no.6
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• pp.81-88
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• 2014

Purpose - Entrepreneurship promotion is emerging as an important economic growth agenda. However, in Korea, entrepreneurship has weakened because of the collapse of the venture bubbles of the 2000s and the global economic recession in 2008, which have induced the business community to choose stability over risk. The Korean government has been implementing several support projects to inspire and promote youth entrepreneurship through various means including financial assistance; however, the perpetuation rate of young entrepreneurship is still low as compared to advanced economies such as the US and EU. This case study focuses on the Youth Start-Up Business Support Program of the Small & Medium Business Corporation, and explores practical alternatives. Further, it aims to suggest managerial factors and a conceptual model for change management factors affecting the business performance creation of a startup company, based on the Small and medium Business Corporation's young venture startup fund. Research design, data, and methodology - Many studies examine the current progress and issues of startup firms, for example, a lack of systematic cultivation of entrepreneurship and startup business training, lack of commercialization funding for youth startup businesses, lack of mentoring, and inadequate infrastructure. From prior research, we address four factors, namely, personal managerial capabilities, innovative business model, sufficient cash flow, and social network, affecting startup companies' business performance. This study involved a sample survey of 200 young entrepreneurs to investigate casual relations between the four factors and business performance. A regression analysis was used to verify the hypotheses. Results - First, in relation to differences in the founder's personal characteristics, age, sales amount, and number of employees significantly impact business performance. Second, regarding the causal relation between the four factors for creating business performance, an innovative business model and social networking have supported the hypotheses, revealing that the more that a start-up founder has an innovative business model and social networking, the more the start-up firms are likely to have better performance (e.g., sales volume, employment, ROE, ROI, etc.). Although the founder's competency and sufficient cash flow have no significant relationship with business performance, the mean value was higher performance for high founder's competency and sufficient cash flow. Conclusions - This study provides basic data on policy support strategies of the Small and Medium Business Corporation, to help young entrepreneurs achieve their start-up business goals. It shows that young entrepreneurship startup firms should strive to explore ideas to satisfy customers' needs, and that changes in customer value and the continuous innovation of business model differentiation are required to actively respond to change management. Moreover, at the infant startup stage, they should activate social network programs to share information, thereby offsetting resource scarcity and managing business risk. Further, the establishment of a long-term vision and the implementation of training programs in related specific fields should be supported to strengthen founders' personal capabilities.

• Journal of Digital Convergence
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• v.16 no.10
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• pp.69-78
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• 2018

This The purpose of this study is to find policy implications through the analysis of the operational cases and establishment performance of the Leading University for startups. The method of the study was statistical analysis using the data generated during the operation of the Leading University for startups. The results of the study show that there is a difference between short-term performance by gender and age. Second, there was no correlation of the short-term performance with the evaluation, but a negative correlation was observed with the detailed document evaluation part. Third, there is no difference in short-term performance depending on the mentor. Strategic utilization is to reduce the reflection of the founder's short-term performance in the appraisal of the Leading Universities. And there is a need to improve the evaluation method for the applicant. The limitations of this study are that it is inadequate to be an empirical study through statistical analysis. And statistical analysis shows that there are not enough cases. Therefore, I will make an empirical study which will expand the number of cases by including cases of several universities in the future.

• 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