• Asia-Pacific Journal of Business
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• v.14 no.4
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• pp.87-113
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• 2023

Purpose - Focusing on Haier, a successful corporate venture in China, we analyse the operating mechanism and success factors of corporate venture, and reveal the necessary factors for the successful implementation of corporate venture. Design/methodology/approach - This study is a single case study centred on Haier, a successful corporate venture in China. Findings - The operational process of Haier's corporate venture includes six key aspects: project selection, team building, resource allocation and support, project implementation, risk control measures, performance evaluation and rewards. In terms of success factors, the support of top management with leadership capability of value creation and sharing is very important for the success of corporate venture. Secondly, a multi reward mechanism can be introduced to motivate employees and improve performance. Thirdly, it is important to integrate corporate culture into the operating mechanism of an corporate venture. Fourthly, flexible operations that break down rigid organisational boundaries and transform the organisation into a more open platform for entrepreneurship can increase the likelihood of success. Finally, empowering employees with operational discretion can also have a positive impact on the success of an Corporate Venture. Research implications or Originality - This study contributes to theory and practice by analysing the success conditions of corporate venture, providing new understanding and drawing new perspectives, especially from the experience of Haier. The results suggest strategies and flexibility for successfully pursuing corporate venture, and provide important experience for international companies to help them gain competitive advantage in global competition. It also helps corporate leaders to promote new directions and innovations and improve their strategies to respond to dynamic environments.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.2
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• pp.27-42
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• 2015

The aim of this research is to investigate the difference in the capturing opportunities for each type of venture companies in the industry undergoing competition of a dominant design and then figure out the reason why they can be successful. Existing studies on venture companies are focused on the way to enhance a firm's competencies by acquiring and combining its resources. However, it is important for startups which have a lack of resources and capabilities to capture the opportunity to survive by understanding a changing environment. This study is focused on opportunity capture and strategic response to a changing environment and attempts to select and observe startup companies which are able to capture the opportunity and enter the market in the industry undergoing dominant design competition. In order to find out its difference in different types of business, we select one case from hardware startups and the other from software startups. According to the result of this study, the hardware startup focuses on market extension by lowering their prices and the software startup strives to induce more users to participate by the universalization of enabling technology so as to extend and standardize their technology in the environment undergoing dominant design competition. This feature of environment leads the difference in the approach for successfully capturing opportunity and thus hardware firms need to recognize the opportunity with profit potential from relationship with a number of cooperative firms while software firms need to identify the opportunity for extension of enabling technology which can be used by many users.

• Management & Information Systems Review
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• v.32 no.2
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• pp.21-46
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• 2013

The purpose of this paper is to find impacts of financial activities-financing and investment of Venture Firms during pre-listing periods on the firms' Venture Firm's listing(delisting). The several ratios financial variables relevant to the financing and investment were examined whether there are difference or not between two venture firms groups. The results of study can be summarized as follows. First, the firms of successful group have fewer numbers of equity financing and higher times of premium in issuing stocks than those of failed firms but there is no significant difference in the required time from startup to listing the KOSDAQ. Second, there is no significant difference in the ratio of capital increase in IPO between two groups but additional survey reveals that the successful firms financed equity in IPO by higher numbers of premium than failed firms, which can makes the major shareholder of the successful firms maintain high rayios share of stock. Third, the ratio of working capital investment of the successful firms is significantly higher than that of failed firms, on the other hand the failed firms' ratios of equipment and repayment investment are higher than those of successful firms. Finally, the ratio of R&D investment has no difference between two groups, this result is against the expectation, which is to be further analyzed.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.2
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• pp.183-192
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• 2020

This study conducted an exploratory study to derive the success factors of entrepreneurial marketing for startups. Through Delphi analysis, we derived the items of proactive orientation, risk management, innovation, opportunity driven, resource leveraging, customer intensity, value creation, price setting, marketing communication, channel management, product development, sales and marketing information management. The importance and execution of success factors were measured through IPA analysis. The first quadrant(keep up the good work) has proactive orientation, risk management, resource leveraging, customer intensity. The second quadrant(concentrate here) has innovation. The third quadrant(low priority) has channel management, sales, marketing information management. The fourth quadrant(possible overkill) has prices setting, product development. These results showed that the success factors of startup's entrepreneurial marketing were proactive orientation, risk management, innovation, opportunity driven, resource leveraging, customer intensity and value creation.

• Journal of Digital Convergence
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• v.18 no.7
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• pp.135-148
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• 2020

Even after successful technology development, there are many cases where commercialization fails due to difficulties in financing in the early stages of commercialization. The purpose of this study is to give practical implications to technology-based founders. At the beginning of commercialization, 7 companies that succeeded in procuring different types of external funds were selected to conduct case analysis. The results are as follow. First, it was confirmed that the excellence of technology is the most important. Second, it was confirmed that they were majors in the relevant technology field or have worked in related fields, and concluded that greater synergy effect can be created by adding the founder's business will and active attitude. Third, even if the company's internal capabilities were insufficient, it was possible to succeed in financing by identifying and utilizing external financial information. Fourth, it is necessary to utilize a linked financial system that receives both loans and investments. Fifth, systematic IR (Investor Relation) should be continued.

• Corrosion Science and Technology
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• v.16 no.2
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• pp.76-84
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• 2017

In the construction of subsea oil and gas developments, it is increasingly common that subsea oil and gas equipment will be installed in subsea well before final hookup and production. Installation of wellheads, subsea hardware, pipelines, and surface facilities (platforms, FPSO, FLNG, connected terminals, or gas plants) are increasingly driven by independent cost and vessel availability schedules; this gives rise to requirements that the subsea facilities must be stored in the seabed for a specific time. In addition, schedule delays, particularly in the installation or startup of the connected platform, FPSO, FLNG, or onshore plant may cause unexpected extensions of the intended storage period. Currently, there are two methods commonly used for storage subsea facilities in the seabed: dry parking and wet parking. Each method has its own risks, challenges, and implications for the facility life and its integrity. The corrosion management and preservation method selection is a crucial factor to be considered in choosing the appropriate storage method and achieving a successful seabed storage. An overview of those factors is presented, along with a discussion on the internal corrosion threats and assessments.

• Journal of the Korea Safety Management & Science
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• v.17 no.3
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• pp.289-296
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• 2015

Recently, the Korean government has been making efforts to achieve 'creative economy' based on science and technology. As part of these efforts, it has been promoted specific policies for innovation and performance enhancement of national R&D projects. They contains commercialization of research outcomes, technology transfer, technology based startup and support small and medium-sized businesses. The railroad transportation industry is a representative in the field of SOC and has own characteristics different from other industry areas. Especially, industry and market of railroad transportation are directly related to planning and implementation of government SOC policies. So in order to promoting commercialization of railroad transportation projects, it is very important to ensure consistency between government policies and R&D projects. In this paper, we investigate barriers of successful commercialization with typical researchers in the area of railroad transportation, and suggest problems and improvements of policy-based commercialization by giving specific examples.

• Nuclear Engineering and Technology
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• v.55 no.9
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• pp.3277-3290
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• 2023

Nuclear power plant (NPP) operations with multiple objectives and devices are still performed manually by operators despite the potential for human error. These operations could be automated to reduce the burden on operators; however, classical approaches may not be suitable for these multi-objective tasks. An alternative approach is deep reinforcement learning (DRL), which has been successful in automating various complex tasks and has been applied in automation of certain operations in NPPs. But despite the recent progress, previous studies using DRL for NPP operations have limitations to handle complex multi-objective operations with multiple devices efficiently. This study proposes a novel DRL-based approach that addresses these limitations by employing a continuous action space and straightforward binary rewards supported by the adoption of a soft actor-critic and hindsight experience replay. The feasibility of the proposed approach was evaluated for controlling the pressure and volume of the reactor coolant while heating the coolant during NPP startup. The results show that the proposed approach can train the agent with a proper strategy for effectively achieving multiple objectives through the control of multiple devices. Moreover, hands-on testing results demonstrate that the trained agent is capable of handling untrained objectives, such as cooldown, with substantial success.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.19 no.2
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• pp.159-179
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• 2024

Based on the case of collaboration between large companies and startups, this study suggests the importance of establishing mutual cooperation and trust relationships for the success of open innovation strategy from the perspective of cooperative game theory. It also provides implications for how this can be implemented. Due to information asymmetry and differences in organizational culture and decision-making structures between large companies and startups, collaboration is likely to proceed in the form of non-cooperative games among players in general open innovation, leading to the paradox of open innovation, which lowers the degree of innovation. Accordingly, this study conducted a case study on collaboration between large company 'G' and startup 'S' based on the research question "How did we successfully promote open innovation through cooperative game-type collaboration?" The study found that successful open innovation requires (1) setting clear collaboration goals to solve the organizational problem between large companies and startups, (2) supporting human resources for qualitative growth of startups to solve reliability problems, (3) leading to strategic investment and joint promotion of new projects to solve the profit distribution problem. This study is significant in that it contributes to expanding the discussion of the success factors of open innovation to the importance of interaction and strategic judgment considering the organizational culture and decision-making structure among players, and empirically confirming the success conditions of open innovation from the perspective of cooperative game theory.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.3
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• pp.211-226
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• 2023

As we transition into the post-COVID era, economic activities that were stagnant are regaining momentum. In particular, there is a growing trend of technology entrepreneurship driven by the opportunities of digital transformation in the Fourth Industrial Revolution. However, entrepreneurship education content is struggling to keep up with the rapid pace of technological change. This study aims to emphasize the importance of entrepreneurship mentoring as a crucial component of entrepreneurship education content that requires adaptation and advancement due to the increasing demand for technology entrepreneurship. This study redefines startup mentoring, which is differentiated from general mentoring, at the present time when the demand for startups, which increases with the declining employment rate, increases, and the development of quality startup education contents and securing professional startup mentors are required. According to the start-up stage, it is divided into preliminary entrepreneurs and early entrepreneurs, and the effect of entrepreneurship knowledge and self-efficacy among start-up mentoring functions on entrepreneurial will and mentoring satisfaction is improved by empirically researching the effects of start-up mentoring functions in the case of initial entrepreneurs as a moderating effect. To confirm the importance of entrepreneurship mentoring effect for. To this end, among the mentoring functions, entrepreneurship knowledge and self-efficacy were set as independent variables, and entrepreneurial will and mentoring satisfaction were set as dependent variables. The research model was designed and hypotheses were established. In addition, empirical analysis was conducted by conducting a questionnaire survey on trainees who received entrepreneurship mentoring education at ICCE Startup School and Opus Startup School. To summarize the results of the empirical analysis, first, among the entrepreneurship mentoring functions, entrepreneurship knowledge and self-efficacy were analyzed to have a significant positive (+) effect on entrepreneurial will. Second, among the entrepreneurship mentoring functions, entrepreneurship knowledge and self-efficacy were analyzed to have a significant positive (+) effect on mentoring satisfaction. Third, it was analyzed that entrepreneurship had no significant moderating effect on entrepreneurial knowledge and entrepreneurial will. Fourth, it was analyzed that entrepreneurship had no significant moderating effect on mentoring satisfaction. Fifth, it was found that entrepreneurship had a significant moderating effect between self-efficacy and will to start a business. As a result of the research analysis, the first implication is that the mentoring function in start-up education is analyzed to produce meaningful results for both the initial entrepreneurs and the prospective entrepreneurs in the will to start a business and satisfaction. . Second, it was analyzed that there was no significant relationship between whether a business was started and the mentoring function and effect. However, it was analyzed that the will to start a business through improvement of self-efficacy through mentoring was significantly related to whether or not to start a business. turned out to be helpful. Many start-up education programs currently conducted in Korea educate both early-stage entrepreneurs and prospective entrepreneurs at the same time for reasons such as convenience. However, through the results of this study, even in small-scale entrepreneurship mentoring, it is suggested that customized mentoring through detailed classification such as whether the mentee has started a business can be a method for successful entrepreneurship and high satisfaction of the mentee.