• Management & Information Systems Review
• /
• v.9
• /
• pp.99-115
• /
• 2002

This study focuses on forces and correlation among such independent factors as the style of leadership, motivation and relationship in order to find out what kind of ingredients have an effect on the employees' organizational commitment in a venture company. It is likely that the organizational commitment of the employees in the organization in a venture company may be different from that of existing enterprises since they differ 100 percent in their nature. In an attempt to prove it, actual corroboration has been made. As a result, it turned out that transformational leadership had a great impact on the organizational commitment while transactional leadership did not; in the motivation factor, the more vision the employees envisage, the more organizational commitment they show followed by management goals and self-admiration; in the relational factor, more openness in the communication led the employees to devote themselves to their companies, which was valid in the range of 90% in the confidence index. This study reveals that there is not much difference between venture and general companies in the factors that affect employees' organizational commitment in the organization. Therefore, the Chief Executive Officer in the venture company should make a favorable environment with transformational leadership and obvious vision through free and open communication with colleagues so that his or her employees can devote themselves to the organization to which they belong, since venture companies are usually staffed by young workers with high education.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.18 no.5
• /
• pp.241-253
• /
• 2023

In the current rapidly changing environment, each country continues to make efforts to create jobs and strengthen technological competitiveness. In particular, support and revitalization policies for venture companies and start-ups are known to play a role in increasing national competitiveness. Companies should make appropriate replacements amid growing uncertainties in the environment in which business life is shortened and customer needs are diversified due to intensifying competition. First of all, it is important for companies to make efforts to strengthen their internal capabilities on their own. However, venture companies lack internal resources and capabilities, so support from the external environment is important enough to lead to the survival of the company(Timmons, 1994). Financial support and certification systems are being operated at the national level to strengthen the competitiveness of companies. However, financial support can lower a company's self-sustainability depending on the situation, so non-financial support such as R&D support and start-up education is considered to be helpful in the long term for venture growth(Aghion et al., 2012; Jeon & Ko, 2021). Non-financial support is divided into commercialization, facilities, space, childcare, manpower, and certification systems, and this study confirmed the benefits of the venture company confirmation system, which is a certification system. To this end, the 2021 venture company precision survey data and venture company sales data were used, and analyzed using the SPSS 26.0 package and SPSS PROCESS MACRO. As a result of the analysis, it was confirmed that the level of the management environment of venture companies has a positive effect on the benefits of the venture confirmation system or increasing the level of venture company capabilities, but it is difficult to lead to actual management performance. In addition, it was confirmed that the level of venture company competency mediates the relationship between the level of the venture company's business environment and management performance. As a result, even if the level of the venture company's business environment is positive or venture-friendly, it can be said that companies with internal capabilities to digest support from the external environment increase management performance.

• Asia pacific journal of information systems
• /
• v.15 no.1
• /
• pp.45-61
• /
• 2005

This study develops the evaluation model for e-Business company using analytic hierarchy process. As the first step of this study, we derived the appraisal standards based on the previous literature and the knowledge of experts from venture capitalists, security companies, credit evaluation companies, and consulting firms. In order to validate the evaluating factors in the models, this study was supported by analysts of top ranked venture capitalists in Korea. Through their assistance, this study can determine necessary evaluating factors that refined and deepened the models. Four expert groups, such as venture capitalists, credit analysts, analysts of security company and e-Business consultants, provide their knowledge for the determination of the weights of evaluating factors in the hierarchical model through the questionnaires and interviews. The results show that the weights of the evaluating factors differed by the maturity of e-Business company.

• Venture DIGEST
• /
• no.12 s.125
• /
• pp.50-50
• /
• 2008

• Journal of the Korea Academia-Industrial cooperation Society
• /
• v.7 no.6
• /
• pp.1348-1355
• /
• 2006

This is a study of small & venture business ethical management on finance performance. We cheesed 200 venture company or pre-venture company and surveyed. The indexes of ethical management consisted of CEO's intend fur ethical management, fairness, That is developed by The Institute for Industrial Policy Studies and used to assess big business company. The dependent variable is fiscal net profit. We analyzed the correlation and regression. The finding is that the fairness is the major factor.

• Journal of the Korea Academia-Industrial cooperation Society
• /
• v.16 no.1
• /
• pp.291-299
• /
• 2015

This study analyze empirically how the characteristics of a venture business' founder and company development stage will affect on B2B transactions and business management difficulties based on "2012 Survey of Korea Venture Firms". According to this study, there are different frequencies of difficulties in B2B transactions depending on the founder's age and educational background as well as different recognitions about business management difficulties with considering the founder's age, educational background, major and other factors. It is analyzed that in educational background factor, master's degree and in major factor, humanities and social science show comparatively frequent business management difficulties. On the other hand, it is analyzed that there is not meaningful difference in the recognition about the difficulty-frequency in B2B transactions in each company growth stage. It is considered that the difficulties occur frequently in every company growth stage but, these types of difficulties are solved routinely. At the Exit phase, however, there is high recognition about business management difficulties as the transaction with the companies in this stage is avoided.

• Journal of Korean Institute of Industrial Engineers
• /
• v.33 no.4
• /
• pp.424-429
• /
• 2007

The purpose of this study is to propose types of joint venturesthat can increase the competitivenessof a company in the marketplace. We examine the characteristics of individual venture enterprises based on technology. We considered 16 TEA in order to categorize companies into four groups. Next, we used a multinomial logistic regression model to identify the significant characteristics of a venture company that successfully predicts group membership. Based on this information, we propose various forms of joint venture which complement each other and produce higher overall competence. Our study can provide important feedback information to academics, Policy-makers.

• The Journal of the Korea Contents Association
• /
• v.16 no.4
• /
• pp.466-476
• /
• 2016

Technology-holding company was introduced in 2008 according to the Korean related law. In the end of 2014, technology holding company of university amounts to 39 companies, and ETRI Holdings is only the company belonging to the research institute among these companies. The technology holding company was launched to support a technology transfer from university or research institute to companies, and to boost up start-ups. Though 7 years has passed after the first technology-holding company was launched, there is no success model until now. Holding company is basically an investment company, which earns a profit from subsidiary company. The business model of a holding company is similar to venture capital that invests in start-ups. A direction of desirable business model of technology-holding company was suggested in this paper based on the case study on 2 Korean venture capital company. Holding company is generally categorized into two types. One is a pure holding company that only get a profit from subsidiary company, and the second is a operating holding company that creates an extra business revenue in addition to the role of pure holding company. In this paper, it is suggested that a technology holding company is recommended to be a operating holding company rather than a pure holding company.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.18 no.1
• /
• pp.237-251
• /
• 2023

This study tried to understand the effect of internal resources, capabilities, and business model innovation of venture enterprises on industrial property performance, as based on previous studies that securing industrial property rights has a positive effect on the technology commercialization of venture companies. Venture company capabilities were classified into intrinsic elements of a company (company's research resources) and creative elements (commercialization capabilities) that implement them, and they were intended to show that they could lead to a company's potential competitiveness through innovation in business models. In order to verify this research purpose, an empirical analysis was conducted on 1,733 corporate companies among venture confirmation companies subject to the 2019 venture company precision survey. It was confirmed that the systematic research organization and commercialization capabilities of venture companies were significant (+) in industrial property performance. However, in the final research model that applied both the rules of the business model's innovation variable, commercialization capability and business model innovation were significant (-), and research organization × business model innovation showed significant results (+). This means that venture companies' excellent resources and capabilities can have a positive impact on industrial property performance individually, but when applying the level of innovation in the actual business model, they must interact with the business model. The results of this study are meaningful in that it is necessary to pursue business model innovation that secures clear differentiators compared to competitors as well as strengthening the company's internal resources and capabilities to secure industrial assets and innovation growth.

• Journal of Korean Society for Quality Management
• /
• v.41 no.1
• /
• pp.15-38
• /
• 2013

Purpose: This study is to search for the core factors of improving business performance of small and medium venture manufacturing company and to do an in-depth analysis of the relations with management performance through systematic approach and to provide implications of importance of the management for the improvement factors for the domestic small and medium venture manufacturing company. Methods: The data have been analyzed via the regression and path analysis using AMOS. Results: this study is absorptive capacity affects the business performance of manufacturing companies. absorptive capacity has the role of the parameters of the Quality Management System and business performance. Conclusion: This study suggests how to run absorptive capacity according to type of management performance, and how to enhance Quality Management System to efficiently promote absorptive capacity in order to grow of management performance. also, this study shows a way to enlarge the valuation standard for management and customer performance reflecting the growth potential of an enterprise in circumstance where the valuation standard focuses on financial performance.