• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.15 no.1
• /
• pp.17-29
• /
• 2020

In recent years, universities, with their intellectual properties and human resources, become main drivers for technology transfer. Universities in Korea have various organizations to support the technology transfer and commercialization. Among them, a technology holding company plays the critical role to successfully implement the task. Nonetheless, the performance of the technology holding company is well below the expectation of industry, government and universities themselves. The lack of expertises and experience together with the ill-suited government policies could be attributable to the observed under performance. More recently, however, the technology holding company acts as an accelerator or venture capital to search and fund promising start-ups. The university venture capital thus transforms a traditional university into an entrepreneurial university. Focusing on the role of the technology holding company as an accelerator or venture capital, the paper analyzes the characteristics of the university venture capital and the invested start-ups. The performance of the university venture capital is measured and the determinants of the performance are empirically tested. The results show that the co-investment of outside investors and the support of government program, known as Tech Incubator Program for Startup Korea, yields the highest performance. The result indicates that the coordination of the university venture capital, industry and government is the key to the success of early start-ups. The paper is the first to analyze the performance of the university venture capitals in Korea and thus contributes to the literature.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.1 no.1
• /
• pp.179-199
• /
• 2006

The objective of the study which it analyzes the result which goes made to the equity investor venture company IPOs stock of Korean venture capitalists. The sample company is the venture business 101 which IPO time venture capitalists invest in period KOSDAQ market from 1997 July 1st to 2006 June 30th for 9 years. The result of the study was as follows. First, it is found that syndication investing venture capitalists than the sale investing venture capitalists has desirable investment act which relax non-symmetry information between the publicly held company and the investor. The study support to Bygrave(1987), Lerner(1994) and so on. Second, The venture capitalists under postscript investing the venture business compared to under investing shows IPO excess benefit rate initially more highly from the venture business and the investor whom already invests early stage prove to use the manned it exaggerates the value of the venture business which venture capitalists oneself invests from postscript phase through the high position characteristic At last, it is discovered that the investment equity ratio of venture capitalists effect of sound (-) postscript investor IPO result which analyzed. It is showed that venture capitalists will remain more lowly excess benefit rate as the equity ratio which the venture capitalists invests at the venture business will be high.

• Proceedings of the Technology Innovation Conference
• /
• 2005.06a
• /
• pp.24-43
• /
• 2005

On industry highly developed and competition with each company, technology is considered as the one of the most significant variables in the era of technology competition. So, the needs of technology valuation and valuating technology competitiveness are increasing to measure value of company. However, in many cases of valuation tools, elaborate valuation technique is required all the more by reason of difficulty of defining the valuation target, the valuation perspective and the purpose of valuation. This study tried to define valuation framework of technology competitiveness for technology intensive small medium venture company to valuate technology environment and company's capability related with technology synthetically as well as technology itself which company uses. And also the purpose of technology valuation, the purpose of technology competitiveness, basic elements of technology valuation, trend of technology valuation in major countries including Korea are presented and analyzed.

• Asia-Pacific Journal of Business
• /
• v.12 no.1
• /
• pp.101-120
• /
• 2021

Purpose - As the research of Chinese unicorn companies is still in early stages, this paper aims to investigate the factors that influence the success of Chinese IT unicorns. Design/methodology/approach - This study is conducted as a single case study and used various sources such as interviews, internal data, press releases, IR data, etc. to enhance the reliability and validity. Findings - First, the characteristics of the start-up team, social capital, and strategies as internal factors affect the success of unicorns. Among them, the more Guanxi in social capital factors, the greater the possibility of growing into an IT unicorn company. Second, the role of venture capital and geographical location have been identified that two factors affect the success of unicorns. In the role of venture capital, it has been confirmed that the world's top-level venture capital company or a company that has been invested by "BATJ" is more likely to grow into a unicorn company in China. Research implications or Originality - This paper distinguishes between internal and external factors to explain the factors that affect the growth of unicorn companies, which lays the foundation for future research, such as the exploration of the unicorns and the development of new variables.

• Journal of Korea Technology Innovation Society
• /
• v.1 no.3
• /
• pp.351-363
• /
• 1998

This case study aims at investigating the factors which make venture firms successful. It analysedthree high-performance venture firms originated from the government-financed rese arch institute, the company and the university on the viewpoint of 'dynamic capability' theory. In this case study, technology integration capability and administrative innovation capability were identified as success factors of the three venture firms. The study also presented the role of the incubating organizations. Although incubating organizations supported technological and managerial resource-building of the entrepreneurs, there was not active interactive-learning between venture firms and incubating organizations after spin-off.

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

• The Research Journal of the Costume Culture
• /
• v.23 no.6
• /
• pp.1004-1020
• /
• 2015

The purpose of this study is to assess whether the emotional leadership of the CEO of a fashion company has a significant influence on corporate performance. In this study, a survey was conducten on employees of fashion companies from August 1 to 30, 2015, and 350 copies of questionnaires were collected and used for analysis. Factor analysis, reliability analysis, and regression analysis were employed to analyze the data using SPSS software (ver. 21.0). According to the study results, if a fashion company CEO has higher emotional leadership, it leads to an increase in the job satisfaction and performance of the staff members, and an improvement in new product performance thanks to more investment and development and an expanded R&D staff. Additionally, the higher emotional leadership of the CEO contributes to an increase in operating profits, sales, and market share. Therefore, the importance of organizational culture was confirmed by its regulation effect on the emotional leadership and management performance of a fashion company. According to the results of this study, the emotional leadership of a CEO plays an important role in improving the performance of a fashion company, and future studies are needed to identify how to enhance the corporate performance of a fashion company from various perspectives.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.2 no.1
• /
• pp.37-64
• /
• 2007

The purpose of this study is verifying which financial property of a venture company listed in KOSDAQ is a primary factor to determine Highly Successful company or Less Successful one. For sampling, I classified 405 venture companies, whose averages for 2005 of 2 standards are In the 30% high/low rank, as Highly Successful/Less Successful companies subject to the higher Operating Income to Total Assets and Return on Invested Capital (ROIC), the Highly Successful company. And I verified which variable is most important one to distinguish between Highly Successful companies and Less Successful ones among 24 financial ratios selected through preceding studies. For the analysis, I firstly extracted analogous variables by Stepwise Method and secondly carried out Multi variate Discriminant Analysis. The result mainly shows variables related to returns and stability similar to preceding studies. Especially, Operating Income to Total Assets reveals most reliable variable distinguishing between Highly Successful company and Less Successful one, whereas Current Ratio does not. When reliability of function formula of variables were compared with Operating Income to Total Assets standard and ROIC standard, there was almost no difference.

• Journal of Distribution Science
• /
• v.13 no.6
• /
• pp.71-78
• /
• 2015

Purpose - This study attempts to analyze whether or not there are characteristics among the top management of companies that promote corporate performance at venture companies. It investigates the characteristics of the human and social capital that are inherent in top management at a venture company and conducts an empirical analysis of hypotheses examining if these characteristics will affect utilization of the governmental R&D support system as well as affect the firm's initial success. Research design, data, and methodology - This study conducted theoretical and empirical research together to accomplish the goal of the study. The pilot study researched human capital and social capital as the independent variables; the governmental R&D support system as the parameter; and, the initial success as the dependent variable. The empirical study carried out research on the model, establishment of hypotheses, and the statistical treatment. A survey was conducted targeting top management of high-tech venture companies in Daedeok Innopolis; 500 questionnaires were distributed; and, 222 were collected. Results - The human and social capital inherent in top management at venture companies in the early stages of their existence become good evaluation data for those who are invested in similar resources. If top management includes strong human and social capital, access to external resources will be easier; these will have a positive influence on the selection of overnmental support systems; and, this proper support will also have a positive influence on the initial success of the venture company. The results revealed the following. First, it was found that when the educational level and functional background, (the top management human capital), are the output function, top management human capital had a significant influence on selection of governmental R&D support funds. Second, it was found that the internal social capital and external social capital, (the top management social capital), had a significant influence on selection of governmental R&D support tasks. Third, it was found that selection of the governmental R&D support tasks at the start of the venture company had a positive influence on the corporate financial performance such as sales, business profits, and the increase in workers; and, had a significant influence on nonfinancial performance such as market share, competitive position, product competitiveness, and the future product development. Conclusions - Selection of the governmental R&D support system is not recognized as part of the direct sales of a venture company in its early stages, but as it can reduce costs for technical development and helps significantly in creating test products and mass production, it has a positive influence on the company's financial performance and nonfinancial performance as a result. Therefore, companies should take great efforts to frequently be selected as a candidate in the governmental R&D support system, as it can help facilitate R&D that requires extensive funds. As a result, companies can expect effects such as job creation and patent applications and they can advance future product sales.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.16 no.2
• /
• pp.153-161
• /
• 2021

This study analyzed the ripple effect of the demand-side support for start-up venture companies on the macro economy using Dynamic General Equilibrium model. In the model, start-up venture companies were expressed in a manner that distinguished between workers and entrepreneurs by applying the span of control in the Lucas(1978). As a result of the analysis, when the share of public procurement of start-up venture companies was increased from 5.7% to 10%, the actual production of start-up venture companies increased by about 46.17% and the number of venture companies increased by about 150%. In addition, it was analyzed that the number of jobs through venture companies increased by about 61.56%. In addition, it was found that the economic effect was greatly reduced when the start-up venture company was supported as a subsidy for the supply sector with the same amount as the public procurement support. This is interpreted as the fact that if the government implements the supply-side support policy, the expansion of supply causes the price of start-up venture companies to fall, reducing the effect of the support policy in half. Therefore, when supporting start-up venture companies, the government should make efforts to maximize the policy effect by expanding the demand-side support through public procurement and reducing the payment of simple subsidies to start-up venture companies.