• Venture DIGEST
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• s.119
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• pp.28-29
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• 2008

• Venture DIGEST
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• no.9 s.122
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• pp.51-51
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• 2008

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.711-721
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• 2021

A firm's competitive advantage generating from empowering its dynamic capabilities is very important for established companies and new business ventures in facing intense competition and in responding to unanticipated environmental changes. This study aims to investigate the relationship between dynamic capabilities of a new business venture and its competitive advantage and the effect of entrepreneurial creativity and ambidextrous innovation mediation on the relationship between dynamic capabilities and the competitive advantage of a new business venture. Data was collected using an online survey from 143 new Indonesian shipping agency companies that spread over two-thirds of Indonesia's territory and was analyzed using structural equations modeling (SEM). The results showed that the dynamic capabilities of new business ventures are positively associated with competitive advantage but not significantly. This result indicates that empowering a new business venture's dynamic capability is not sufficient to generate a competitive advantage. However, a new business venture's dynamic capability is significantly and positively associated with the competitive advantage when mediated by entrepreneurial creativity and ambidextrous innovation. The findings of this study suggest that the competitive advantage of a new business venture can be gained from empowering a firm's dynamic capabilities through mediating entrepreneurial creativity and ambidextrous innovation in facing intense competition and in responding to unanticipated environmental changes.

• Journal of the Korean Society of Safety
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• v.14 no.1
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• pp.193-198
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• 1999

The venture businesses deal with various kinds of hazard factors, that is, substances, processes and techniques, which have not been investigated. Nevertheless, the safety management systems of venture businesses are not systematic until now. And also it is very difficult to find out the cases of foreign advanced countries. In this study a questionnaire which investigate the present states of safety management system, have been excuted for 358 venture businesses. As a result, the present states of safety management system of venture business are assessmented, and the supporting direction of the safety management for venture business is proposed.

• Management & Information Systems Review
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• v.6
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• pp.163-186
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• 2001

A venture business plays important roles in the economy of a developing nation. It makes highly value-added product, increases employment and improves the industry structure. The objective of this study is to derive the financial and non-financial characteristics from venture businesses, which determine a highly successful business group or a less successful business group. The firm characteristics are composed of 21 financial(liquidity, leverage, cash flow, activity, productivity, and etc) and 34 non-financial characteristics(manager, technology, marketability and credibility variables), which have been considered as the key characteristics for venture business by the existing literature. All financial ratios and non-financial characters play a role of making discriminations between a highly successful and a less successful group. Because there are not generally accepted definitions, classifying a highly successful and a less successful venture business is a very difficult problem. Operational definitions have many problems but we have no choice in current stage.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.3
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• pp.145-168
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• 2007

Current researches have been proceed on CEO's Characteristics of venture business because the CEO has considered as one of the important factors for the success of venture business. But prior research on the performance of venture business has produced inconsistently in terms of CEO's characteristics. The purpose of this study is to develop a comprehensive model for the relation between the performance and a type of CEO's characteristics by a growth process of venture business, which is the main subject of analysis in venture business. Also, this study analyzes various CEO's characteristics and the effects for performance of venture business which are in the Daedeok valley. To achieve the purpose of this research, an empirical study by using research model and hypotheses including the general characteristics of venture business and CEO's demographic characteristics has been presented as a research method for relation analysis. The principal findings of the research and its significance are summarized as follows: First, it was found that there is a significant different in the performance of CEO's behavioral characteristics by the scale, type and growing step of organization for venture business. Second, it was found that there is not a significant between an academic career, management experience, foundation experience for business and related working experience of venture CEO and the performance, but there os a partially significant difference in CEO's behavioral characteristics. Third, it was found that there is a partially significant difference between CEO's behavioral characteristics of venture business and the performance by the general characteristics of organization for venture business and demographic characteristics. In conclusion, in spite of the insufficient research for venture business in Daedeok, the implications of theses findings and contributions made by this research is to confirm the characteristics factor of CEO for venture business and general characteristics of organization for venture business by multidisciplinary side. In addition, the findings provide the basis for the analyzing of managerial strong point and weak point referred to supporting system for venture business. Finally, the findings of this study suggest that the results should be a useful data for groping a solution for upbringing plans in terms of a long-term point of view.

• Asian Journal of Business Environment
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• v.3 no.2
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• pp.5-15
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• 2013

Purpose - This pilot study explores the gap between venture capitalists and young business graduates in Pakistan. Though the young graduates remain enthusiastic about choosing entrepreneurship as a profession, their success is subject to financial constraints. Research design, data, methodology - We administered a Likert-scale based questionnaire to 200 business graduates from June to July 2012, and interviewed ten venture capitalists from Islamabad and Lahore-two highly business oriented cities of Pakistan-to collect the data. The survey participation was on a voluntary basis without any financial sponsorship. Findings- There is a communication gap between the two parties (venture capitalists and business graduates), and a lack of trust in the entrepreneurial education and training offered in the educational institutions in Pakistan. The study, however, reveals the leading role of the Government in reducing this gap through certain measures. Conclusions - Some measures that can reduce the gap between venture capitalists and young graduates are: association of business schools with industry; financial institutions'initiatives to financially support the small and medium level projects of the economics and business students during their studies; establishment of placement bureaus in the business schools; and organization of regular open houses in the universities.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.4
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• pp.17-25
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• 2020

Venture debt is a prominent funding tool to promote scale-up of ventures. In the growth stage, venture firms that need large-scale funding can accelerate their growth by leveraging venture debt without diluting their shares, while venture capitals can quickly recollect their investments by accelerating the growth of the ventures they invest. By supplying venture debt, banks can diversify their asset primarily concentrated on loans, and improve the return on assets. As in the case of Silicon Valley Bank, a leading venture lender, closer cooperation between the two agents is essential to supply venture debt. One is the venture capital, an equity capital supplier, and the other is the bank, a debt capital supplier. To this end, we propose "credit risk sharing venture loans" and "venture loan pooling". The former encourages banks' participation in the venture debt market where the manager of Korean Fund of Funds, KVIC and policy guarantee schemes such as KODIT and KIBO screen or partially absorbe the risks inherent in venture loans. The latter reduces the burden of banking on individual venture loans through securitization.

• The Journal of Information Systems
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• v.10 no.1
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• pp.323-352
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• 2001

Venture business plays a great role in creating national competitive power in every country. In particular, software venture business can mostly belong to manufacturing business, and takes the top seat of core industry as the basis of globalization, informatization and localization as well as the driving force of national competitive power. However, software venture business still has some risks in the whole area of business administration including the process of business starting. There are also problems to be solved in such areas as manager's ability, leadership, talent, level of technical development, marketing channel, recruiting of marketing specialists, financial plan and fund raising. In this respect, this study divides 102 software venture businesses into two; business in the stage of growth and matured business through the analysis of questionnaire and analyzes their present managerial conditions according to their characteristics after classifying them into four categories such as general management, technical development, marketing, finance and accounting. Therefore, this study attempts to provide the basic data useful for business activities of software venture business from now on. The results are as follows; First, it can be judged that software venture businesses make efforts for their technical development in their character, and that they make a great investment in research and development. Consequently, it can be believed that this kind of investment must be continued in the future. Second, it can be seen that they are not much interested in marketing and its manpower. In fact, software venture businesses develop products technically at the risk of their life, while marketing plays an important role in the continuity of business. Thus, it is necessary for them to invest in the supplement of manpower in marketing. Third, it is observed that they generally have some difficulties in raising money from outside. By the way, it. is believed that this problem will be solved by appealing to the persons interested such as investors and creditors, if evaluation system would be developed more exquisitely so that their accounting and technical value may be appraised.

• Venture DIGEST
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• s.80
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• pp.28-28
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• 2005