• World Technopolis Review
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• v.3 no.3
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• pp.114-121
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• 2014

This paper presents two cases of Science and Technology Parks (STPs), from Malaysia and India, that are driven by business organisations in partnership with governments. The need to locate the STP near to a university or a research institute has been considered crucial to attract firms to the STP - but in this paper, we illustrate the efforts to develop a locally relevant STP through the cases of Pahang Bio Science in Malaysia and the ICICI Knowledge Park (now known as IKP) in Hyderabad India. These two developments are anchored by business organisations that are playing a pivotal role in their development. The government plays a supporting role in terms of policy and supplying certain complementary resources. In addition, we note that the government support also provides legitimacy for the business organisation developing the STP. In the case of the Malaysian STP, we note the approach is towards inclusive development by developing linkages to local communities, and in the case of the Indian STP, one can see the development of the STP in a dynamic way changing according to the needs of the sector. Especially interesting is the foresight by the nodal business organisations in developing the STPs.

• Asian Journal of Innovation and Policy
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• v.5 no.3
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• pp.225-250
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• 2016

This paper aims to explore the institutional difference between Tsinghua University Science Park (TusPark) in Beijing, and business incubator of Research Institute of Tsinghua University in Shenzhen (RITS), and to examine how the difference leads to different new product performance for tenants. In doing so, we use survey methodology to investigate the innovation sources, university linkages, and innovation outputs of tenants in TusPark and RITS. We found that tenants in RITS reply more on "market-driven" knowledge sources for innovation: including knowledge from customers, suppliers, and competitors. The empirical findings suggest that the technology support provided by RITS and the high dependency on "market-driven" knowledge sources jointly contribute to the better new product performance for tenants in RITS.

• Korean Management Science Review
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• v.15 no.2
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• pp.239-257
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• 1998

Facing the globalization of world economy, intense market competition, radical change of information technology, firms are obliged to create a new type of organizations characterized by flexibility and adaptability to new and dynamic environments. This paper reviews the theories of complexity in physics briefly and discusses the implications of them on the management of business organizations. It analogizes the core concepts from complexity theories such as cooperative phenomena, self-organization, adaptation, positive feedback, and butterfly effect, and attempts to identify their implications on business management. Particularly, it suggests principles of 'Fractal' management which apply the fractal structure to the business organization.

• Korean Management Science Review
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• v.27 no.3
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• pp.197-211
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• 2010

This research applies Blattberg's CE (customer equity) model to B2B business context. Through the model we estimate customer lifetime value of a Korean semiconductor manufacturer. The results show that Blattberg model has limiting applicability to B2B business context. To overcome the limits, several suggestions were made. The main suggestion was predicting maintenance costs for different customers groups and including decision variables regarding marketing costs that would help building a differentiated CE model for the B2B business context.

• Proceedings of the Safety Management and Science Conference
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• 2011.11a
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• pp.145-155
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• 2011

Ten years have passed since the establishment of KOSHBA(Korea Small and medium enterprises Hybrid Business Association). KOSHBA is composed of over 400 regional groups; over 6,000 enterprises are participating in the association. To become a dynamic and vital association, it is necessary to share, learn, and discuss their managerial problems based on mutual trust and respect at the regular monthly meeting.

• Proceedings of the Safety Management and Science Conference
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• 2008.11a
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• pp.371-382
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• 2008

Ten years have passed since the establishment of KOSHBA(Korea Small and medium enterprises Hybrid Business Association). KOSHBA is composed of over 400 regional groups; over 6,000 enterprises are participating in the association. To become a dynamic and vital association, it is necessary to share, learn, and discuss their managerial problems based on mutual trust and respect at the regular monthly meeting.

• Journal of the Korean Operations Research and Management Science Society
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• v.38 no.4
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• pp.65-78
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• 2013

Circular shareholding is established when at least three member firms in a business group hold stock in other member firms and form a series of ownership in a circular way. Although there have been many studies which investigated a negative effect of circular shareholding on firm's value, few studies have discussed how to resolve the problem given complicated ownership structures of large business groups. This paper is based on a mixed integer programming model, which was proposed in the author's previous research and can identify the ownership share divested in order to resolve circular shareholding. Since the optimization model becomes too complicated for large business groups and requires a sophisticated software to solve it, we propose a simple heuristic method that can find a good approximate solution to the model. Its applications to twelve Korean large business groups show that the heuristic method is not just computationally attractive but also provides near-optimal solutions in most cases.

• Journal of the Korean Operations Research and Management Science Society
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• v.39 no.4
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• pp.97-113
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• 2014

Circular shareholding refers to a situation where at least three member firms in a business group have stock in other member firms and establish a series of ownership in a circular way. Although many studies have focused on the ultimate effect of circular shareholding on firm's value and profitability, there have been few studies which address how to resolve circular shareholding from the perspective of optimization theory. This paper proposes a heuristic method for identifying shareholdings which need to be cleared in order to settle the problem of circular shareholding in a business group. The proposed heuristic tries to maximize the sum of voting rights the controlling family has in its business group firms. The applications results confirm that the heuristic provides near-optimal solutions for most of 16 Korean large business groups involving circular shareholding.

• Journal of Distribution Science
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• v.17 no.5
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• pp.5-17
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• 2019

Purpose - This study aims to exploratorily analyze relationship among pressure on business failure, social safety net perception, and entrepreneurial intention targeting potential business founders - pre-entrepreneurs and re-entrepreneurs. Research design, data, and methodology - Out of 450 collected surveys, 386 were used for analysis. Among these, 216 were from pre-entrepreneurs and 170 were from re-entrepreneurs. Frequency analysis, reliability and validity analysis, and regression analysis were performed. Results - In analysis of pre-entrepreneur and re-entrepreneur's pressure on business failure and social safety net perception, objective environment perception - a subfactor of social safety net perception - had statistically significant difference between the two potential entrepreneur groups. Conclusions - We categorized potential entrepreneurs into pre-entrepreneurs and re-entrepreneurs. Also, the current study suggests importance of social safety net to vitalize food service business startup by validifying its mediating effect between pressure on business failure and attitude towards restaurant business establishment. This research also established groundwork for future studies on ways to improve entrepreneurial intention or startup business sustainability by deducing social safety net perception difference between pre-entrepreneurs and re-entrepreneurs. This study was able to analyze relationship between those two groups in terms of entrepreneurial intention and startup business sustainability.

• Journal of Korean Institute of Industrial Engineers
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• v.41 no.6
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• pp.530-539
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• 2015

A business model (BM) can be developed based on a business model framework (BMF) consisting of key components such as value proposition, customers, and resources. To systematically generate and analyze emerging BMs such as healthcare BM, an integration of diverse BMF components is needed. The present study is to establish a comprehensive BMF and evaluate its applicability to healthcare BMs. Based on a review of eight BMF studies, ten BMF components were identified and classified into five major components (value proposition, resources, organizing model, customers, and revenue model) and five minor components (technology, service platform, delivery, competitive strategy, and growth/exit) by analyses of frequency and functional importance. Lastly, the BMs of three emerging healthcare companies (WellDoc, Inc., CFW Shops, and Aravind Eye Care System) were analyzed and compared in terms of the proposed BMF components. The comprehensive BMF components presented in the study can be of help for developing new BMs and analyzing the strengths and weaknesses of BMs.