• Journal of Korean Society of Industrial and Systems Engineering
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• v.35 no.4
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• pp.202-210
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• 2012

This study was analyzed based on the core competencies that Small Giant enterprises to foster the goals of growth of SMEs mid-sized businesses rather than Global Small Giant enterprises of the business model for a causal relationship. As the result, the average age, sales and number of employees of Korean small giants were 20.6 years, 148.8 billion won and 312.1. This research investigated that Korean small giants were realizing the sustainable growth with the firm shares in the target markets, based on added values in groups and technical powers, although their average age is one third younger than global small giants. The further research needs to develop and select small giants more precisely and strictly. It is expected that small giants will be new growth engines to improve global competitiveness of Korea.

• Proceedings of the Korea Contents Association Conference
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• 2016.05a
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• pp.323-324
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• 2016

부산광역시 선도기업을 중심으로 한국형 히든챔피언(글로벌강소기업, 월드클래스300)에 선정된 기업의 특성을 분석하여, 부산 지역의 중소 중견기업이 정부의 중견기업지원 사업을 신청 하여, 선정 시 우위에 설 수 있는 전략을 수립하고자 한다. 또한 2016년부터 시행되는 부산광역시 선도기업과 한국형 히든챔피언의 중간 단계인 '부산형 히든챔피언 육성사업'에 도움이 될 수 있는 시사점을 도출한다.

• The Safety technology
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• no.202
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• pp.16-17
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• 2014

오륜은 지난 1989년 설립 이래 지금까지 지속 성장을 거듭하고 있는 대표적인 강소(强小)기업이다. 이 전남 여수의 작은 기업이 어떻게 200여 명의 사원을 거느린 탄탄한 중견기업으로 성장할 수 있었을까. 이에 대한 해답은 '경영자의 높은 안전의식'에서 찾을 수 있다. 오륜의 창업자이자 현 경영자인 이기동 대표는 국내 주요 화학회사에서 근무를 하며 IFP공정 등 화학전문과정을 수료한 화학공정전문가로, 설립 초기부터 안전을 경영의 핵심가치로 내세웠다. 기업의 지속 성장을 위해서는 반드시 안전이 뒷받침 돼야한다는 것이 그의 철학이었다. 이런 이대표의 굳은 신념에 따라 오륜은 체계적인 안전관리시스템을 구축하고, 이를 바탕으로 기술력을 향상시켜나갔다. 그리고 그 결과 삼성SDI 등 국내 굴지기업들의 협력사이자 삼성전자의 주력 제품에 부품을 공급하는 핵심 기업으로 거듭났다. 또한 이 대표는 올해 대한산업안전협회로부터 감사패를 수여 받는 등 안전문화 확산에 대한 높은 공로를 대내외에서 인정받았다. 안전경영의 표본으로 올라선 이기동 대표를 찾아 그의 경영방침과 안전철학에 대해 들어봤다.

• The Journal of the Korea Contents Association
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• v.16 no.10
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• pp.150-162
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• 2016

This study empirically analyze the effect of government R&D investment to find out whether it complements or substitutes for the firm R&D. In order to do it panel data set was constructed for the period of three years from 2012 to 2014 based on the number of 1301 data by utilizing national technology information service(NTIS) and publicly announced financial statement. Analysis was implemented in consideration of size of the firm(large corporation, small and medium sized firm) of which sample was obtained from only listed company. The result of two-way fixed effect model and two-way random effect model is as follows. In case of large corporation, government R&D investment has an effect of substitute for the company's R&D on the other hand, small and medium sized firm shows an complementary effect. It verifies that current R&D policy is appropriate. Therefore government's direct subsidy is expected to be successful to fertilize firm's innovation by allocating government R&D budget efficiently.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.4
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• pp.121-133
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• 2020

This study aims to measure the result of R&D support projects on the beneficiary companies of the World Class 300 project, a representative domestic middle market enterprise incubation project. In particular, beneficiary companies were classified into industry groups(materials, components, equipment, modules, consumer goods) and the empirical study was conducted on how the result of R&D support project was differentiated by each industry group's characteristics. The analysis was performed on 272 companies selected as WC300 project during 2011 to 2017. The result of Panel regression Analysis confirmed that R&D support project had divergent influences on the performance (net profit) of companies depending on which industry group they belong. The samples of materials, components, equipment companies turned out not to have statistical significance. The samples of modules companies showed negative correlations, while those of consumer goods was observed to have positive correlations. This study demonstrates that it is essential to plan and implement policies suited to the characteristics of each industry groups to maximize the effect of R&D support projects henceforward.

• International Commerce and Information Review
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• v.15 no.4
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• pp.341-366
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• 2013

The term, Mittelstand, has no exact english translation for the definition, but, today, Mittelstand refers to small and medium-sized enterprises(SME), mostly family-owned firms in Germany. The Mittelstand is called the backbone of the German economy because it drove the economic miracle after World War II. During the global recession and the euro zone's debt crisis in recent years, in which european businesses have faced the near-collapse of competitiveness particularly in manufacturing, the German exports are booming and exceeded exports of China in 2012. Most importantly, the Germany economic performance has been widely attributed to the strength of the Mittelstand. Many of countries, even some leading public companies are seeking to emulate the success of the Mittelstand. Investors evaluate that many of Germany's investable "hidden champions" are Mittelstand companies. The purpose of this study is to present some of answers to the following questions: Firstly, what makes the German Mittelstand so successful? Secondly, what does the success of the German Mittelstand mean for the Korean SMEs in global competitiveness? Thirdly, what Korean government has to do improve the global competitiveness of the Korean SMEs? Some discussions in this study mention the managerial implications for Korean exporting SMEs particularly in manufacturing. Several factors that account for the success of the German Mittelstand are technological excellence and the tradition of family-owned management, concentration on niche market and globalization, and institutional supports. There are some of important lessons to be learned from the German Mittelstand. If the purposes of Korean SMEs want to remain in the sustainable competitive advantage and withstand unforeseen economic turbulences in the future, they must be able to meet the followings: 1) Technology that meets the global standard or exceeding it 2) Competitiveness in price in the global market 3) Active involvement in the globalization process, utilizing various entry modes Innovative products at globally competitive price are a crucial point for Korean exporting SMEs to achieve their competitive edge over others in the target markets abroad. It is time for Korean SMEs to cultivate a core competence in manufacturing in order to position Korea as a global manufacturing hub with SMEs leading.

• The Journal of Information Systems
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• v.32 no.4
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• pp.229-245
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• 2023

Purpose This study aims to understand the inclinations of young job seekers towards "hidden champions" - small but competitive companies that are emerging as potential solutions to the growing disparity between youth-targeted job vacancies and job seekers. We utilize machine learning techniques to discern the appeal of these hidden champions. Design/methodology/approach We examined the characteristics of small and medium-sized enterprises using data sourced from the Ministry of Employment and Labor and Youth Worknet. By comparing the efficacy of five machine learning classification models (i.e., Logistic Regression, Random Forest Classifier, Gradient Boosting Classifier, LGBM Classifier, and XGB Classifier), we discovered that the predictive model utilizing the LGBM Classifier yielded the most consistent performance. Findings Our analysis of the relative significance of preference determinants revealed that industry type, geographical location, and employee count are pivotal factors influencing preference. Drawing from these insights, we propose targeted strategic interventions for policymakers, hidden champions, and young job seekers.

• The Journal of Small Business Innovation
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• v.19 no.4
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• pp.19-39
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• 2016

With increasing adoption of smart products and complexity, companies have shifted their strategies from stand alone and competitive strategies to business ecosystem oriented and cooperative strategies. The win-win growth of business refers to corporate efforts undertaken by companies to pursue the healthiness of business between conglomerates and partnering companies such as suppliers for mutual prosperity and a long-term corporate soundness based on their business ecosystem and cooperative strategies. This study is designed to validate a theoretical proposition that the win-win growth strategy of Samsung Electronics and cooperative efforts among companies can create a healthy business ecosystem, based on results of case studies and surveys. In this study, a level of global market access of small and mid-sized companies is adopted as the key achievement index. The foreign market entry is considered as one of vulnerabilities in the ecosystem of small and mid-sized enterprises (SMEs). For SMEs, the global market access based on the research and development (R&D) has become the critical component in the process of transforming them into global small giants. The results of case studies and surveys are analyzed mainly based on a model of a virtuous cycle of Creativity, Opportunity, Productivity, and Proactivity (the COPP model) that features the characteristics of the healthiness of a business ecosystem. In the COPP model, a virtuous circle of profits made by the first three factors and Proactivity, which is the manifestation of entrepreneurship that proactively invests and reacts to the changing business environment of the future, enhances the healthiness of a given business ecosystem. With the application of the COPP model, this study finds major achievements of the win-win growth of Samsung Electronics as follows. First, Opportunity plays a role as a parameter in the relations of Creativity, Productivity, and creating profits. Namely, as companies export more (with more Opportunity), they are more likely to link their R&D efforts to Productivity and profitability. However, companies that do not export tend to fail to link their R&D investment to profitability. Second, this study finds that companies with huge investment on R&D for the future, which is the result of Proactivity, tend to hold a large number of patents (Creativity). And companies with significant numbers of patents tend to be large exporters as well (Opportunity), and companies with a large amount of exports tend to record high profitability (Productivity and profitability), and thus forms the virtuous cycle of the COPP model. In addition, to access global markets for sustainable growth, SMEs need to build and strengthen their competitiveness. This study concludes that companies with a high level of proactivity to invest for the future can create a virtuous circle of Creativity, Opportunity, Productivity, and Proactivity, thereby providing a strategic implication that SMEs should invest time and resources in forming such a virtuous cycle which is a sure way for the SMEs to grow into global small giants.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.6 no.1
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• pp.109-132
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• 2011

While the resource-based view suggests that a firm's competitive advantage rests on a set of valuable, rare and inimitable resources more generally (Barney, 1991), research in new firms has more specially indicated a link between initial resources and early performance and survival (Bruderl and Schussler, 1990; Fichman and Levinthal, 1991; Carroll et al., 1996). The RBV primarily focuses on the particular resources, and their characteristics, that provide the potential for advantage (Conner, 1991). Yet in order to realize this advantage, organizations must not only develop their resources, but also effectively deploy them (Admit and Shoemaker, 1993). This suggests that advantage from resources may reside in both the input (resource development) side and the output (resource deployment) side. This research looks at venture survival as a function of both the resources a firm owns, and the resources it can access from others. We focus more specifically on technology resources, which are among a technology-based firm's most critical resources (Itami, 1987). In addition, technological knowledge can contribute a large portion of the value of a firm's products (Goodman and Lawless, 1994). We look at both the input and output side: the pool of technology resources that serve as an input to a firm's activities, and the market that values and purchases the output of this activity. We take an international perspective, examining whether resources explain internationalization on the input and output side, and in turn, whether this internationalization can explain survival. We explore three sets of questions. First, can survival in entrepreneurial firms be explained as a function of the resources a firm owns, and beyond that, to those the firm can access, and still further, to those the firm can access internationally? Second, do resources explain internationalization on both the input and output side? And finally, does internationalization explain survival? Implications for theory include extending the RBV to not only include a firm's resources, but its access to the resources of other entities. In addition, examining internationalization on both the input and output side enables us to understand not just the potential advantage of resources, but the manner in which they are deployed as a source of advantage. This research also contributes to the literature on international entrepreneurship by examining whether internationalization can explain survival for early stage firms. For practitioners, this research will provide insights on the importance of building alliances and, in so doing, broadening an organization's perspective about the technology resources available to the firm on the input side. The study will also inform practitioners about the value of maximizing the market for a firm's valuable resources. In addition, this research provides an extraordinary opportunity to access a large, comprehensive, and longitudinal dataset on technology-based ventures in Korea.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.43 no.1
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• pp.42-49
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• 2020

This study is an empirical research to find out the effect on the management performance of hidden champions of food manufacturing companies when using blue ocean strategy for new product development. In order to achieve the purpose of this study, we conducted a questionnaire survey on hidden champions in the domestic food manufacturing industry and proceeded empirical analysis. When small and medium-sized enterprises in food manufacturing industries develop a new product, searching for non-customer, rebuilding the market boundary, and linking the external networks have a significant impact on their management performance. However, the fair procedure did not have a significant effect on the management performance. In terms of relative influence, rebuilding the market boundary was most affecting, followed by searching for non-customer and linking the external networks. On the other hand, this study implicated the management performance of hidden champions of food manufacturing industries when new products is developed by using the blue ocean strategy. Obtained results are as follows. If small and medium-sized enterprises of food manufacturing industries develop new products, it will be able to improve the management performance by utilizing strategies such as searching for non-customer, rebuilding the market boundary, and linking the external networks. In particular, the rebuilding the market boundary among the blue ocean strategies has a relatively high impact on management performance.