• Journal of Technology Innovation
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• v.31 no.2
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• pp.303-332
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• 2023

This study comprises critical questions of "What kinds of intangible resources are significant to create and reinforce competitive advantages for the small and medium-sized enterprises(SMEs) that significantly influence the national economy? What kinds of capacities do SMEs need in consideration with the large changes in market environment and during crisis? With large changes to market environment, would different capacities affect performance of platform and general SMEs?" To examine these questions, I have provided Entrepreneurial Orientation, Absorptive Capacity, and Organizational Resilience as key capacities that influence the competitive advantage and performance of SMEs. In particular, I have substantiated the control effect of Organizational Resilience (a rising key capacity for enterprises in recent times) on Corporate Performance. Moreover, I have analyzed the control effect of Organizational Resilience on Corporate Performance by comparing platform and general companies, and also substantiated how control effects may vary depending on sub-factors of Organizational Resilience. The results of this study indicate that Entrepreneurial Orientation and Absorptive Capacity significantly and positively influence Corporate Performance. Organizational Resilience also demonstrate a positive influence on Corporate Performance. Notably, sub-factors of Organizational Resilience (risk preparation capacity, risk response capacity, and change initiative capacity) significantly control correlation between Entrepreneurial Orientation and Corporate Performance. Risk preparation capacity and change initiative capacity significantly control correlation between Absorptive Capacity and Corporate Performance. Additionally, the control effect of risk preparation capacity significantly control correlation between Entrepreneurial Orientation and Corporate Performance. Also, the control effect of risk response capacity correlations between Entrepreneurial Orientation and Corporate Performance demonstrated themselves significantly only in platform enterprises. The study's results indicate that Organizational Resilience not only directly influence Corporate Performance, but also strengthens Corporate Performance via mutual interaction with Entrepreneurial Orientation and Absorptive Capacity, although the control effect of Organizational Resilience may vary between platform enterprises and general enterprises. I expect such results to provide practical value to the management of small and medium-sized enterprises (SMEs).

• 한국벤처창업학회:학술대회논문집
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• 2020.06a
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• pp.25-29
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• 2020

최근까지의 국내외 투자 의사결정 요인을 살펴보면 주로 벤처캐피탈리스트 투자 성공 요인이 연구되어 왔다. 하지만, 2018년 이후 폭발적으로 증가한 투자 자금과, 우수한 스타트업의 성장으로 인해, 기업가들의 투자 거절 사례가 빈번하게 발생하고 있다. 따라서 투자자는 우수한 스타트업에 투자하기 위해 어떤 조건에서 투자를 거절당하는지 인지해야 할 필요가 있다. 본 연구는 주로 초기 창업자들에게 투자하는 국내외 벤처캐피탈리스트 7명을 인터뷰 하여 거절된 투자의 요인을 살펴보고, 우수한 스타트업 투자 유치를 위한 방향을 제시하려고 한다. 연구 결과 최근 3년 이내 투자자들은 잦은 투자 거절 경험을 하였으며, 기업가의 투자사 거절 요인은 1) 투자자의 낮은 산업 전문성, 2) 투자자의 낮은 장기 지향성이다. 먼저, 기업가는 많은 투자 기회를 인식하며, 과거와 달리 비재무적 조건에 비중을 두는 것으로 나타났다. 그 중 투자 기업의 전문성은 특히 기술 스타트업에서 많이 발견되며, 투자자가 피투자기업이 속한 산업의 기술적 이해가 낮을수록 투자가 거절될 수 있으며, 투자 목적의 경우, 투자사가 제시하는 투자의 목적이 장기 지향성이 낮을수록 투자가 거절될 수 있다. 이는 스타트업의 대표와 투자사의 상호성에도 부정적인 영향을 주기 때문이다. 따라서 초기 기술 기업에 투자하는 투자사일수록 투자사가 보유하고 있는 산업전문성과 일치하는 스타트업에 투자를 제안해야 하며, 초기 기술 기업의 기업가는 높은 기업 애착도가 있음으로, 스타트업과 컨텍하는 단계에서부터 투자사의 투자 성향에 대해 끊임없이 알리며, 장기지향적인 투자를 제안해야 한다.

• Knowledge Management Research
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• v.24 no.2
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• pp.49-63
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• 2023

Existing knowledge regarding the antecedents of the entrepreneurial orientation (EO) of firms is somewhat limited given the emphasis on its performance implications. To address this research gap, this study aims to explore the drivers of entrepreneurial orientation using the resource-based view (RBV) and contingency perspective. To test our hypotheses, this study uses 225 survey data collected from Korean exporters. Results show that the level of entrepreneurial orientation varies depending on organizational characteristics such as firm size and internationalization of the firm. Our findings also support the tenet of the contingency perspective by showing the influences of environmental characteristics such as technological turbulence and market uncertainty on the entrepreneurial orientation of firms. Our empirical research provides academic and practical implications for the field of entrepreneurship.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.3
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• pp.31-41
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• 2021

This exploratory study focuses on ascertaining the cross-cultural differences in the perception of entrepreneurial orientation among university students in Korea, China, and Japan. Total 670 university students from the three culturally diverse environments were administered questionnaires designed to determine the differences in individual entrepreneurship orientation(IEO). Data was analyzed using IBM SPSS Statistics 23 version. ANOVA was used to test the established hypotheses. Statistically significant differences were found among the three groups of university students in IEO. China displayed the highest level of IEO followed by Korea and then Japan. Japan is less likely to be committed to entrepreneurial activity than Korea and China. The finding implies the sociocultural effect may come into play when young people forms positive attitude on entrepreneurship, that is identical to the arguments of prior studies. This study, however, has contributed to the literature by adding empirical evidence first time on different perceptions of IEO sub-scales by Korean, Chinese and Japanese university students. Theoretical and practical implication have been presented, where the importance of nurturing pro-activeness was stressed for Korean university students, most of all.

• The Journal of the Korea Contents Association
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• v.20 no.4
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• pp.348-357
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• 2020

Discussions on entrepreneurship are increasing, but the methodology that can be applied to actual small to mid-sized businesses and venture firms is insufficient, and research on measuring achievement and application is lacking. In this regard, this paper analyzed actual proof on the relationship among entrepreneurial orientation, R&D capabilities, market share, and the creation of BSC future values that can be empirically applied to small to mid-sized businesses and venture firms. A factor analysis and hypothesis verification have been conducted with the SEM model utilizing SmartPLS 3.0 on the recent 7th year (2017) data from the Human Capital Corporate Panel (HCCP) of the Korea Research Institute for Vocational Education and Training. The actual proof analysis revealed that entrepreneurial orientation creates a positive influence on R&D capabilities and the creation of BSC, and also on market share, with R&D capabilities as a parameter. On the other hand, the relationship between entrepreneurial orientation and market share proved to be not statistically meaningful. Future value creation of BSC also could not mediate the relation between entrepreneurial orientation and market share. Therefore, this research has proven that a company must cultivate its personnel's R&D capabilities with their entrepreneurial orientation. Furthermore, it is a significant fact that BSC, the conventional measuring tool for performance management, could not mediate the relationship between entrepreneurial orientation and market share. Future companies aiming at innovation should consider developing a new index that could measure the corporate-level entrepreneurship and conduct performance management.

• Knowledge Management Research
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• v.24 no.2
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• pp.27-48
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• 2023

The COVID-19 pandemic has highlighted the importance of firm resilience, particularly for small and medium-sized enterprises (SMEs). This study aimed to investigate the concept of SME resilience, the role of entrepreneurial orientation in enhancing firm resilience, and the impact of top management networking capability on this relationship. The study defined firm resilience as consisting of adaptation capacity and recovery capacity and conducted a survey of 187 domestic SMEs for empirical verification. The findings indicate that entrepreneurial orientation is a critical factor in enhancing firm resilience. Furthermore, the networking capability of top management may also contribute to firm resilience, but it weakens the relationship between entrepreneurial orientation and firm resilience as a moderating variable. In crisis situations, SMEs tend to rely more strongly on existing networks, rather than engaging in new network to acquire new resources, information, and knowledge, which can hinder their ability to adapt and recover. This study contributes to the further development and understanding of SME resilience, which is essential for enterprises to overcome crises and return to pre-shock levels.

• Journal of Industrial Convergence
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• v.22 no.6
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• pp.73-80
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• 2024

In this study, the impact of entrepreneurial orientation subfactors on organizational performance in the health and social welfare services industry was examined. Accordingly, responses from 272 organizations in this industry that participated in the corporate section of the 2022 Entrepreneurship Panel Survey conducted by the Korea Entrepreneurship Foundation were used. A regression analysis was performed on the data using the SPSS 25.0 program. According to the analysis, the entrepreneurial orientation subfactors of autonomy, proactiveness, innovativeness, and competitive pursuit had positive impacts on organizational performance. Risk-taking, on the other hand, had no effect on organizational performance. Based on these findings, building an entrepreneurial-oriented organizational culture and strengthening compensation to promote an entrepreneurial orientation are recommended.

• Journal of Korea Society of Industrial Information Systems
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• v.18 no.6
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• pp.127-140
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• 2013

This paper investigates the role of corporate entrepreneurship for enhancing a firm's market orientation and competence. It distinguishes exploitive competence enhancement from explorative competence enhancement. The results reveal that corporate entrepreneurship influences both exploitive competence enhancement and explorative competence enhancement. Interestingly, among the components of market orientation, competitor orientation plays key roles, facilitating interfunctional coordination, and thus increasing exploitive competence enhancement and explorative competence enhancement. However, customer orientation affects only explorative competence enhancement.

• Proceedings of the KAIS Fall Conference
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• 2011.12a
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• pp.78-81
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• 2011

The main object of this study is explore to be consider a mediation model on the entrepreneurial orientation, market orientation, and business performance of the non-profit organization in the Western Gyeongnam and Busan Regions of South Korea. As a result, the $H_1$ was not shown to significantly the financial performance, and From $H_2$ to H8 was adopted to be effect on the variable. This study will be able to become data that is suitable system introduction in various field of Not-Profit organization and sector.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.2
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• pp.191-198
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• 2019

This paper attempts to understand the factors that affect the social and economic performance of social venture and thereby obtain practical and useful implications. We analyze how such factors as social entrepreneurship, management competency, and organizational culture affect economic and social performance of 185 social venture in korea. In addition, we examine how government support may moderate the relationship of each variable. We find that innovativeness, proactiveness, risk-taking and social value orientation positively affect economic performance, whereas innovativeness, proactiveness and social value orientation can enhance social performance. We also learn that social entrepreneur's competency can have a direct effect on the enterprise's profitability, while organizational culture seems to affect performance of the companies only slightly. Government support is shown moderate effect of social entrepreneurship, competency, and organizational culture on the company's performance. Interestingly, our findings indicate that raising competency of social enterprise can be more effective than government support for enhancing performance of companies. Lastly, social venture's economic performance is shown to affect its social performance.