• Journal of Korea Society of Industrial Information Systems
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• v.22 no.6
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• pp.85-94
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• 2017

In this study, we argue from the Resource-Based View and Signaling Theory that Independent and Corporate VC firms have Different Impacts on time to IPO due to their Different Interests, Motivations, and Resources. Independent VC firms are primarily Financial Oriented, but Corporate VC firms generally are Strategic in Orientation. The results of this study indicate that the time to IPO is differentiated between Corporate VC firms and Independent VC firms. The results show that Independent VC firms have shorter the time to IPO compared to the time to IPO of Corporate VC firms. In addition, this study suggests that it is necessary for firms to select a venture capital that suits their situation and secure a competitive advantage. Using a sample of 300 IPOs from 2010 to 2016, we found Support for the Hypotheses that Independent VC and Corporate VC Ownership are Positively Associated with Time to IPO, whereas Time to IPO of Corporate VC Ownership is Longer than that of Independent VC Ownership.

• Journal of Digital Convergence
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• v.16 no.11
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• pp.237-253
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• 2018

In a rapidly changing environment, dynamic resources have become important factors for companies, the use of Big Data come into focus new core value of business but researches on the major resources and capabilities of companies are insufficient. In this study, the effect of dynamic capability and entrepreneurial orientation in the SMEs on the intention of Big Data utilization are explored. For the purpose of empirical analysis, the survey condusted of 364 domestic SMEs to analyze the effect of dynamic capability on the intention of Big Data utilization through entrepreneurial orientation, performed a parallel multi-parameter analysis of using SPSS Win Ver.22.0 and PROCESS macro v3.0. The results of hypothesis testing showing that dynamic resources and entrepreneurial orientation had positive influence intention of big data utilization. For the determinants of Big Data utilization related to AI it provide suggestions thereby improving the understanding of dynamic capabilities and entrepreneurial orientation and helping to improve the management of SMEs.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.4
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• pp.127-138
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• 2016

Outsourcing enables firms to use external resources in efficient and effective manner by adopting the best practice of industry. It also helps firms improve their business process which may result in seizing or creating new business opportunity. Collaborating with outstanding BPO(business process outsourcing) providers offer a great deal of advantage that could access to new knowledge, technology, intellectual and material resources that firms do not own. This study was designed to provide in-dept understanding of key elements that may affect the attitude towards BPO of entrepreneurs using 99 samples comprised SME & Venture business owners. Specifically, this study aims to test and analyse the relationship between attitude towards BPO and 4 independent variables including cost reduction, core competence, specialized resources and quality improvement. The analysis results show that core competence, specialized resources and quality improvements have all positive relationships with the attitude towards BPO. However, exceptionally cost reduction is not associated positively with the attitude towards BPO which was against our expectation. Theoretical discussion and practical implication on the analysis results are provided.

• The Journal of the Korea Contents Association
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• v.12 no.1
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• pp.308-317
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• 2012

In this study, we searched for ways of the demand, the building up of strategic, collaborative networks plan activation of the local area network status by the current social enterprise and the direction of the future resources rinks, conducted by a case study of the (preliminary) social enterprise network-building activities based in Gwangju Metropolitan City and Jeju Special Self-Governing Province. By the study findings, local resources that the two regions social enterprise wants to connect are the most numerous in enterprise, public agencies and local media, followed by professionals' pro bo no, private organizations, volunteer groups. Hope for Information in conjunction is revealed in order by purchasing items, labor and financial support, public relations, purchasing service, marketing and a joint venture. For the conjunction, participating related events, the assistance of government agencies and related organizations joined, the role of chief engineer are emerged in order while they are performing work. By the findings, for the activation of local resources links of the social enterprises, it is necessary to impelled cooperation system between activating local profit companies, universities and one company ; a social enterprise and to uncovered volunteer activities of the community. Also, sparking, solidarity and building trust for social enterprises are derived as a ethical and alternative consumer movement.

• Environmental and Resource Economics Review
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• v.4 no.1
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• pp.17-40
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• 1994

스웨덴의 펄프 제지산업을 대상으로 관찰해 보면 대부분의 기업은 허가된 수준보다는 덜 오염시키고 있다. 이를 설명하기 위하여 우리는 환경 부하(waste load)가 확률적이라는 가정에 의존하는 접근법을 제안하였다. 동 모델에 따르면 기업은 너무 높은 기대벌금을 회피하기 위하여 평균적으로 허용된 수준보다는 덜 오염시키는 것이 이윤을 가짐을 알 수 있다. 그 이유는 허가된 수준과 기대된 환경 부하의 차이가 제한규정을 위반하지 않는 확률을 증가시키기 때문이다. 우리의 이론으로부터 나타나는 또 다른 결과는 규제의 변화가 기업의 이윤과 환경에 주는 영향은 대부분의 경우에 적발되는 확률, 지불하는 벌금 수준 그리고 불확실성을 가능한한 줄이기 위해 드는 비용에 대한 기업의 인식에 달려 있다는 것이다. 오염배출의 확률분포에서 분산을 감소시키는데 드는 비용이 계획된 배출량을 감소시키는 데 드는 비용에 비해서 적다면, 기업은 오염 배출을 증가시키는 것이 이득이 됨을 발견할 것이며, 분산을 감소시킴으로서 규제준수 확률을 증가시킬 것이다. 우리는 동 산업에서 허가시스템이 기업들에게 영향을 미쳐왔다는 것을 실증분석을 통해 발견하였다. 더구나, 비표백 펄프와 쇄목 펄프를 생산하는 기업은 표백 펄프를 생산하는 기업보다 허가된 배출수준의 변화에 더 민감한 것처럼 보임을 발견하였다.

• The Magazine for Energy Service Companies
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• s.54
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• pp.18-19
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• 2008

• The Magazine for Energy Service Companies
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• s.53
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• pp.18-19
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• 2008

• The Magazine for Energy Service Companies
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• s.51
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• pp.16-17
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• 2008

• The Magazine for Energy Service Companies
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• s.50
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• pp.16-17
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• 2008

• The Magazine for Energy Service Companies
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• s.48
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• pp.16-17
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• 2007