• Journal of Venture Innovation
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• v.5 no.2
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• pp.111-127
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• 2022

With the progress of the 4th industrial revolution, interest in smart factories is increasing. The government is implementing a smart factory support project for small and medium-sized manufacturing companies. Therefore, in this study, factors influencing small and medium-sized enterprises(SME's) intention of smart factory acceptance were analyzed. In particular, it focused on how the perception of government support affects intention of smart factory acceptance. For the empirical analysis, a research model was established by reflecting the characteristics of SMEs and the technical factors of the smart factory centering on the technology acceptance theory. Based on the model set in this way, a questionnaire survey was conducted for employees of SMEs. In this study, a total of 231 samples of valid data were used for analysis. The empirical analysis results are as follows. It was analyzed that performance expectancy, social influence, technology utilization capability, CEO will, and employee resistance to innovation, all introduced as research variables, had a significant effect on the use intention of smart factory acceptance. In particular, it was found that employees' resistance to innovation had a negative (-) effect on their use intention. Meanwhile, to analyze the moderating effect of government support, it was divided into a group with high expectations for government support and a group with low expectations. As a result, it was found that there was a difference in the effect of CEO's will, employees' resistance to innovation, and social influence on the use intention. On the other hand, no significant difference was found in the relationship between performance expectancy, technology utilization capability on the use intention. Based on the empirical analysis results, the academic and practical implications of this study were presented.

• Journal of Venture Innovation
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• v.6 no.2
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• pp.41-65
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• 2023

This study was conducted to empirically analyse the factors that influence SMEs' intention to adopt ESG. For this purpose, we first derived the variables of usefulness of ESG and ease of adoption. In addition, we adopted CEO's will because of the importance of CEO's role in decision-making in SMEs. In addition, we added customer's request, government support, and credit evaluation reflection as institutional factors for ESG management. To examine the mediating role of attitudes and employees' innovation resistance in these relationships and how they affect ESG adoption, we set up a research model. These factors were used in the empirical analysis with 368 valid responses from the survey. Hierarchical regression analysis method using SPSS 24.0 was used for statistical analysis, and Process Macro 4.0 based on SPSS 24 was used for mediation and moderation effects. The results of the empirical analysis of this study showed that the usefulness of ESG adoption, ease of adoption, CEO's will, customer's request, government support, and credit evaluation reflection all had a positive and significant effect on the intention to adopt ESG management. In particular, among the variables affecting ESG adoption, CEO's will was found to be the most influential. Attitudes were also found to play a mediating role between the influencing factors and intention to adopt ESG management, as well as the mediating effect of employee' innovation resistance. The academic implications of this study include the identification and empirical testing of each of the influencing variables of ESG management adoption in the scarce literature on ESG in SMEs, and the prioritisation of the influence of these factors on adoption intention, which can be used to promote the adoption of ESG management. In terms of practical implications, it is important for SMEs to have a win-win relationship with large corporations, an ecosystem such as government support, in order to improve CEO awareness and motivate the CEO's will, and for smooth introduction of ESG management, it is necessary to find ways to reduce resistance through sufficient communication with organizational members to make them aware of the need.