• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.2
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• pp.27-42
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• 2015

The aim of this research is to investigate the difference in the capturing opportunities for each type of venture companies in the industry undergoing competition of a dominant design and then figure out the reason why they can be successful. Existing studies on venture companies are focused on the way to enhance a firm's competencies by acquiring and combining its resources. However, it is important for startups which have a lack of resources and capabilities to capture the opportunity to survive by understanding a changing environment. This study is focused on opportunity capture and strategic response to a changing environment and attempts to select and observe startup companies which are able to capture the opportunity and enter the market in the industry undergoing dominant design competition. In order to find out its difference in different types of business, we select one case from hardware startups and the other from software startups. According to the result of this study, the hardware startup focuses on market extension by lowering their prices and the software startup strives to induce more users to participate by the universalization of enabling technology so as to extend and standardize their technology in the environment undergoing dominant design competition. This feature of environment leads the difference in the approach for successfully capturing opportunity and thus hardware firms need to recognize the opportunity with profit potential from relationship with a number of cooperative firms while software firms need to identify the opportunity for extension of enabling technology which can be used by many users.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.6
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• pp.183-198
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• 2014

This study analyzed the effect of NPD(New Product Development) strategy and standardized NPD activity on NPD performance in KODAK companies. As a result of this study, companies with a specific NPD strategy that can lead and integrate NPD programs were 48.5% and companies without NPD strategy were 51.5% among KOSDAQ companies, which showed that companies without NPD programs were relatively higher than companies with NPD programs. According to result of NPD performance, success rate of new product showed 51.2% and success rate of new product revenue showed 44.87%, but respondents who evaluated NPD performance as "very successful" and "successful" were 53% based on the study of 77 various industries by Kuczmarski & Associates in America in 1993, and the companies in this study showed relatively below-average marks to the result of the study examined by USA PDMA in 1995 as compared to 59% of NPD success rate according to the 2nd study of best practice in 1995 by USA PDMA(Product Development & Management Association). As a result of testing the difference between NPD performances depending on whether company has NPD strategy or not, it showed a significant difference in success rate of NPD depending on NPD strategy and had a higher success rate of NPD as company has NPD strategy. Although NPD activity does not provide with documented process, companies which follow clearly recognized procedure until individual business for product development is completed were 39.6%, indicating that KOSDAQ companies still have fewer standardized NPD procedure than USA companies with 76% as compared to the result of 1990 PDMA in America. As a result of ANOVA test, NPD success rate showed the difference depending on the presence of officially documented process. As a result of Scheffe and Bonferroni test as post hoc test, companies with officially documented process, carrying out a series of business in a given section showed a higher NPD success rate by 18.385 at the 5% significance level than companies with individual business procedure without officially documented process. The difference of this research from the previous studies is that the findings of PDMA in America throughout the United States were applied to the domestic KOSDAQ companies. In addition, the existing studies related to NPD in Korea were conducted for some limited industries in the past, but this study was applied to various industries of KOSDAQ companies. The implications of this study suggest that it is necessary for KOSDAQ Industry Association or other related governmental departments to educate and guide the standardized process about NPD for increasing survival rate and reinforcing competitiveness of the companies.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.4
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• pp.193-216
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• 2020

Due to the recent mid- to long-term slump and falling growth rates in the global economy, interest in organizational structures that create new products or services as a new alternative to survive and develop in an opaque environment both internally and externally, and enhance organizational sustainability through changes in production methods and business innovation is increasing day by day. In this atmosphere, we agree that the growth of small and medium-sized venture companies has a significant impact on the national economy, and various efforts are being made to enhance the technological innovation capabilities of the members so that these small and medium-sized venture companies can enhance and sustain their performance. The purpose of this study is also to investigate how the technological innovation capabilities of small and medium-sized venture companies correlate with the performance of knowledge management and to analyze the role of network capabilities to organize the strategic activities of enterprise to obtain the resources and organizational capabilities to be used for value creation from external networks. In other words, research was conducted on the impact of technological innovation capabilities of small and medium venture companies on knowledge management performance by using network capabilities as parameters. Therefore, in this study, we would like to verify the hypothesis that innovation capabilities will have a positive impact on knowledge management performance by using network capabilities of small and medium venture companies. Economic activities based on technological innovation capabilities should respond quickly to new changes in an environment where uncertainty has increased, and lead to macro-economic growth and development as well as overcoming long-term economic downturns so that they can become the nation's new growth engine as well as sustainable growth and survival of the organization. In addition, this study was conducted by setting the most important knowledge management performance within the organization as a dependent variable. As a result, R&D and learning capabilities among technological innovation capabilities have no impact on financial performance. In contrast, it was shown that corporate innovation activities have a positive impact on both financial and non-financial performance. The fact that non-financial factors such as quality and productivity improvement are identified in the management of small and medium-sized venture companies utilizing their technological innovation capabilities is contrary to a number of studies by those corporate innovation activities affect financial performance during prior research. The reason for this result is that research companies have been out of start-up companies for more than seven years, but sales are less than 10 billion won, and unlike start-up companies, R&D and learning capabilities have more positive effects on intangible non-financial performance than financial performance. Corporate innovation activities have been shown to have a positive (+) impact on both financial and non-financial performance, while R&D and learning capabilities have a positive (+) impact on financial performance by parameters of network capability. Corporate innovation activities have been shown to have no impact on both financial and non-financial performance, and R&D and learning capabilities have no impact on non-financial performance. It could be seen that the parameter effects of network competency are limited to when R&D and learning competencies are derived from quantitative financial performance. It could be seen that the parameter effects of network competency are limited to when R&D and learning competencies are derived from quantitative financial performance.

• Journal of Intelligence and Information Systems
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• v.24 no.1
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• pp.25-52
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• 2018

This study performs social network analysis based on consumer sentiment related to a location in Seoul using data reflecting consumers' web search activities and emotional evaluations associated with commerce. The study focuses on large commercial districts in Seoul. In addition, to consider their various aspects, social network indexes were combined with the trading area's public data to verify factors affecting the area's sales. According to R square's change, We can see that the model has a little high R square value even though it includes only the district's public data represented by static data. However, the present study confirmed that the R square of the model combined with the network index derived from the social network analysis was even improved much more. A regression analysis of the trading area's public data showed that the five factors of 'number of market district,' 'residential area per person,' 'satisfaction of residential environment,' 'rate of change of trade,' and 'survival rate over 3 years' among twenty two variables. The study confirmed a significant influence on the sales of the trading area. According to the results, 'residential area per person' has the highest standardized beta value. Therefore, 'residential area per person' has the strongest influence on commercial sales. In addition, 'residential area per person,' 'number of market district,' and 'survival rate over 3 years' were found to have positive effects on the sales of all trading area. Thus, as the number of market districts in the trading area increases, residential area per person increases, and as the survival rate over 3 years of each store in the trading area increases, sales increase. On the other hand, 'satisfaction of residential environment' and 'rate of change of trade' were found to have a negative effect on sales. In the case of 'satisfaction of residential environment,' sales increase when the satisfaction level is low. Therefore, as consumer dissatisfaction with the residential environment increases, sales increase. The 'rate of change of trade' shows that sales increase with the decreasing acceleration of transaction frequency. According to the social network analysis, of the 25 regional trading areas in Seoul, Yangcheon-gu has the highest degree of connection. In other words, it has common sentiments with many other trading areas. On the other hand, Nowon-gu and Jungrang-gu have the lowest degree of connection. In other words, they have relatively distinct sentiments from other trading areas. The social network indexes used in the combination model are 'density of ego network,' 'degree centrality,' 'closeness centrality,' 'betweenness centrality,' and 'eigenvector centrality.' The combined model analysis confirmed that the degree centrality and eigenvector centrality of the social network index have a significant influence on sales and the highest influence in the model. 'Degree centrality' has a negative effect on the sales of the districts. This implies that sales decrease when holding various sentiments of other trading area, which conflicts with general social myths. However, this result can be interpreted to mean that if a trading area has low 'degree centrality,' it delivers unique and special sentiments to consumers. The findings of this study can also be interpreted to mean that sales can be increased if the trading area increases consumer recognition by forming a unique sentiment and city atmosphere that distinguish it from other trading areas. On the other hand, 'eigenvector centrality' has the greatest effect on sales in the combined model. In addition, the results confirmed a positive effect on sales. This finding shows that sales increase when a trading area is connected to others with stronger centrality than when it has common sentiments with others. This study can be used as an empirical basis for establishing and implementing a city and trading area strategy plan considering consumers' desired sentiments. In addition, we expect to provide entrepreneurs and potential entrepreneurs entering the trading area with sentiments possessed by those in the trading area and directions into the trading area considering the district-sentiment structure.