• 한국벤처창업학회:학술대회논문집
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• 2007.04a
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• pp.313-328
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• 2007

In this paper we investigated the organization of regional business incubation center itself and that of companies m center and scrutinized the problems and obstacles to take self-supporting administration for both of center and companies in it. We classified the companies operating inside the center into four types according to the formation of organizations analyzed them, and proposed some solutions to enhance their operating abilities to obtain elf-supporting administration.

• Proceedings of the KAIS Fall Conference
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• 2010.11b
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• pp.708-711
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• 2010

국내외 주요 연구내용들을 정리해 보면 창업보육센터(BI: Business Incubator)의 실태조사를 통한 활성화 및 발전방안에 대한 연구와 BI의 성공요인으로서 매니저의 역량에 대한 연구가 주류를 이루고 있다. 이 중에서 BI 매니저의 역할과 자질에 대한 탐색적 그리고 학술적 논의가 이루어지고 있으나 BI 매니저에 대한 입주업체의 요구역량과 실제 보육역량을 비교 분석한 선행연구가 없었다. 본 논문은 BI 매니저의 보육역량과 입주기업이 요구하는 필요역량을 비교 분석하여 BI에서 근무하는 매니저의 역량을 강화하기 위한 운영정책 내지는 교육프로그램에 반영하고자 한다.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.2
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• pp.121-155
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• 2007

This paper was based on the answers of the BI(Business Incubating) managers who had been working in the business incubating field. The main purpose of this research was to figure out working conditions of those managers and to find out proper solutions. The result of the research was as follows. Overall economic rewards for those managers were relatively low level, job conditions for those managers were short-time contract-basis and those managers' ages were relatively young, 20s or 30s, and majority of the managers' working experience was usually less than 3years. Also some of the full-time managers were spending much of their working time in administration affairs rather than practical business incubating or business incubating consulting service. Therefore, the satisfaction level for their salary and working condition was quite unsatisfactory and they didn't have positive vision for their job and for their business consulting service. As a result to resolve those negative affects and to promote overall working for those BI managers, authorized certificates are necessary for those BI managers. Then they can specialize BI managing works and can improve their working conditions by blocking non -certified workers and can advance the quality of their consulting service.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.1
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• pp.153-165
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• 2015

The purpose of this research is to verify that how Emotional Labor of surface acting and deep acting influences on work engagement and job burnout, effect on turnover intention, and customer orientation. It studies the effect of reward on manager at support centers for startup. The results of the study are that the surface acting do not influence on work engagement and job burnout and the deep acting has positive influence on work engagement and negative influence on job burnout. The work engagement has negative effect on turnover intention and affirmative effect on customer orientation. The reward can control work engagement and customer orientation of practicians at support centers for startup. This study decribes academic and practical meanings based on these results.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.7 no.4
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• pp.131-141
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• 2012

The miracle of Korean economic development is the benchmarking for the developing countries. Among them, the STP of Science and technology area is very important case they tring to learn from Deadeok, Korea. Ecuador and Kazakhstan have the huge natural resources and they have interested in the model of Daedeok STP. This paper study about their needs and Daedeok's capability, and effective implementing factors. This paper suggest a six one based on the Daedeok Innopolis experiences for the successful local STP. First, most important thing is human resource development strategy for the knowledge and technology transfer. Second, the construction of Engineering Center for the collaboration of industry and academy is needed. This is important to have a bargaining power to the appropriate technology transfer. Third, they need a hardware and software infrastructure to the technology commercialization. It include a incubator, manager, and complimentary asset. Fourth, they have to connect with market closely for the venture creation and growth. Fifth, the clustering is realized by the STP construction. Lastly, leadership is critical factor to the absorptive capacity.