• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.2
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• pp.63-77
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• 2018

In the rapidly to change global market in recent years, as the era of merging and integrating industries and the evolution of technology have come to an era in which everything can not be solved as a single company, it is evolving into competition for the enterprise network rather than the competition for the enterprise unit. In a competitive business environment, it is necessary to provide not only for the efforts as an individual companies but also the mutual development efforts to enhance output through the innovation activities based on the interrelationship with the business partners. In spite of the recent efforts and research through core competencies and innovation activities, some of business activities were unable to achieve enough progress in business performance and this study mainly focused to improve business performance for those companies. This study targeted CEOs and Directors who participates in "manufacturing performance innovation partnership project" carried by The foundation of Large, SMEs, Agriculture, Fisheries cooperation Korea and studied the influences of innovation activities to the core competencies and business performance. Detailed variables in this study were extracted from the previous research and used for verification. The study is designed to determine the influence of individual innovation activities to the core competencies and business performance. Innovation activities as a parameter, the relationship between core competencies and business performance was examined. In the examination of the innovation activities as a meditated effect, those activities carried by SMEs (Collaboration in Technology, Manufacturing, and Management innovations with Large Scale Business) through partnership in manufacturing innovation is significantly related business performance. Therefore, the result reveals that the individual SMEs are having own limitation in the achievement of significant progress in business performance with their own capabilities, and using the innovation activities act as catalyst through the collaboration with large scale businesses would result significant progress in business performance. Mutual effort in collaborative innovation activities between large scale businesses and SMEs is one of the most critical issues in recent years in Korea and the main focus of this study is to provide analysis which demonstrates where the SMEs are required to focus in their innovation activities.

• Journal of Korean Home Economics Education Association
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• v.28 no.1
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• pp.1-17
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• 2016

The purpose of this review was to introduce and examine 'development' and 'relations' as the core concepts of Home Economics in 2015 revised middle school curriculum in Korea. The 2009 and 2015 proclamation of the ministry of education on home economics curriculum and 26 published middle school textbooks were reviewed. The major findings were as follows. First, the components of human 'development' and family 'relations' were strongly associated with promoting four key competencies (i.e. the self-management competency, the communication competency, the aesthetic sensibility competency, the community competency) of 2015 revision. Also, four of cross-curricular learning topics (i.e. character education, multicultural education, safety and health education, human right education) in 2015 revision could be effectively discussed with human 'development' and family 'relations'. Second, when teaching and learning of the core concept, human 'development', continuous dynamic aspects of life-span development, the connectedness of different domains of development, systematic approach of various concepts in development, specificity and empirical evidence of information and variability of developmental patterns in adolescence should be considered. Third, when teaching and learning of the core concept, family 'relations', family trait such as generational relations, gender relations, role relations and power relations should be taken into account. In addition, exclusively focusing on normal family ideology or image of middle-class family and lecture-centered instruction methods should be changed for students to achieve the competencies relevant to family relations. The future directions for applying core concepts, 'development' and 'relations' in classroom will be discussed.

• Journal of Service Research and Studies
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• v.8 no.1
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• pp.27-39
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• 2018

This study is an empirical study to examine the effect of the characteristics of service nature of Korean small and medium manufacturing firms on organizational innovation. It is essential to know service in order for Korea, which has a strong image as a fast follower, to enhance the competitiveness of Small and Medium size Manufacturing firms. By analyzing the service characteristics phenomenon, it is possible to understand the service nature characteristics and to strengthen the capacity to meet them. In order to gain a new resource while achieving organizational innovation, the manufacturing industry can produce new demand for the main products with competitive advantage. The characteristics of service nature are derived from relationship, equality, interactivity, and experiential value. In order to enhance the competitiveness of small and medium size manufacturing firms, core competencies required for organizational innovation are set as dynamic competencies, and to prove it. The dynamic capacity was found to affect the relationship, interactivity, and experience value. It is proved that it is an important factor to promote organizational innovation as a capability to identify and actively utilize organizational innovation opportunities ahead of competitors in a rapidly changing environment. It is needed to confirm that large corporations, midsize companies, and overseas companies can achieve the same results.

• Journal of Venture Innovation
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• v.7 no.3
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• pp.183-228
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• 2024

This study aimed to develop a competency evaluation scale tailored to the specific needs of key talent in the ICT startup sector. Existing competency assessment tools are mostly designed for environments in large corporations or traditional small and medium-sized enterprises, failing to adequately reflect the dynamic requirements of rapidly evolving startups. For startups, where a small number of individuals directly impact company success, key talent is a critical asset. Accordingly, this study sought to create a scale that measures the competencies suited to the challenges and opportunities faced by startups, helping domestic startups establish more effective talent management strategies. The research initially selected 71 items through a literature review and in-depth interviews. Based on expert feedback that emphasized the need for more precise and clear descriptions, the item descriptions were revised, and a total of 65 items were developed through four rounds of content validation. Following preliminary and main surveys, a final set of 58 items was developed. The main survey conducted further factor analysis based on the three broad competency factors?knowledge, skills, and attitude?identified in the preliminary survey. As a result, 10 latent factors emerged: 6 items for task comprehension, 6 items for practical experience (tacit knowledge), 6 items for collaboration, 9 items for management and problem-solving, 9 items for practical skills, 4 items for self-direction, 5 items for goal orientation, 5 items for adaptability, 5 items for relationship orientation, and 3 items for organizational loyalty. The developed scale comprehensively covers the multifaceted nature of competencies, allowing for a thorough evaluation of essential skills such as technical ability, teamwork, innovation, and leadership, which are critical for startups. Therefore, the scale provides a tool that helps startup managers objectively and accurately assess candidates' competencies. It also supports the growth of employees within startups, maximizing the overall organizational performance. By utilizing this tool, startups can build a strong internal talent pool and continuously enhance employees' competencies, thereby strengthening organizational competitiveness. In conclusion, the competency evaluation scale developed in this study is a customized tool that aligns with the characteristics of startups and plays a crucial role in securing sustainable competitiveness in rapidly changing market environments. Additionally, it offers practical guidance to support the successful growth of domestic startups and help them maintain their competitive edge in the market, contributing to the development of the startup ecosystem and the growth of the national economy.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.2
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• pp.65-80
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• 2022

Despite the uncertainty and risky factors of startups, the special and critical role of accelerators in carrying out professional nurturing and investment for them is becoming increasingly significant in the startup social-system. However, academic research on investment determinants that have a profound impact on the survival of accelerators is lacking, and there are only a few empirical studies on the classification and importance of factors, and they do not enjoy the benefits of theoretical studies. This study proposes a business model innovation framework based on the business model innovation theory that reflects the nature and properties of startups that are investment targets of accelerators and derives 12 investment decision factors. The framework defines that the target, direction, and performable force of startup innovation are a business model, strategy, and dynamic capability. Besides, the framework analyzes the investment decision factors of the existing accelerators based on the business model innovation framework to verify the suitability and sufficiency of the composition. As a result of the analysis, first, most of the items were faithfully composed from a static point of view of business model innovation, but it was found that the factors related to the core activities to evaluate the activity and customer relationship were insufficient. Second, from the strategic point of view, the necessity of developing factors that can encompass the definition and content of core resources, which are internal strategic factors, was raised. Third, from the dynamic point of view, it was found that many of the investment determinants of accelerators were concentrated on the lower level of dynamic competencies. This can be judged as a result of reflecting the characteristics of a startup that needs to develop a solution with few resources and a small number of team members. In addition, the roles and interrelationships between each factor are not clear, thus it was found as a limiting point for startups to view and evaluate the direction and process in which startups dynamically innovate their business models. This study is considerably differentiated in that it provides a business model innovation framework and offers a theoretical basis for investment determinants by deriving the investment determinants of accelerators based on the framework and design the foundation for subsequent research. The business model innovation framework presented in this study has great implications in that it contributes to the achievement of startups, accelerators, and startup support organizations.

• Journal of Global Scholars of Marketing Science
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• v.20 no.2
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• pp.110-122
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• 2010

The emergence of the field of organizational buying behavior in the mid-1960’s with the publication of Industrial Buying and Creative Marketing (1967) set the stage for a new paradigm of thinking about how business was conducted in markets other than those serving ultimate consumers. Whether it is "industrial marketing" or "business-to-business marketing" (B-to-B), organizational buying behavior remains the core differentiating characteristic of this domain of marketing. This paper explores the impact of several dynamic factors that have influenced how organizations relate to one another in a rapidly increasing interdependence, which in turn can impact organizational buying behavior. The paper also raises the question of whether or not the major conceptual models of organizational buying behavior in an interdependent world are still relevant to guide research and managerial thinking, in this dynamic business environment. The paper is structured to explore three questions related to organizational interdependencies: 1. What are the factors and trends driving the emergence of organizational interdependencies? 2. Will the major conceptual models of organizational buying behavior that have developed over the past half century be applicable in a world of interdependent organizations? 3. What are the implications of organizational interdependencies on the research and practice of organizational buying behavior? Consideration of the factors and trends driving organizational interdependencies revealed five critical drivers in the relationships among organizations that can impact their purchasing behavior: Accelerating Globalization, Flattening Networks of Organizations, Disrupting Value Chains, Intensifying Government Involvement, and Continuously Fragmenting Customer Needs. These five interlinked drivers of interdependency and their underlying technological advances can alter the relationships within and among organizations that buy products and services to remain competitive in their markets. Viewed in the context of a customer driven marketing strategy, these forces affect three levels of strategy development: (1) evolving customer needs, (2) the resulting product/service/solution offerings to meet these needs, and (3) the organization competencies and processes required to develop and implement the offerings to meet needs. The five drivers of interdependency among organizations do not necessarily operate independently in their impact on how organizations buy. They can interact with each other and become even more potent in their impact on organizational buying behavior. For example, accelerating globalization may influence the emergence of additional networks that further disrupt traditional value chain relationships, thereby changing how organizations purchase products and services. Increased government involvement in business operations in one country may increase costs of doing business and therefore drive firms to seek low cost sources in emerging markets in other countries. This can reduce employment opportunitiesn one country and increase them in another, further accelerating the pace of globalization. The second major question in the paper is what impact these drivers of interdependencies have had on the core conceptual models of organizational buying behavior. Consider the three enduring conceptual models developed in the Industrial Buying and Creative Marketing and Organizational Buying Behavior books: the organizational buying process, the buying center, and the buying situation. A review of these core models of organizational buying behavior, as originally conceptualized, shows they are still valid and not likely to change with the increasingly intense drivers of interdependency among organizations. What will change however is the way in which buyers and sellers interact under conditions of interdependency. For example, increased interdependencies can lead to increased opportunities for collaboration as well as conflict between buying and selling organizations, thereby changing aspects of the buying process. In addition, the importance of communication processes between and among organizations will increase as the role of trust becomes an important criterion for a successful buying relationship. The third question in the paper explored consequences and implications of these interdependencies on organizational buying behavior for practice and research. The following are considered in the paper: the need to increase understanding of network influences on organizational buying behavior, the need to increase understanding of the role of trust and value among organizational participants, the need to improve understanding of how to manage organizational buying in networked environments, the need to increase understanding of customer needs in the value network, and the need to increase understanding of the impact of emerging new business models on organizational buying behavior. In many ways, these needs deriving from increased organizational interdependencies are an extension of the conceptual tradition in organizational buying behavior. In 1977, Nicosia and Wind suggested a focus on inter-organizational over intra-organizational perspectives, a trend that has received considerable momentum since the 1990's. Likewise for managers to survive in an increasingly interdependent world, they will need to better understand the complexities of how organizations relate to one another. The transition from an inter-organizational to an interdependent perspective has begun, and must continue so as to develop an improved understanding of these important relationships. A shift to such an interdependent network perspective may require many academicians and practitioners to fundamentally challenge and change the mental models underlying their business and organizational buying behavior models. The focus can no longer be only on the dyadic relations of the buying organization and the selling organization but should involve all the related members of the network, including the network of customers, developers, and other suppliers and intermediaries. Consider for example the numerous partner networks initiated by SAP which involves over 9000 companies and over a million participants. This evolving, complex, and uncertain reality of interdependencies and dynamic networks requires reconsideration of how purchase decisions are made; as a result they should be the focus of the next phase of research and theory building among academics and the focus of practical models and experiments undertaken by practitioners. The hope is that such research will take place, not in the isolation of the ivory tower, nor in the confines of the business world, but rather, by increased collaboration of academics and practitioners. In conclusion, the consideration of increased interdependence among organizations revealed the continued relevance of the fundamental models of organizational buying behavior. However to increase the value of these models in an interdependent world, academics and practitioners should improve their understanding of (1) network influences, (2) how to better manage these influences, (3) the role of trust and value among organizational participants, (4) the evolution of customer needs in the value network, and (5) the impact of emerging new business models on organizational buying behavior. To accomplish this, greater collaboration between industry and academia is needed to advance our understanding of organizational buying behavior in an interdependent world.

• Journal of the Korea Convergence Society
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• v.11 no.7
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• pp.259-272
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• 2020

In fostering dynamic, innovative SMEs, hidden champion companies can be an appropriate model for SMEs to learn the success factors. On the other hand, the need for intellectual property management is becoming important as the value of a company is changing from a financial asset to an intellectual property. Therefore, in this study, the patent portfolio analysis of the hidden champion companies mentioned in Herman Simmon's book "Hidden Champion" was performed. As a result of the analysis, it was confirmed that patents are not possessed or patent activities are actively carried out and a differentiated intellectual property management strategy is implemented to improve patent quality depending on the characteristics of the technology possessed. The results of these studies can be used as basic data to prepare an intellectual property management strategy for companies that want to create opportunities to acquire monopoly rights and reduce patent maintenance and management costs. In addition, in this study, the patent IPC analysis verified that Herman Simmon's claim that "Hidden champions have the ability to focus on core competencies and focus on one technology" is valid.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.5
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• pp.1-16
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• 2022

Although start-up is a key national strategy to increase national competitiveness and create employment, the survival rate of start-ups has not improved significantly. This is an important reason for the inability to provide timely and appropriate support to startups, which are in the early stages of start-up, due to the unique limitations of existing start-up support institutions and investors. The relatively recent accelerator is attracting attention as a subject of solving the above problems through professional incubation and investment. However, there are only a few empirical studies on investment determinants that affect the survival and success of accelerators, and there is a lack of theoretical evidence. Accordingly, in previous studies, 12 investment determinants were derived from a static, strategic, and dynamic perspective as accelerator investment determinants based on a business model innovation framework. This study subdivided the accelerator investment determinants derived through previous studies into 21 and analyzed the importance and priority of each factor using AHP (Analytic Hierarchy Process) analysis technique for domestic accelerator investment experts. As a result of the analysis, the top factors of importance of accelerator investment determinants were in the order of 'human resources', 'customer and market', 'intellectual resources', and 'entrepreneur's ability to realize opportunities'. It can be seen that the accelerator considers the core competencies of startups to implement solutions as the most important factor when making startup investment decisions. It was also confirmed that accelerators are strategic to create a clear value proposition and differentiated market position based on the core competitiveness of startups, and that the core value delivery method prefers a market-oriented business model and recognizes entrepreneurs's innovation capability is an important factor to realize a business model with limited resources in a rapidly changing market. This study is of academic significance in that it analyzes the importance and priority of accelerator investment determinants through demonstration as a follow-up study on accelerator investment determinants derived based on business model innovation theory that reflects the nature, goals, and major activities of accelerator investment. In addition, it is of practical value as it contributes to revitalizing the domestic startup investment ecosystem by providing accelerators with theoretical grounds for investment decisions and specific information on detailed investment determinants.