• Journal of Service Research and Studies
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• v.10 no.4
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• pp.89-100
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• 2020

The smart factory is an important axis of the 4th industrial revolution. Smart factory is a system that induces the maximum efficiency and effectiveness of production using the IoT and intelligent sensing systems. The product lifecycle management technique is a method that can actively reflect the consumer's requirements in the smart factory and manage the entire process from the consumer to the post management. There have been many studies on product lifecycle management, but studies on how to organize product lifecycle management knowledge domains in preparation for the era of the 4th industrial revolution were insufficient. This study analyzed the opinions of a group of experts preparing for the 4th industrial revolution in terms of product lifecycle management. The impact of the 4th industrial revolution on the detailed knowledge areas of product lifecycle management was investigated. The changes in product lifecycle management were summarized using a qualitative data analysis technique for a group of experts. Based on the opinions of experts, the product lifecycle management, which consists of a total of 30 detailed knowledge areas, was prepared to supplement or prepare for the 4th industrial revolution. This study investigates changes in product lifecycle management in preparation for the 4th industrial revolution in the knowledge domain of the existing defined product life cycle management. In future research, it is necessary to redefine the knowledge domain of product life cycle management suitable for the era of the 4th industrial revolution and investigate the perception of experts. Considering the social culture and technological change factors of the 4th industrial revolution, the scope and scope of product life cycle management can be newly defined.

• Journal of Korea Entertainment Industry Association
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• v.13 no.4
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• pp.385-400
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• 2019

We reviewed existing studies and proposed future research on the sustainability of short-term effects, and of the Yongin Emotion Management Training program (Y-EMT). In this study, we conducted Y-EMT to verify its effectiveness in relation to affective disorders associated with chronic schizophrenia. Thirty-five patients were assigned to the experimental group, and 35 to the control group. First, results of repeated-measures analysis supported the effectiveness of Y-EMT. Comparisons of the results on the pre-test with those for the 5-month and 1-year post-training tests showed significant differences in mean scores between the experimental and control groups. Furthermore, these differences persisted at the 2-year follow-up. Second, in the experimental group, interactions between emotional behavior and expression, self-efficacy, and changes in interpersonal relationships showed significant effects at 5 months after the program ended, and these effects continued to increase up to 1 year post-training. Taken together, the findings indicate that, to maintain the effects of therapy in patients with chronic schizophrenia, patients should undergo Y-EMT along with cognitive rehabilitation training and social skills training. Human relations training such as Y-EMT is most helpful for rehabilitation when it is paired with high levels of medication.

• Asia Marketing Journal
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• v.15 no.4
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• pp.1-32
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• 2014

The purpose of this paper is to investigate upon a diversification strategy through market creation of CJ Group, which has contributed in positioning of the firm as one of the leading conglomerates in South Korea. With such objective, the background of CJ Group, followed by its business diversification strategies were explored, with reference to several case studies. The history of CJ Group began with establishment of CheilJedang Industrial Corporation in 1953, as the first domestic sugar producer and exporter of South Korea. The corporation gradually expanded its business ever since at both national and global level, to include the fields of food production, pharmaceutical, biotechnology, and life chemicals. Later, CheilJedang (CJ) Group was established as an affiliate of CheilJedang Industrial Corporation. With such independence, extension of business has been witnessed across the industries of media, entertainment, finance, information technology and distribution. Thus, the current CJ Group pursues to define itself as a progressive global living culture company with four major business categories from food and food service, biotechnology, entertainment and media, and logistics. Despite its success in today's market, CJ Group underwent hardships in its business diversification in 1990s due to indiscreet management, along with the Asian financial crisis. Here, many firms overcame the financial difficulties by taking advantage of the exchange rate for overseas expansion. Though, CJ Group tried to differentiate itself by focusing on the domestic market by creating something out of nothing. Hence, CJ Group takes a unique position among many cases of business diversification and their categorization. In an effort to identify and classify the types of growth experienced by the top 30 companies in South Korea, the firms were categorized into four groups according to their diversification strategies adapted after the Asian financial crisis. Based on the mode and time of entry, corporations were identified either as the 'Explorer', 'Invader', 'Venture Capitalist', or 'Assimilator'. Here, the majority of the firms showed the qualities of Invader, entering mature markets through large-scaled mergers and acquisitions. However, CJ Group was the only firm that was categorized as an Explorer, for its focus on the newly emerging service sector in culture-contents industry. This diversification strategy through market creation is worth examining, due to its contribution in generating simultaneous growth between the market and the company itself. Diverse brands of CJ Group have been referred to as case studies in this regard, from 'Hatban', 'Cine de Chef', 'VIPS' to 'CJ GLS'. These four businesses, each to represent processed food, film, restaurant service, and logistics industries respectively, show CJ Group's effectiveness in creating a whole new category of goods and services that are innovative. In fact, such businesses not only contributed in advancement of consumers' wellbeing, but toward generating additional value and employment. It is true that the diversification strategy of CJ Group requires long-term capital investment with high risk, compared to the other strategies mentioned in the paper. However, this model does create high employment and additional values that are positive to both the society and the firm itself. Therefore, the paper comes to a conclusion that the diversification strategy through market creation conveys the most positive impact relative to the others.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.3
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• pp.141-156
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• 2023

Due to the unprecedented worldwide pandemic of the new Covid-19 infection, business trends of companies have changed significantly. Therefore, it is strongly required to monitor the rapid changes of innovation trends to design and plan future businesses. Since the pandemic, many studies have attempted to analyze business changes, but they are limited to specific industries and are insufficient in terms of data objectivity. In response, this study aims to analyze business trends after Covid-19 using Crunchbase, a global startup data. The data is collected and preprocessed every two years from 2018 to 2021 to compare the business trends. To capture the major trends, a network analysis is conducted for the industry groups and industry information based on the co-occurrence. To analyze the minor trends, LDA-based topic modelling and word2vec-based clustering is used. As a result, e-commerce, education, delivery, game and entertainment industries are promising based on their technological advances, showing extension and diversification of industry boundaries as well as digitalization and servitization of business contents. This study is expected to help venture capitalists and entrepreneurs to understand the rapid changes under the impact of Covid-19 and to make right decisions for the future.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.5
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• pp.31-47
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• 2022

The TIPS, a representative public-private cooperative project to revitalize the start-up ecosystem, is a government supported policy that promotes successful commercialization through various start-up support for technology-based startups. The purpose of this study is to analyze the investment decision factors of the TIPS program and to derive priorities. In order to achieve the research purpose, first, the investment decision factors were derived through literature analysis, a Delphi surveys were conducted on investors and experts participating in the evaluation of the TIPS program, and an AHP analysis was conducted on 20 VCs to empirically analyze the priority of factors on investment decisions. As a result of the analysis, the importance of critical factors was confirmed in the order of entrepreneurs(team) > market > product/service > finance > network. The importance of detailed factors was found in the order of entrepreneur's reliability and authenticity > market growth and scalability > team members' expertise and capabilities > adequacy of current market size > new market creation. This study presented the capabilities of technology-based startups preparing to participate in the TIPS program by deriving factors that influence investment decisions from an investor's perspective and comparing and analyzing the importance. It is also meaningful that basic data on determinants of private-led investment decision-making were presented to stake-holders such as venture capital, accelerator, and start-up support institutions.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.4
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• pp.163-172
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• 2022

This study investigates the IPI (Information Protection Intention) of DHS (Digital Healthcare Service) providers by introducing PMT (Protection Motivation Theory). This study examines the effects of protection motivation, such as threat appraisal and coping appraisal, on IPI, such as ICI(Induction Control Intention) and SDI(Self Defense Intention). The research model, based on the PMT, adopted severity, vulnerability, reaction efficacy and self-efficacy as independent variables. The research model was validated through quantitative research, a survey of 222 DHS providers in South Korea, using structural equation modeling. The results show that (1) a clear awareness of the consequences of security threats increases the understanding of DHS providers on the severity of closure of healthcare information, and thus may decreases abuse of DHS by providers; (2) user confidence and satisfaction on the security system may make them be confident that they can handle the closure of healthcare information by themselves; and (3) although DHS providers are realizing the consequences of closure of healthcare information, they think that they are unlikely to encounter such situations. As a result of this study, venture companies that provide DHS need to provide contents that can continuously increase providers' security level in order to increase providers' information protection intention. It suggests that IPI is important through trust of healthcare service providers.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.3
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• pp.410-422
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• 2018

This paper studies the factors that increase the sustainability of Industry-University cooperation in the current structure of domestic I-U cooperation, which is highly dependent on government support. First, we examine the extent to which the 'I-U Relationship Strength' can be explained by the cumulative 'Experiences of I-U cooperation' and 'Width of various I-U cooperation channels', and the 'I-U cooperation barrier' can be explained by the 'Difference in mutual recognition' and 'Institutional barriers' on sustainability. In addition, the factors that can lower the 'I-U cooperation barrier', such as the 'University administration's efforts' and 'Trust between I-U', are examined. The researchers examined the factors affecting the sustainability of I-U cooperation and the factors affecting 'I-U cooperation barriers' in the 'I-U cooperation technology development projects' of the Ministry of Small & Medium Venture Business and Startups with its long history of domestic I-U cooperation programs. In order to clarify the data of the research sample, a questionnaire survey of organizational units was conducted for all companies participating in the 'I-U cooperation technology development projects' of the Ministry of SMVB and Startups between 2011 and 2015, and the responses of 356 organizations were used. It was found that the greater the 'Width of the I-U cooperation channels', the higher the sustainability and that the greater the 'Institutional barriers', the lower the sustainability. However, through the 'University administration's efforts' and 'Trust between I-U', it is possible to overcome the 'I-U cooperation barrier'. Ultimately, the systematization of Industry-University-Research institute subjects is needed to realize sustainability. In other words, it is necessary to have a linkage program that can broaden the link between industry and universities, that is to broaden the scope of I-U cooperation. Moreover, it is necessary for the government to provide institutional support to promote desirable I-U cooperation policies. Finally, it is essential to change the universities' core organizations in order to improve the level of university administration services.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.12 no.6
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• pp.111-122
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• 2017

This study analyzes the current state of entrepreneurship education and start-up foundations by country in order to find ways to improve the domestic entrepreneurial environment and to promote the recognition of desirable entrepreneurship practices. It also investigates the relationship between entrepreneurship, entrepreneurial will, and the level of opportunity-based entrepreneurships, by using data from the 2016 Global Entrepreneurship Trend Report (GETR). First, the results show the urgent need for the expansion of entrepreneurship education in Korea. In the GETR category of 'experience of entrepreneurship education in elementary, middle and high schools', Korea was ranked very low (19th place), among the 20 countries. In the 'college' and 'lifelong entrepreneurship education' categories, it procured a mid-level ranking (15th). While entrepreneurship education for all ages is being promoted globally, entrepreneurship education for middle-aged individuals in Korea is relatively weak. This implies that the expansion of entrepreneurship education to lifelong education and education for employees and retirees is required. Second, the individual's entrepreneurial intention in Korea was 3.8 points, implying a mid-level ranking (15th), and it ranked the lowest in terms of opportunity-based entrepreneurship (20th). In comparison to China (4.55) and the United States (4.01), the entrepreneurial intention of Koreans was found to be low. The level of opportunity-driven entrepreneurship was also found to be very low, compared to China (4.35), Japan (4.04) and the United States (4.59). In general, the proportion of the level in opportunity-driven entrepreneurship, increases from the factor-driven and efficiency-driven, to the innovation-driven type. In Korea, the percentage of entrepreneurial ventures centered around involuntary entrepreneurship and small businesses is high. It is also interpreted that opportunity-based entrepreneurships are low in number because of this high proportion of involuntary start-up and small businesses. Last, the entrepreneurial intention in all types (factor-driven, efficiency-driven, and innovation-driven) was exceptionally high. It has been confirmed that exposure to all entrepreneurship education (elementary, junior high, university, and lifelong education) in innovation-driven countries, greatly increases entrepreneurial intention. In the case of Korea, which is an innovation-driven country, qualitative improvement based on quantitative expansion of entrepreneurship education is expected to be a major driving force for individuals' entrepreneurial intention to obtain a mid-level ranking (15th).

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.1
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• pp.105-117
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• 2018

In this study, we identify the obstacles that occur through the relationship between I-U cooperation and look for factors that can overcome them in the 'university administration's efforts' and 'Trust between I-U'. In the study of existing I-U cooperation, the relationship between industry and university has accumulated experiences and various channels of bilateral cooperation by sustaining interactions and absorbing capacity of knowledge by path dependence. However, as cooperation increases, 'I-U cooperation barrier' are inevitable, which is explained by two perspectives: 'Difference in mutual recognition' and 'Institutional barriers'. In order to induce the achievement of effective I-U cooperation, it is necessary to overcome these obstacles stemming from mutual relations, and it will be possible to maintain the relationship of continuous I-U cooperation. The researchers conducted research on companies participating in the I-U cooperation technology development project of the 'Ministry of Small and Medium Venture Business', which is a representative I-U cooperation program in Korea. This project will be promoted in the 'Small & Medium Business I-U cooperation Center', an administration-dedicated organization of the university. The researchers measure 'University administration's efforts' and 'Trust between I-U'to overcome'I-U cooperation barrier' In order to clarify the data of the research sample, a questionnaire survey of organizational units was conducted for all companies participating in the 'I-U cooperation technology development projects' of the SMEs and Startups between 2011 and 2015, and the responses of 356 organizations were drawn. The results showed that the higher the level of 'University administration's efforts' and Trust between I-U', the lower 'Difference in mutual recognition' and 'Institutional barriers'. Particularly, it showed higher explanatory power to overcome 'Institutional barriers' among obstacles. Therefore, it should be accompanied by the interest, implementation and institutional support of I-U-R subjects to raise the level of these two factors that can overcome 'I-U cooperation barrier'.

• The Journal of the Korea Contents Association
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• v.9 no.11
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• pp.151-162
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• 2009

The objective of this study is to uncover the standard and procedure of the review for the online game to export to China and try to find a plan how to solve a problem such as regulation for the online game imported into China depending on a protective policy for homemade game. The literatures related to the policy of China online game industry and the present condition of the wholistic restriction are reviewed and the standard and procedure of the review of China online game which is veiled was able to find definitely by using the case study on Korean company which was a great success as localization in China. As a result of this study, we found that the key factor on the review standard of China online game is the anti-social personality, such as 'the overthrow of Chinese socialist system', 'the territorial issue as the eviction of Hong Kong or the acknowledgment of Taiwan government', 'independence problem of the minorities', and 'damage to property as national treasure', et cetera. While the review of the homemade game in China takes about a month through just two steps in review process on online game, that of foreign game is required over at least three months through four steps in it. Moreover, it is difficult for foreign games to obtain the license due to total amount regulation for online game by 'General Administration of Press and Publication of the People's the Republic of China'. In the case of the joint-venture company, it is most important to the smooth communication between Korean company and Chinese company in order to overcome these strong regulation for online game review in China. Furthermore, as Chinese company in outward appearance it is need to be positioned absolutely in Chinese marketplace. The definite positioning strategy enables foreign companies to avoid the strong regulation about the foreign game in China. To understand, finally, deeply politics, society, and culture presented in Chinese ethics textbook permits the foreign companies to predict the exact standard of the review for online game. Therefore, this study is concluded with key implications to sustain guidelines on the deliberation for foreign companies which want to export online game to China to improve the predictability and accountableness about the review of the online game in China.