• Korean Business Review
• /
• v.17
• /
• pp.153-183
• /
• 2004

The Gaisong Merchants can be regarded to playa pioneering role to activate the Korea's trade with foreign countries. In the early period of Yi-Dynasty, the Gaisong Merchants focused on personal trade, but in the middle period of Yi-Dynasty, they entered to the realm of governmental trade. Furthermore, their business activities widened to various forms of trades, for example, smuggling. Utilizing accumulated capital, Gaisong merchants expanded their trading activities to their neighboring countries such as Japan and China. In recent times, it is necessary for modem Korean companies to diversify risks through the establishment of corporations for production, marketing and R&D abroad or through joint venture, M&A and strategic alliance with foreign companies in order to reduce the risks originated from volatile economic and political situations. In this study, we utilize tools of comparative study to compare Gaisong Merchants' foreign trade strategies with those of modem companies such as AMOREPACIFIC, HANILCEMENT and SHINDORICO. The purpose of the paper is to test the hypothesis that modem Korean companies grew up by following the cases of Gaisong Merchants' business activities. We summarize our main findings as follows. First, both Gaisong Merchants and modem Korean companies have common functional core capability in the field of marketing, manufacturing technology, R&D, and human resources development. Second, both Gaisong Merchants and modem Korean companies have common organizational core capability. Third, both Gaisong Merchants and modem Korean companies have common infrastructures such as planning, finance, accounting and MIS. It constitutes the infrastructure of Korea's foreign trade sector. Fourth, both Gaisong Merchants and modem companies have common organizational culture in the field of management policy and philosophy. Actually, those factors are evaluated to be driving forces of Koera's success in foreign trade. In conclusion, the business activities of Gaisong Merchants who represented the peculiarity of Korean business spirit are partially inherited to current Korean business management. The value system and behavior pattern of modern Korean companies is succeeded from the spirit of Gaisong Merchants and it playa major role to specify the identity of Korean business administration.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.13 no.6
• /
• pp.49-62
• /
• 2018

The purpose of this study is to develop an assessment index for the selection of promising start-ups, which will enhance the efficiency of program that support start-ups. In order to develop assessment models for selecting start-ups, three major research steps were conducted. First, this study attempted to theoretically redefine the assessment index from the perspective of the Balanced Scorecard (BSC) through a literature review. Second, major assessment index were derived using Delphi technique for experts in start-up areas. Third, weights were derived by applying AHP technique to calculate the importance of each index. The results of this study are summarized as follows. First, this study attempted to apply the assessment model for selecting start-ups from the Balanced Scorecard (BSC) view through the previous study review. Second, the final major questions were derived with sufficient opinions collected and structured survey of leading start-up experts in areas related to research subjects and elicited the most representative questions. Third, the results of applying the weights of the main selected assessment index, commercialization viewpoint is the most priority, followed by market view, technology development viewpoint, and organizational capability viewpoint. In the middle section, th ability to make products in the commercialization viewpoint, market competitiveness in the market, product discrimination capacity in the technology development perspective, and the ability of the entrepreneur in the organizational capacity perspective were important. Overall important items were found to be in the order of the capabilities of entrepreneurs, market competitiveness, product fire capability, and product discrimination. The importance of small items was highest priority for comparative excellence of competing products, and the degree of marketability, capacity of entrepreneurship, ability to raise capital, desire for entrepreneurship, and passion were shown. The results of this study presented a conceptual alternative to the preceding study on the development of existing selection assessment indexes. And it provides meaningful and important implications as an attempt to develop more sophisticated indicators by overcoming the limitations of empirical research on only some of the evaluation metrics.

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

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.17 no.1
• /
• pp.13-28
• /
• 2022

Korean Government Budget Supports for startups have been spiked and resulted in increasing the number and scaling up Startup Accelerating managers. It have skyrocketed the strong demand for their qualified roles. However, unclear role description and gap between required role and their capability have discouraged startup manager's self-efficacy resulted in declining their full commitment and causing poor role performance. The focus of this research falls on empirical analysis to the effect of startup accelerating manager's capability characteristics on their full commitment and performance to start-up support groups. This research is expected to deliver diverse policy alternatives to build up manager's core competencies to accelerate their self-efficacy leading their full role commitments and finally pushing up policy performance. In addition, this research will found more strong literature review for the following researches in this emerging fields. This research is brought four highlighting results with respect to four research problems. First, it propose proper concept of startup accelerating manager based upon its legal entitlement. Second, it drive required core competencies of manager for successful their accountability. Third, it analyze the unique features of startup accelerating manger's capabilities against business incubation manger. Fourth, it empirically analyze in coming with government startup funding, the effect of self-efficacy including employment status, job environment, etc. on their organizational commitment and job performance. This research reveal the required unique core competencies of manger into founder sourcing ability, project managing ability, startup proving and pivoting ability, consulting ability for successful investment raising. As of this empirical research results, First, manager's ability have positively effect on their job performance, full commitment, and self-efficacy. Second, self-efficacy have a mediating effect on manager's ability, job performance, full commitment. This research derive key policy implication of requiring to build up more accelerating ability, of manager from the basics to advance level by customized and algorithm based traing program. This accelerating ability buildup program will not only surge self-efficacy of manger resulting in making full commitment and better job performance, but also devote to categorizing the unique new feature and position of manger as seed investment and supporter.

• CRM연구
• /
• v.4 no.1
• /
• pp.19-34
• /
• 2011

Recently, companies have interests in the adoption and diffusion of customer relationship management(CRM). And, as information and communication technologies and Internet technologies proliferate, they also have interests in e-CRM, which implements CRMusing online communication channels. Until now, many researchers have tried to identify the success factors of CRM and evaluate their relative importance. However, only a few studies have dealt with the success factors of e-CRM. For this reason, we aim at identifying and evaluating the success factors of e-CRM in order to provide the companies with the guideline for preparing the implementation of e-CRM. Our study adopts analytical hierarchy process(AHP) as a tool for evaluating these factors because it has been widely applied and validated for a long time. Whereas prior studies have analyzed the success factors from the organizational and technological perspective, our study analyzes them from the functional perspective. As a result, we found that the companies should manage all the CRM components including analytic-operational-collaborative CRM in good balance. Also, we found that the sufficient support from CEO, the acquisition of good quality customer data, and theonline processing capability for responding customers' requests effectively are important for the success of e-CRM.

• Journal of the Korea Convergence Society
• /
• v.10 no.12
• /
• pp.81-91
• /
• 2019

This study empirically examines the relationship between the characteristics of a company and its performance through open innovation. It was intended to accept open innovation as a strategic means to overcome various situations in which companies faced and to understand it as a process of generating corporate performance. In various situations, companies must overcome environmental and internal factors. As an environmental factor, the dynamics of the market and the dynamics of technology allow for the adoption of open innovation, which in turn becomes a strategic tool for generating results. In addition, the internal environment of the company should strengthen the organization's capacity considering the characteristics of the company. In order to reinforce entrepreneurial orientation, openness of organizational culture, delegation and R & D capabilities, which are internal characteristics of the company, open innovation has a positive effect on the performance of the company. In overcoming the environment given to the company, open innovation was found to be an important medium for generating various results for the company. For this study, we conducted a structured questionnaire survey on 176 Korean companies. This study suggests that open innovation is strategically accepted and understood as a management strategic philosophy in order to overcome the environment in which a company is faced and generate results.

• Information Systems Review
• /
• v.12 no.2
• /
• pp.1-23
• /
• 2010

Most enterprise information systems today are silo systems in that they are not properly aligned nor integrated with one another. Such silo systems result because enterprises lack an architectural perspective in the planning and development of the systems. This paper proposes an Enterprise Architecture Orientation Model as a framework for the analysis, planning and design of the architectural quality of enterprise information systems. The model decomposes enterprise architecture into two dimensions-alignment and integration, and specifies for each dimension the general development and evolution stages enterprises may traverse. The alignment dimension represents the vertical strategic alignment of the systems with the vision, mission, strategy and goals of the enterprise, and is analyzed in terms of the performance, capability, and strategy of the enterprise. The integration dimension, on the other hand, represents the horizontal and functional integration among the systems that span organizational functions and boundaries, and is analyzed in terms of such technological components as IT infrastructure, data, application, and business processes. The model combines the alignment and integration dimensions to form a two-dimensional conceptual space for mapping the architectural quality of the enterprise. It is proposed that an enterprise use the model to identify and understand its position now and in the future in the architectural quality of the enterprise information systems. It is also proposed that the model provides a tool for the planning and design of the transition from one stage to the next in the alignment and integration of the systems to reach an architectural maturity. At the end, the paper discusses how the model can be applied differently according to the strategic orientation of the enterprise. An example of the usage of the model is presented.

• Journal of the Korea Academia-Industrial cooperation Society
• /
• v.11 no.5
• /
• pp.1863-1872
• /
• 2010

Researches recently made in advanced countries into entrepreneurship found that various resources and information are mainly provided to ventures through social capital, which is a resource capital based on a network, and through corporate entrepreneurship. This research is an exploratory study on the effects of social capital and corporate entrepreneurship of new ventures upon their corporate performance, conducted from the standpoint of dynamic capability. For that purpose, a questionnaire investigation was made of 171 venture entrepreneurs in Korea, and the following are the results of an empirical analysis of responses to the questionnaire. First, it was found that social capital, which is a resource capital based on a network, had a significant effect on corporate entrepreneurship. Second, social capital also had a significant effect on ventures corporate performance. Third, corporate entrepreneurship had a significant effect on corporate performance. These results imply that social capital and corporate entrepreneurship have a significant effect on the corporate performance of ventures, which have innate disadvantages concerning the supply of resources. On the other hand, ventures, which encounter relatively more intense demands for change and renovation, can be managed in a sustainable manner just when they adequately accumulate their social capital and utilize their external resources and appropriately conduct their corporate entrepreneurship activities.

• Journal of Construction Engineering and Project Management
• /
• v.5 no.2
• /
• pp.11-15
• /
• 2015

The Last PlannerSystem (LPS) has been implemented on construction projects to increase work flow reliability, a precondition for project performance againstproductivity and progress targets. The LPS encompasses four tiers of planning processes:master scheduling, phase scheduling, lookahead planning, and commitment / weeklywork planning. This research highlights deficiencies in the current implementation of LPS including poor lookahead planning which results in poor linkage between weeklywork plans and the master schedule. This poor linkage undetermines the ability of theweekly work planning process to select for execution tasks that are critical to projectsuccess. As a result, percent plan complete (PPC) becomes a weak indicator of project progress. The purpose of this research is to improve lookahead planning (the bridgebetween weekly work planning and master scheduling), improve PPC, and improve theselection of tasks that are critical to project success by increasing the link betweenShould, Can, Will, and Did (components of the LPS), thereby rendering PPC a betterindicator of project progress. The research employs the case study research method to describe deficiencies inthe current implementation of the LPS and suggest guidelines for a better application ofLPS in general and lookahead planning in particular. It then introduces an analyticalsimulation model to analyze the lookahead planning process. This is done by examining the impact on PPC of increasing two lookahead planning performance metrics: tasksanticipated (TA) and tasks made ready (TMR). Finally, the research investigates theimportance of the lookahead planning functions: identification and removal ofconstraints, task breakdown, and operations design.The research findings confirm the positive impact of improving lookaheadplanning (i.e., TA and TMR) on PPC. It also recognizes the need to perform lookaheadplanning differently for three types of work involving different levels of uncertainty:stable work, medium uncertainty work, and highly emergent work.The research confirms the LPS rules for practice and specifically the need to planin greater detail as time gets closer to performing the work. It highlights the role of LPSas a production system that incorporates deliberate planning (predetermined andoptimized) and situated planning (flexible and adaptive). Finally, the research presents recommendations for production planningimprovements in three areas: process related, (suggesting guidelines for practice),technical, (highlighting issues with current software programs and advocating theinclusion of collaborative planning capability), and organizational improvements(suggesting transitional steps when applying the LPS).

• Strategy21
• /
• s.44
• /
• pp.177-212
• /
• 2018

The purpose of this article is to examine the 'Discussion of maritime defense' which began to be discussed from the late Goryeo dynasty to the early Joseon dynasty and the process of establishing a maritime defense system. Also it can identify changes in the aspects of the naval ship operation and their strategic tactics during the reign of King Sejong. Japanese raiders began a full-scale invasion from 1350 at the late Goryeo Dynasty, So the government realized the need to raise the 'Sea power' and to organize the maritime defense system for defending enemy invasion. for example, the reinforcement of naval forces, construction of warships, develoment of weapon systems and so on. which have achieved remarkable growth while continuing, have also been used to carry out a three-time 'Conquest of Daemado' in 1389, 1396, 1419. Until then, however, it is difficult to interpret that the naval forces had a systematic and organizational combat operation system. According to fighting patterns on combat reports before the early days of King Sejong's reign, Our naval forces had no advantage over the Japanese raiders in terms of their capabilities and tactics. Then, the period of King Sejong marked a watershed in maritime defense history. Based on accumulated experience of naval battles and force Projections, The paradigm shift of the naval strategic tactics for maritime defense has occurred. First, the capability of the naval vessels has improved. for example, ship speed, durability, and weather resistance. Through these efforts, navy forces were able to pursue and attack, destroy enemy's ships by taking advantage of the 'Ship speed superiority'. This has led to tactical shifts from defensive to offensive. Second, purpose to support offensive tactics, the government put a strategic plan into practice that is the forward depolyment of naval bases from the inland to the coast, considering the 'sea environment' and 'threat'. By doing so, Joseon dynasty was able to secure 'the command of the sea'. This may be a little different from the perception of the so-called 'peace period' that King Sejong's era. We need to remember that Joseon dynasty was working hard for its defense. When studying history of maritime defense, these strategic and tactical elements must be fully considered. Only then we can have a coherent understanding of the many naval battles in the past, including the Imjin War(1592-1598).