• Journal of Distribution Science
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• v.16 no.1
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• pp.59-71
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• 2018

Purpose - Recognizing the importance of small and medium enterprises and venture enterprises for the domestic economy, the purpose of the present study is to select factor termed export modes from among various export success strategies and factors that can help those enterprises secure export competitiveness in the world market to analyze the effects of export modes on the amounts of exports and periods until export after the foundation of those enterprises. Research design, data, and methodology - A structured questionnaire was used as a tool to derive the purpose of the study, and a questionnaire survey was conducted using a mobile survey technique that facilitated the distribution of questionnaire sheets and the collection of results. The main methodology used is crossover analysis, and the regression analysis technique was applied to verify the study results derived, thereby securing the reliability and validity of the final results derived. Results - Small and medium venture enterprises with shorter periods of time until the first export success after establishment adopted direct export modes more frequently, and those enterprises with larger amounts of the first export after establishment adopted direct export modes more frequently. The results of quantitative analysis, indicating that 66.1% of those enterprises with an export amount exceeding one billion won adopted direct export modes, can be said to support the foregoing. The crossover analysis results derived as such were reanalyzed using the PPML regression analysis technique to quantitatively identify that the amounts of the first export of enterprises that adopted direct export modes were larger than those of enterprises that adopted indirect export modes by 120%. Conclusions - The present study implies differentiated values in three aspects. First, the present study investigated and presented the export success factors and strategies of small and medium venture enterprises in a total of 14 countries in the Asian region, European region, North American region, African region, and South American region. Second, it intensively investigated five export modes to identify and verify that they were affecting the export success of small and medium venture enterprises. Third, based on the results of the investigation, the present study presented two marketing implications in the pragmatic aspect.

• Korean small business review
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• v.42 no.4
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• pp.235-250
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• 2020

This study surveyed the perception of university students about employment in Small and Medium-sized Enterprises(SME) in the Chungbuk area to prepare improvement measures. In particular, the data were collected in descriptive questions along with the existing survey methods, and the perception of SME and decent work was identified using text-mining. As a result of the analysis, there are positive perceptions of jobs at SME such as various work experiences and low job competition rates, while there are generally many negative perceptions in pay, work and welfare. However, as a result of co-occurrence network analysis of responses to decent jobs, 'Information' was derived as a keyword. Currently, college students' negative perception of SME is affected by the lack of sufficient information, which needs to be improved first. To solve this problem, it was proposed to establish and operate a platform that can provide information on employment of SME and select necessary personnel.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.46 no.3
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• pp.41-58
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• 2023

This study identifies the commercialization success factors that can be an important indicator for the transfer and commercialization of national R&D results in the agricultural sector. Unlike other industries, the agricultural sector has a non-systematically scaled and processed industrial structure, and R&D is led by government rather than the private sector. Although the quantitative performance of national agricultural R&D, especially the number of patents and publications, has increased rapidly with the quantitative expansion of the government R&D budget, the technology commercialization of the results of agricultural R&D has been accompanied by difficulties for SMEs. Therefore, this study summarized the success factors for commercialization of state-owned technologies presented in previous studies, and based on them, analysed the success factors for commercialization specific to the agricultural sector. It also conducted a questionnaire survey using Delphi and focus group interviews (FGI) with experts from academia, research and industry, and a survey of agricultural companies to derive success factors for commercialization in the agricultural sector using logistic regression analysis. As a result, five indicators with positive correlation and three indicators with negative correlation within technology characteristics, suppliers, adopters, policy and market factors were finally derived as key factors for agricultural commercialization. In the future, it is expected that independent factor analysis of the food and seed sectors, which have independent industry characteristics from the agricultural sector, will be needed.

• Journal of Technology Innovation
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• v.26 no.2
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• pp.37-68
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• 2018

This study examines the effects of entrepreneurial orientation and external oriented organizational culture on the firm perfornamance focusing on mediating effects of open innovation. The survey was conducted on Korean manufacturing firms with 100-5,000 employees among listed companies and external auditing companies. The validity of the research model and hypotheses was verified through analysis of structural equation model for 283 valid responses. Empirical results show that entrepreneurial orientation positively affects both open innovation and firm's performance. The external oriented organizational culture of firms appears to be positive effects on open innovation, but the effect between the external oriented organizational culture and firm's performance shows no statistical significance. Open innovation have positive effects on firm performance. In addition, a test for mediation effects of open innovation reveals that a full mediation exists between the external oriented organizational culture and firm's performance, while there is a partial mediation effect between entrepreneurial orientation and firm's performance. This study contribute to the literature by deepening understanding on the open innovation. We propose an integrated model for examining antecedent factors, open innovation and performance.

• Journal of Korea Technology Innovation Society
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• v.20 no.1
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• pp.62-80
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• 2017

The purpose of this paper is to explore the relationship between industrial regulations and the R&D activities of firms by analysing the case of manufacturing enterprises in Korea. The sample is gathered from the 2012 Korean Innovation Survey data of Korean Institute of Science & Technology Evaluation and Planning and merged with Korean Regulation Index data of Korean Institute of Public Administration. The Ordinary Least Square (OLS) as well as 2 Stage Least Square (2SLS) regression results show that the impact of the level of the manufacturing field's regulation on firms' R&D activities or inputs may be both positive and negative, depending on the size of the firms. The analysis results suggest that regulatory policy makers need to formulate and implement R&D programs that consider the different effects of industrial regulations on large enterprises or Small and Medium sized Enterprises (SMEs).

• The Journal of Small Business Innovation
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• v.19 no.3
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• pp.57-74
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• 2016

This paper analyzes the role of strategic fit, cooperation, and performance in small-sized subpart suppliers' interactions with large businesses. For this purpose, this paper analyzes survey data from 90 first-tier suppliers of Samsung Electronics and evaluates how strategic fit and cooperative relationships affect their performance. Empirical analysis suggests that strategic fit positively affects small companies' business and innovation performance. This finding aligns with theories arguing for strategies that accommodate specific business environments. In addition, strategic fit is crucial for innovativeness of SMEs (Small and Medium-sized Enterprises). With regard to forming relationships with large companies, findings also show that high quality technological and personnel cooperation boosts subpart suppliers' productivity and efficiency as notably reflected in SMEs' business performance. Moreover, such cooperation between small and large companies reinforces the benefits associated with strategic fit and innovation. This means that if the business environment of small-sized subpart suppliers is uncertain, harnessing differentiated strategies and pursuing collaborations with prime companies will produce innovative outcomes (e.g., increased patent publications). On the other hand, when degree of uncertainty is small, pursuing cost leadership strategies and collaborating with prime companies in areas, such as technology and personnel, will help small-sized subpart suppliers produce innovative outcomes. Based on these findings, this paper argues that choosing the right competitive strategy for a specific business context is intrinsically tied to (1) augmenting technological and human collaborations with prime companies, (2) improving the quality of these interactions, and (3) generating competitiveness among small subpart suppliers. Both competition and cooperation are necessary for strengthening the competitiveness of small companies.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.5
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• pp.235-243
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• 2020

The more consumers feel the brand as authentic, the better the brand image and the higher the purchase intention, so companies actively seek to build brand authenticity. On the other hand, the quality of products perceived by consumers comprehensively in consideration of various factors such as performance, durability, and materials can affect brand authenticity. The purpose of this study is to present useful implications by building a research model for quality and brand authenticity from a marketing point of view, and empirical analysis. For this, product quality and brand authenticity were theoretically defined, the relationship between them was identified, and ultimately the influence of these concepts on brand image was examined. In detail, a survey was conducted on a total of 286 consumers to find out the quality of the product, authenticity of the brand, and brand image, and the product to be surveyed was S20, the latest mobile phone of S Electronics. As a result of empirical analysis, although quality had a statistically significant positive effect on brand authenticity, the degree was not greater than expected. In addition, quality had a statistically significant positive effect on brand image, and its degree was large, but when quality and brand authenticity were considered together, it was found that the regression coefficient of brand authenticity was larger than that of quality. This means a partial mediating effect of brand authenticity. Therefore, in order to enhance the brand image and purchase intention of SMEs/Venture companies, a strategy that build brand authenticity simultaneously in consideration of the components presented in this study will be more effective than a strategy that focuses only on quality. This study proposes a variety of theoretical and practical implications by empirically examining the relationship between brand authenticity and brand image perceived by consumers through quality from a marketing perspective, based on a research model that was not discussed in previous studies. In particular, this study proposes a plan to build brand authenticity from the perspective of SMEs/Ventures.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.12
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• pp.190-199
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• 2019

South Korea has achieved impressive economic growth relatively quickly by focusing on export-driven policies and economies of scale in the process of industrialization. As the country's economic development policy focused on large corporations, however, a power and wealth imbalance developed between SMEs and large corporations. The purpose of this study is to clarify this issue academically and more clearly through theoretical studies and empirical analysis in order to resolve these imbalances and improve the positive relationship between SMEs and large corporations. To this end, a survey was conducted from December 17, 2018 to January 28, 2019, and a total of 378 questionnaires collected from corporate workers were used for the final analysis. The hypotheses confirmed by the study results were as following. First, the factors directly affecting the competitor's orientation were the trust, entrepreneurship, and innovation capability of the entrepreneurial characteristics. Second, when the characteristics of the company were examined from the perspective of cooperative performance, only the innovation capacity factor had a positive effect. Third, the competitor orientation showed a positive effect on cooperative performance. Fourth, competitor orientation had a statistically significant mediating effect on the relationship between trust, entrepreneurship, innovation capability, and cooperative performance.

• Journal of Technology Innovation
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• v.27 no.3
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• pp.27-52
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• 2019

This research studied the determinants of private R&D investment by examining the innovation strategies of 481 small and medium enterprises (SMEs, their employee size is 5 or more and less than 300) in Busan, South Korea. The data is derived from the Technology Survey of Small and Medium Enterprises in 2001 and 2003. Three explanatory variables for the innovation strategies are the R&D portfolio, the organization (personnel) for R&D, and the strategic role of CEO for innovation. The technological levels of industries are controlled in the linear regression model. The dependent variable is the total private R&D investment of a firm in the given fiscal year. The empirical results indicate that the private R&D investment positively correlates with the complexity of the R&D portfolio, the formal organization for R&D team, and the increase of R&D personnel. The formal organization for R&D team and the number of R&D personnel are correlated with the increase of private R&D investment across the four groups in the manufacturing sector but not in the service sector. These findings suggest that the innovation policy needs to target firms who have complex R&D portfolios, the formal organization of R&D teams, and sufficient R&D personnel in order to increase the private R&D investment of SMEs in regions, with consideration of industrial characteristics.

• Journal of Distribution Science
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• v.13 no.12
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• pp.113-131
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• 2015

Purpose - In today's era of globalization, the competitive power of enterprises is growing fiercer, calling for organizations to be able to respond flexibly to survive and maintain predominance in competition. In turn, keen competition exists among enterprises for the systematic management of members' knowledge to secure predominance in such competition. Under such circumstances, SMEs must find and utilize positive causes for change that affect organizational performance. The objective of this study is to analyze the structural relationship between four factors known from prior research-a CEO's positive leadership, members' positive life positions, learning organization activities, and job engagement-and organizational performance. Research design, data, and methodology - To achieve this objective, this study established the following four research problems. First, do CEOs' positive leadership, members' positive life positions, learning organization activities, and job engagement affect organizational performance? Second, do CEOs' positive leadership, members' positive life positions, and learning organization activities affect job engagement? Third, do CEOs' positive leadership and members' positive life positions affect learning organization activities? Fourth, does CEOs' positive leadership affect members' positive life positions. Additionally, to achieve the objective of this study, the research model was selected on the basis of a documentary survey of 787 full-time employees at 100 SMEs, which was used to collect related data. Results - The following conclusions were drawn. First, a CEO's positive leadership directly affects members' positive life positions, learning organization activities, and job engagement. Second, positive leadership only indirectly affects organizational performance. That is, positive leadership has an indirect effect on organizational performance given the parameters of members' positive life positions, learning organization activities, and job engagement. Third, members' positive life positions directly affect learning organization activities and job engagement, but indirectly affect organizational performance with learning organization activities and job engagement as parameters. Fourth, learning organization activities directly affect job engagement and organizational performance. Additionally, learning organization activities indirectly affect organizational performance with job engagement as a parameter. Fifth, job engagement directly affects organizational performance. Conclusions - A CEO's positive leadership and members' positive life positions do not directly affect organizational performance but have a positive effect through learning organization activities and job engagement. In particular, CEOs' positive leadership was proven to be the major factor to affect members' positive life positions, learning organization attitudes, and job engagement, and learning organization activities and job engagement were found to be major factors that directly affect organizational performance. Considering these conclusions, the direct effect of a CEO's positive leadership on organizational performance is not statistically significant but seems to affect members' positive life positions, learning organization activities, and job engagement, which ultimately affects organizational performance. In addition, CEOs' positive leadership is an important factor that enhances the factors with the strongest effect on organizational performance-activities of learning organizations and job engagement.