• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.5
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• pp.99-112
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• 2020

This study empirically analyzed the relationship with major influencing factors in enhancing innovation capability of start-ups and their influence on innovation performance. If the existing innovation competency studies were analyzed from a general corporate perspective, In this study, it was analyzed from the perspective of start-up companies with less than 7 years of founding. As a result of a survey on startups, learning competency among the sub-variables of innovation competency, R&D competency and marketing competency are significant positive (+) consistent with both organizational competence related to organizational culture and organizational goals, technology commercialization competency, and close product competency. Has been shown to affect. The technical competence part does not have a significant effect on the product competency. However, it could not be interpreted that the importance of these competencies was low. This is because although technical competence did not directly affect product competency, it was analyzed as a meaningful result in relation to R&D competency. In addition, the characteristics of the company were classified into technology orientation and market orientation, and the relationship between each sub-variable was analyzed. The technical competence of a technology-oriented company did not have a significant effect on the product competency, but it was found that it had an effective effect on the R&D capacity. It is also consistent with the research findings that the initial survival rate is low as the characteristics of start-ups are often based on technology and ideas. Based on these results, There is a difference in major innovation capabilities according to the growth stage of a company. From a practical point of view, I would like to present approaches and implications for strengthening the competence of start-ups.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.2
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• pp.1-17
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• 2021

Existing research on the investment relationship between venture capital and start-up companies has mainly focused on choosing a startup from the perspective of venture capital, an investor. However, as competition among venture capital has increased recently, excellent start-ups with proven technology are choosing venture capital in reversely. This study investigated key elements that affect the selection of the venture capital by a startup. To this end, we looked at which venture capital company was selected as the final investor for startups that have received investment proposals from multiple venture capitals at the same time. Six early start-ups(pre-series A/Series A) and five mid-term (Series B/C) start-ups were interviewed to focus on the influence of the three elements regarding venture capital - 1) venture capital reputation, 2) relationship between cofounders and investors, and 3) value adding service provided by venture capital - on choice. As a result of the research, the investment portfolio among the reputations of venture capital was a very important element in selecting venture capital. However, it has been shown that the age and asset under management of venture capital are not important. Relationships have emerged as a very important element. Finally, as for venture capital's value-adding services, start-ups in this study did not consider it important. In particular, consulting and monitoring by venture capital has been found to be a burdening attribute for startups. This study suggests implications that can increase the probability of successful investment by venture capital in the investment market where investment competition is fierce, and enhance mutual understanding between venture capital and startups.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.1
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• pp.225-235
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• 2020

The Korean government is attempting to promote technology-based start-ups and venture firms that can lead to new national growth engines being developed. Although government support policies focus on improving survival rates, strategic tools for sustainability management based on a continuing company's assumption are also relevant. Previous studies indicate corporate social responsibility (CSR) as an important strategic tool for the management of corporate sustainability. This research is an exploratory study that seeks to empirically analyze the applicability of such CSR to venture firms. Existing previous studies have been carried out by large companies and surveys, and there are limitations that do not reflect the characteristics of companies. To complement the shortcomings of previous studies and propose practical consequences, this study conducted an empirical analysis using raw data from government approval statistics to identify the growth stages of venture firms. Using the 2018 Survey of Korea Venture Firms, we identified the growth stages of domestic venture firms and used the data envelopment analysis (DEA) to investigate the effect of CSR activities on managerial efficiency. The analysis found that CSR during start-up and early growth cycles did not affect managerial performance. The organization that conducted enthusiastic CSR activities performed better than those that did not perform CSR activities since the rapid growth era. Ultimately, the scale efficiency of venture business was the highest from the rapid growth era when the CSR was not done. This study is a pioneering study that found that after the period of high growth, venture firms' CSR activities can affect managerial performance. Therefore, it is important to advise applicable policies and business decision-makers that CSR practices can be a tactical resource for improving performance of management.

• The Journal of the Korea Contents Association
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• v.16 no.4
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• pp.466-476
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• 2016

Technology-holding company was introduced in 2008 according to the Korean related law. In the end of 2014, technology holding company of university amounts to 39 companies, and ETRI Holdings is only the company belonging to the research institute among these companies. The technology holding company was launched to support a technology transfer from university or research institute to companies, and to boost up start-ups. Though 7 years has passed after the first technology-holding company was launched, there is no success model until now. Holding company is basically an investment company, which earns a profit from subsidiary company. The business model of a holding company is similar to venture capital that invests in start-ups. A direction of desirable business model of technology-holding company was suggested in this paper based on the case study on 2 Korean venture capital company. Holding company is generally categorized into two types. One is a pure holding company that only get a profit from subsidiary company, and the second is a operating holding company that creates an extra business revenue in addition to the role of pure holding company. In this paper, it is suggested that a technology holding company is recommended to be a operating holding company rather than a pure holding company.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.5
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• pp.241-253
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• 2023

In the current rapidly changing environment, each country continues to make efforts to create jobs and strengthen technological competitiveness. In particular, support and revitalization policies for venture companies and start-ups are known to play a role in increasing national competitiveness. Companies should make appropriate replacements amid growing uncertainties in the environment in which business life is shortened and customer needs are diversified due to intensifying competition. First of all, it is important for companies to make efforts to strengthen their internal capabilities on their own. However, venture companies lack internal resources and capabilities, so support from the external environment is important enough to lead to the survival of the company(Timmons, 1994). Financial support and certification systems are being operated at the national level to strengthen the competitiveness of companies. However, financial support can lower a company's self-sustainability depending on the situation, so non-financial support such as R&D support and start-up education is considered to be helpful in the long term for venture growth(Aghion et al., 2012; Jeon & Ko, 2021). Non-financial support is divided into commercialization, facilities, space, childcare, manpower, and certification systems, and this study confirmed the benefits of the venture company confirmation system, which is a certification system. To this end, the 2021 venture company precision survey data and venture company sales data were used, and analyzed using the SPSS 26.0 package and SPSS PROCESS MACRO. As a result of the analysis, it was confirmed that the level of the management environment of venture companies has a positive effect on the benefits of the venture confirmation system or increasing the level of venture company capabilities, but it is difficult to lead to actual management performance. In addition, it was confirmed that the level of venture company competency mediates the relationship between the level of the venture company's business environment and management performance. As a result, even if the level of the venture company's business environment is positive or venture-friendly, it can be said that companies with internal capabilities to digest support from the external environment increase management performance.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.3
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• pp.191-209
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• 2023

Amid rapid changes in technological innovation due to the influence of the 4th Industrial Revolution and COVID-19, research related to absorption capacity and patent activities to promote technological innovation of Korean technology start-ups is important in this uncertain environment. This study aims to examine the effects on entrepreneurial performance and patent activities by reconstructing absorptive capacity, an organizational capability, for technology-based startups in fields such as BT and ICT with less than seven years of establishment, distinguishing between potential absorptive capacity and realized absorptive capacity. The study also seeks to develop a theoretical research model. To accomplish this, data was collected from managerial executives, including CEOs of 215 technology startups. The following hypotheses were tested: Firstly, potential absorptive capacity had a significant impact on patent activities, while realized absorptive capacity did not. Secondly, potential absorptive capacity had a significant impact on technological performance, while realized absorptive capacity did not. Thirdly, both potential and realized absorptive capacity had a significant impact on financial and non-financial performance. Fourthly, patent activities indirectly influenced potential absorptive capacity and technological performance, but did not affect realized absorptive capacity. Fifthly, patent activities indirectly influenced potential absorptive capacity and financial performance, but did not affect realized absorptive capacity. Lastly, patent activities indirectly influenced potential absorptive capacity and non-financial performance, but did not affect realized absorptive capacity. The practical significance of this study lies in providing useful guidelines for building the core capabilities of organizations through absorptive capacity and patent activities. Furthermore, it is expected that startups that have not recognized the formation process of absorptive capacity for patent activities will perceive the formation mechanism of absorptive capability anew and show considerable interest in future potential and realized absorptive capacity as part of their management strategies. This is anticipated to play an important role in adapting to rapidly changing technological advancements, the startup ecosystem, and securing sustainable competitive advantages.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.6
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• pp.1-26
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• 2020

The term 'Unicorns' in the corporate ecosystem was firstly introduced by Aileen Lee in 2013. It has been actively discussed in South Korea particularly to compare the level of the 'start-up ecosystem' from a global perspective. Accordingly, the Korean government has recently set a policy goal 'to nurture 20 Korean unicorn companies by 2022'. While the phenomenon of 'Unicorn Club Company' has been brought to the level of policy objectives and spread more widely to the public, existing academic research to understand its substantial and underlying implications has been insufficient. First, in this study, the characteristics of 479 'Unicorn Club' companies in 2019 were analyzed in-depth. Previous research has focused on the general status and trend by analyzing the number of unicorn companies by country and industry classifications. However, this study conducted a qualitative exploratory analysis by investigating descriptive statistics about unicorn companies, including their investors, while providing case studies. Also, cluster analysis, ANOVA, and multi-level regression were employed for quantitative exploration. The characteristics of individual companies were examined based on the "ERIS Model (Entrepreneur - Industry(Market) - Resource - Strategy Model)". Secondly, factors influencing its valuations were examined in connection with the previously analyzed characteristic variables and investor characteristics. Finally, based on these, the future direction of the "Unicorn Phenomenon" from the perspective of "Enterprise Ecosystem" and productively using it from the perspective of the public policy is suggested.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.4
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• pp.193-216
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• 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
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• v.11 no.4
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• pp.103-116
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• 2016

In uncertain future and the rapidly changing environment, it is necessary for companies to do innovative management activity. With business strategy that creates value and vision, The major industrialized countries ensure development of venture & start-up business and business competition by creating various added value through design. Thereby, Companies use design to increase enterprise value, a lots of interests and supports are focused in design industry which pioneer new market with new product and services. Therefore, Companies need more innovative and creative activities, and leads creative companies through developing entrepreneurship. Now, Companies should improve successful entrepreneurship, developing effective process in the organizational level beyond individual level. This research conducts empirical analysis from the individual and organizational perspective of corporate entrepreneurship. This study of design corporate 351 employees in design corporate is surveyed. This research finding is that design corporate employees' entrepreneurial capacity, entrepreneurial attitude and CEO support have meaningful effects on culture and structure. However, The analysis result indicates that this employees' entrepreneurial capacity, entrepreneurial attitude and CEO support have no effects on operation systems, so it is necessary to build the operation systems for activation of corporate entrepreneurship. This study puts emphasis on the needs to raise the level of corporate entrepreneurship and requires ways to improve entrepreneurship for sustainable growth. Also, This study suggests practical implications that it is important to systematic operation systems to actively utilize infrastructure, so it occurs in employees' entrepreneurship not only on the individual level, but also on the organizational level.

• Journal of Korea Society of Industrial Information Systems
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• v.22 no.2
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• pp.91-106
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• 2017

In This Study, we Analyze how the Market Orientation and Learning Orientation that can be Regarded as the Two core Factors of Small Business, Necessary for Companies to Grow Continuously Influence on Corporate Performance. This is an Empirical Study on the Influence of them. Small Companies have a Greater Impact on the Survival and Growth of Organization Commitment I Experienced that. In this Study, we Focused on the Mediating Effect of Organization Commitment when the Company's Market Orientation and Learning Orientation Influenced on the Corporate Performance as a Differentiated Element of Research. Research results have Revealed that Surprisingly, Small Companies Market Orientation and Influence on Corporate Performance. This is an Empirical Study on the Influence of them. Small Companies have a Greater Impact on the Survival and Growth of Organization Commitment I Experienced that. In this Study, we Focused on the Mediating effect of Organization Commitment when the Company's Market Orientation and Learning Orientation Influenced on the Corporate Performance as a Differentiated Element of Research. Research results have Revealed that Surprisingly, Small Companies Market Orientation and Learning Orientation had a Significant Influence on Corporate Performance. It was also Verified that Organization Commitment had Partially Mediated Effects. In Conclusion, as a Prerequisite for Small Enterprises to grow, we have to Create Market Oriented and Learning Oriented Organization and at the same time we should Strive to Ensure that all Organization Members have Attachment Relationships with their Organization. It is Understood that it must be. The Results of these Studies will be Helpful for not only Individuals who Prepare for Founding and Founded but also Start-up Related Officials.