• Asia-Pacific Journal of Business
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• v.14 no.4
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• pp.387-399
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• 2023

Purpose - The purpose of this study is to review the export support projects in Jeollabuk-do and to provide implications to the policy makers and to the local exporters. Based on this review, the study proposes future measures to enhance the efficiency of the current Jeollabuk-do export support project. Design/methodology/approach - This study reviews export support projects in Jeollabuk-do, d examines program types and utilization status, and subsequently summarizes the key aspects of Jeollabuk-do SMEs' export support projects. Findings - This study suggests that Jeollabuk-do's export support project can become more effective through active development of overseas markets and professional integration of marketing activities, particularly focusing on regionally specialized export products. Additionally, given the crucial roles played by the government, related agencies, and local offices in improving the export capabilities of SMEs in Jeollabuk-do, there is an emphasis on the need for continuous and systematic follow-up management and the establishment of export support projects and services. Research implications or Originality - While small and medium-sized enterprises (SMEs) in Korea account for a significant portion of export activities, their actual export performance and contribution are low. The export competitiveness of SMEs, particularly those located in regions other than Seoul and Gyeonggi Province, is not improving despite various export support projects being promoted. Under the circumstances, this study provide meaningful implications to the policy makers and to the local exporters.

• Journal of The Korean Institute of Defense Technology
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• v.5 no.1
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• pp.19-24
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• 2023

The future battlefield is expected to be very different from what it is today because of the development of new technologies. In particular, it becomes difficult to predict the war's outcome as AI and robots, whose performance is improved, participate in the battlefield. Accordingly, major countries including the US and China regard AI as the key technology and game changer that changing national competitiveness and future wars. Therefore, they are concentrating their efforts at the national level to occupy advance related technologies and to develop AI weapon systems. For this reason, countries are preparing strategies and policies to defense AI, and are actively expanding infrastructure, such as establishing organizations. In Korea, Defense AI is also being promoted. But, it suffers from a lack of governance that manages and controls integrally. Nevertheless, a significant consensus is forming on the necessity of establishing a defense AI center. In this study, we analyzed the status of defense AI promotion in major foreign countries such as the US, UK, and Australia, and suggested some implications for the establishment of defense AI policies.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.6
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• pp.183-198
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• 2014

This study analyzed the effect of NPD(New Product Development) strategy and standardized NPD activity on NPD performance in KODAK companies. As a result of this study, companies with a specific NPD strategy that can lead and integrate NPD programs were 48.5% and companies without NPD strategy were 51.5% among KOSDAQ companies, which showed that companies without NPD programs were relatively higher than companies with NPD programs. According to result of NPD performance, success rate of new product showed 51.2% and success rate of new product revenue showed 44.87%, but respondents who evaluated NPD performance as "very successful" and "successful" were 53% based on the study of 77 various industries by Kuczmarski & Associates in America in 1993, and the companies in this study showed relatively below-average marks to the result of the study examined by USA PDMA in 1995 as compared to 59% of NPD success rate according to the 2nd study of best practice in 1995 by USA PDMA(Product Development & Management Association). As a result of testing the difference between NPD performances depending on whether company has NPD strategy or not, it showed a significant difference in success rate of NPD depending on NPD strategy and had a higher success rate of NPD as company has NPD strategy. Although NPD activity does not provide with documented process, companies which follow clearly recognized procedure until individual business for product development is completed were 39.6%, indicating that KOSDAQ companies still have fewer standardized NPD procedure than USA companies with 76% as compared to the result of 1990 PDMA in America. As a result of ANOVA test, NPD success rate showed the difference depending on the presence of officially documented process. As a result of Scheffe and Bonferroni test as post hoc test, companies with officially documented process, carrying out a series of business in a given section showed a higher NPD success rate by 18.385 at the 5% significance level than companies with individual business procedure without officially documented process. The difference of this research from the previous studies is that the findings of PDMA in America throughout the United States were applied to the domestic KOSDAQ companies. In addition, the existing studies related to NPD in Korea were conducted for some limited industries in the past, but this study was applied to various industries of KOSDAQ companies. The implications of this study suggest that it is necessary for KOSDAQ Industry Association or other related governmental departments to educate and guide the standardized process about NPD for increasing survival rate and reinforcing competitiveness of the companies.

• Journal of Korea Technology Innovation Society
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• v.21 no.2
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• pp.636-662
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• 2018

Recently, the Moon administration established the Ministry of Small and Medium-sized Enterprises (SMEs) and Startups, as part of its national strategy for start-up and innovation growth led by small and medium-sized venture companies. In a slowing economy, as venture companies with excellent internal competencies are seen to be favorable to growth, the government funding for technology development is becoming increasingly important. Previous studies examine the internal competence factors that can strengthen competitiveness through self-efforts and the influence structure of growth stage, which is an important factor in industrial environment, on business performance. As the government support for venture firms has been strengthened, the effect of government funding on the management performance and technological innovation performance of venture firms have been recently discussed in various ways. However, there is a lack of precedent research on the moderating effect of the utilization of government funding on the existing influence structure in which firm's internal competence and growth stages affects business performance. Therefore, this study examined whether the internal competencies of the venture firms and the stage of growth have direct effects on business performance and analyzed the moderating effect in connection with government funding utilization under these influence structures. The results of the study are as follows. First, the utilization of government funding in the venture firms whose R&D personnel ratio is relatively low, not to have own brands and showed an increase of employees has a significantly positive influence on business performance. Second, the moderating effects of the government funding utilization at the high growth stage of the venture firms are shown significantly. These results suggest that the venture policy linked to the job creation of the present government requires not only the support considering R&D personnel but also the necessity of supporting human resources policy to a greater extent and further study on the effectiveness of venture firms in the high growth stage.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.2
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• pp.1-13
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• 2019

As a way to find new and innovative technologies, many companies have invested in and acquired skilled startups. Because startups are usually small in size and have a small history of past business experience, there are many risks involved in acquiring them as they have limited technical skills and business feasibility verification methods. Thus, venture capital plays an important role in discovering and investing competitive startups. While Independent Venture Capital generally values financial returns, Corporate Venture Capital, which plays investment roles in the firm, values business synergies with the parent company from a strategic perspective. In an industry sector where development of technology is rapid and whether new technology is held determines a company's competitiveness, existing companies incorporate startups with innovative technologies into their investment portfolios, collaborate together, and take over for comprehensive cooperation. In addition, new investments and acquisitions are carried out through the management of portfolio companies to obtain and utilize industry information. In this paper, major U.S. companies listed in the U.S. verified their investment activities through corporate venture capital and their impact on parent companies and startups through regression, while the parent company's acquisition performance was analyzed through an event study based on a stock price analysis. The criteria for startup were defined as companies with less than 12 years of experience, and the analysis showed that the parent companies with corporate venture capital with a larger number of investments actively take over startups. In addition, increasing corporate venture capital's financial investment activities shows a negative impact on the parent companies' acquisition activities, and the acquisition performance increased when the parent companies took over startups in its portfolio.

• The Journal of Fisheries Business Administration
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• v.26 no.2
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• pp.53-74
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• 1995

The purpose of this paper is to compare China's and Korea's marine fisheries industries in order to present the main features of China's marine fisheries and show the comparative advantages they have in production. The results indicate that China's marine fisheries have the following features. (1) The marine proportion of the fisheries industry economic activity is less than 60%. Fishing is 71.3% of that marine activity. (2) The production trends of marine fisheries history in China can be classified as follows: 1) an early growth period, 2) a deliberation/consolidation period, 3) a second growth period, 4) a third growth period, and 5) a fourth growth period. The growth rate has rapidly increased recently. (3) Fish production is over 70% of marine fishing fisheries, the next major product is crustacea. The production of shellfish occupies over 70% of marine aquaculture, seaweed production however, is only 22% of total marine aquaculture. (4) The licensed area for marine aquaculture in China is 586.3 ha and that area is 5.4 times larger than that of Korea. The allotted area for shellfish aquaculture is 60% of marine aquaculture, production areas of crustaceans occupy 27.3%, fish has 7 1%, and seaweed production only 5.7% of allocated marine aquaculture areas. (5) The proportion of power vessels for marine fisheries of China's total power vessel fleet is around 65%, and the marine fisheries portion of non - powered vessels constitutes only 12%. The highest proportion of power vessels engaged in marine fisheries activities is between 10 tonnes to 100 tonnes. (6) The portion of marine fishery workers of all fishery industry employees is 22%, and 70% of them are full - time workers. Of marine fishery workers, 64% are in the fishing sector, 22%, aquaculture workers, and the number of employees in marine fisheries is increasing every year. The analysis of China's fishery industry in the production competitiveness indicates as follows : (1) The licensed areas in marine aquaculture, number of fishing vessels, number of marine fishing workers in China's fishery industry are much more than those of Korea's. Therefore China is much more competitive than Korea in the quantity of production side. However, licensed areas for seaweed aquaculture are more extensive in Korea than China. In China, the number of power vessels of between 10 tonnes and 100 tonnes, the licensed shellfish aquaculture areas, and the number of fishing workers within the fisheries industry are much more than those of Korea. (2) It is estimated that the licensed areas in marine aquaculture, number of medium sized power vessels, number of marine fishery workers will be increased as the quantity of production factors grow in China. (3) At present, yield per Ha. in marine cultures is very low in China. Therefore it is estimated that aquaculture techniques have only been diffused recently in China. Yield of fish per Ha especially is much lower than that of Korea. So the level of aquaculture techniques seems much lower than that of Korea. (4) China is behind Korea in production technique, however the number of HP per boat in China is lower than that of Korea. Therefore, China is much more competitive than Korea in Costs. (5) Average fish catches per marine fishery worker in China is only 1/3 that of Korea's, and average marine aquaculture production in China is only 1/2 that of Korea. Therefore we can say Korea is more competitive than China in efficiency. The average income of marine fishery workers in China is higher that that of other Chinese industries. However, the competitiveness of the fisheries industry in China will be increased as more capital is invested and advanced techniques are developed.

• Archives of design research
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• v.17 no.4
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• pp.177-190
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• 2004

The purpose of this study is to provide domestic small and medium manufacturing businesses with effective ways of introducing and promoting design management, earnestly, as a key strategy for raising corporate competitiveness. For the purpose, this researcher discussed the management property of small and medium businesses, the introducing process and method and the necessity of promoting design management in small and medium businesses. Then the researcher reviewed and analyzed existing empirical studies to know the current status of design introduction and design management promotion i domestic small and medium businesses. Results of the study can be described as below. Prerequisite to the successful introduction by domestic small and medium businesses of design management are three CEO determinations - the firm will to the necessity of design introduction, the firm conviction in design efficacy, and the clear recognition of the existential value of design - and the establishment of at least five infrastructures -design organization, CDO, designers, design policy, and design strategy. For the promoting and succeeding in the execution of design management, design management system should have established based on such determinations and infrastructures, and CEOs should have design management mind firmly established and driven and realized next activities in the process of product development. 1) Set the principle of design priority in a new product development and establish an appropriate production system and environment. 2) Decide a new design development as the top-priority task of management and then practice it in a strategic way. 3) Be positive in design investment while accepting design management as a concept related not to cost, but to investment. 4) Utilize design extensively under the understanding that design management has something to do with corporate design system as a whole. 5) Treat design as the most valuable resource of business under the recognition that design is the most important determinant of corporate competitiveness.

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

• Journal of Digital Convergence
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• v.20 no.4
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• pp.147-157
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• 2022

This study tried to propose a smart farm technology strategy suitable for the domestic situation, focusing on the differentiation suitable for the domestic situation of ICT technology. In the case of advanced countries in the overseas agricultural industry, it was confirmed that they focused on the development of a specific stage that reflected the geographical characteristics of each country, the characteristics of the agricultural industry, and the characteristics of the people's demand. Confirmed that no enemy development is being performed. Therefore, in response to problems such as a rapid decrease in the domestic rural population, aging population, loss of agricultural price competitiveness, increase in fallow land, and decrease in use rate of arable land, this study aims to develop smart farm ICT technology in the future to create quality agricultural products and have price competitiveness. It was suggested that the smart farm should be promoted by paying attention to the excellent performance, ease of use due to the aging of the labor force, and economic feasibility suitable for a small business scale. First, in terms of economic feasibility, the ICT technology is configured by selecting only the functions necessary for the small farm household (primary) business environment, and the smooth communication system with these is applied to the ICT technology to gradually update the functions required by the actual farmhouse. suggested that it may contribute to the reduction. Second, in terms of performance, it is suggested that the operation accuracy can be increased if attention is paid to improving the communication function of ICT, such as adjusting the difficulty of big data suitable for the aging population in Korea, using a language suitable for them, and setting an algorithm that reflects their prediction tendencies. Third, the level of ease of use. Smart farms based on ICT technology for the development of the Industry6.0 (1.0(Agriculture, Forestry) + 2.0(Agricultural and Water & Water Processing) + 3.0 (Service, Rural Experience, SCM)) perform operations according to specific commands, finally suggested that ease of use can be promoted by presetting and standardizing devices based on big data configuration customized for each regional environment.

• Journal of Intelligence and Information Systems
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• v.28 no.3
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• pp.237-258
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• 2022

As the global market environment changes, the domestic ICT industry has a growing influence on the world economy. This industry is regarded as an important driving force in the national economy from a technological and social point of view. In particular, small and medium-sized enterprises (SMEs) in the ICT industry are regarded as essential actors of domestic economic development in terms of company diversity, technology development and job creation. However, since it is small compared to large-sized enterprises, it is difficult for SMEs to survive with a differentiated strategy in an incomplete and rapidly changing environment. Therefore, SMEs must make a lot of efforts to improve their own capabilities, and the government needs to provide the desirable help suitable for corporate internal resources so that they can continue to be competitive. This study classifies the types of ICT SMEs participating in government support programs, and analyzes the relationship between resources and performance creation of each type. The data from the "ICT Small and Medium Enterprises Survey" conducted annually by the Ministry of Science and ICT was used. In the first stage, ICT SMEs were clustered based on common factors according to their experiences with government support programs. Three clusters were meaningfully classified, and each cluster was named "active participation type," "initial support type," and "soloist type." As a second step, this study compared the characteristics of each cluster through profiling analysis for each cluster. The third step carried out in this study was to find out the mechanism of R&D performance creation for each cluster through regression analysis. Different factors affected performance creation for each cluster, and the magnitude of the influence was also different. Specifically, for "active participation type", "current manpower", "technology competitiveness", and "R&D investment in the previous year" were found to be important factors in creating R&D performance. "Initial support type" was identified as "whether or not a dedicated R&D organization exists", "R&D investment amount in the previous year", "Ratio of sales to large companies", and "Ratio of vendors supplied to large companies" contributed to the performance. Lastly, in the case of "soloist type", "current workforce" and "future recruitment plan", "technological competitiveness", "R&D investment", "large company sales ratio", and "overseas sales ratio" showed a significant relationship with the performance. This study has practical implications of showing what strategy should be established when supporting SMEs in the future according to the government's participation in the startup program and providing a guide on what kind of support should be provided.