• Journal of the Korean association of regional geographers
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• v.23 no.3
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• pp.459-469
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• 2017

Recently, the third mission as the new role of the university is being emphasized as contributing to the local community through active participation in local and regional problems as well as an economic contribution as an entrepreneurial university. Thus, overseas universities started various university-industry collaboration activities targeting sustainable development based on local community and improve their roles for regional regeneration and innovation. Universities in Korea also tend to set up a cooperative governance with various agents in the local community via university financial support projects by the government and started to promote the university-industry collaboration project for solving the problem of the local community. Therefore, this research tries to find implications in order to expand the role and responsibility as local university and reinforce substantiality and enhancement of university-industry collaboration through a case analysis of university-industry collaboration to solve the problem in local communities in foreign countries. In order to solve the problem of local communities based on local agents-led small-sized projects, it is requested to improve the more active role of the university, local governments and university students.

• The Korean Journal of Franchise Management
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• v.3 no.2
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• pp.1-19
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• 2012

This study intends to suggest the cooperative, win-win collaboration, as methods for settling disputes with the existing self-employed people over back-street business areas and disputes and conflicts between a franchiser and franchisees. In addition, it intends to analyze the Dunkin' Donuts purchasing cooperative in the US, where the franchising industry has been well developed; and to find the implications of cooperation strategies between Dunkin' Donuts and its franchisees that may be helpful for the South Korea's franchising industry. This study tries to discover a new model of the Korean-style franchise cooperative out of the basic principles and practice guidelines of cooperatives ranging from an early American franchise cooperative in 1955 to ARCOP, KFC, and Dunkin' Doughnuts in the late 1970s. Further, it looks into successful programs of a purchasing cooperative at Dunkin' Donuts such as TDP (Total Distribution Program), SFP (Shortening Futures Program) and DCP (Distribution Commitment Program). The case of the US Dunkin' Donuts, which operates the purchasing cooperative, suggests the following for the improvement of franchisees' profitability. First, relations of cooperation rather than of power are necessary between a franchiser and franchisees. Second, mutual solidarity of franchisees is necessary. Third, problems proper to the Korean franchise system should be improved. Fourth, an entrepreneurial spirit of going together rather than going fast is required. Fifth, complete satisfaction management is required. Considering different system environments between the two countries such as quantitative expansion within a short franchising history of 30 years or so and franchise profit models, there is a limit to generalizing down to a successful model of the win-win partnership cooperative. It is hoped that the sustainable management of the domestic franchising industry will be promoted in the future through the in-depth analysis of successful cooperatives.

• Korean small business review
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• v.39 no.2
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• pp.139-160
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• 2017

Today, changes in the environments surrounding companies are so uncertain that corporate entrepreneurship should be activated to enhance the competitiveness of firms and to improve their profitability. In particular, The practice of entrepreneurship by small and medium sized enterprises (hereafter SMEs) is suggested as an important factor for the enhancement of competitiveness of firms. In this context, this study examined the effects of the organizational climates on the entrepreneurship activities of SMEs in Korea and China. The data obtained from 300 SMEs in Korea and China through questionnaire surveys were analyzed. The results demonstrate that the organizational climates have significant positive effects on SMEs in the countries belonging to emerging markets such as Korea and China. However, the practice of corporate entrepreneurship could be manifested in diverse forms, such as innovation or strategic renewal, and the effects of organizational climates were shown to sightly different effects on the corporate entrepreneurship activities. In addition, SMEs in Korea and China, which belong to common cultural areas, did not show any statistically significant difference in organizational climates in general. Furthermore, the effects of these factors did not show significant differences in general. However, SMEs in Korea with more flexible organizational structures and higher job autonomy were shown to be more advantageous in practicing corporate entrepreneurship than those in China. The results of the study provide meaningful implications for SMEs in Korea in terms of the efforts that should be made to enhance their competitiveness, implement innovation, and achieve comparative advantages over China.

• Journal of Practical Agriculture & Fisheries Research
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• v.20 no.2
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• pp.73-87
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• 2018

The area of agriculture and fisheries business are expanding according to changes in the agriculture and fisheries environment. For the direction of long-term practical field training of department of Agriculture and Fisheries Business, which is a newly created department of Korea National College of Agriculture and Fisheries, production as well as other areas must be reviewed. The original long-term practical field training and the direction of selecting a long-term practical field training appropriate for the new department reviewed in this study are as follow. First, the original long-term practical field training can be summarized as single product-focused management, inadequate connection of production-processing-service areas, and individuality-focused management. However, a case management that sees new value creation as a basis of agricultural development can be summarized as diversification of value creation, horizontal integration, entrepreneurial management through corporate management, and leading management for regional revitalization through connecting local agricultural. Therefore, the direction of selecting the new department's long-term practical field training requires seeking of value creation management through horizontal integration, exploration of agricultural businessmen who have entrepreneurship needed to create added value in agriculture, and a way to connect to the original production-centered long-term practical field training.

• Knowledge Management Research
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• v.24 no.3
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• pp.17-34
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• 2023

Recently, national concern for record breaking level of deficit operation of KEPCO grows bigger in Korea. With this regard, many stakeholders believe KEPCO should be responsible for this result although it is not clear whether KEPCO is only to blame who is in such position where full cost pricing is impossible and entrepreneurial efficiency is not guaranteed. Particularly, less concern is given to Performance Evaluation for Public Organization(PEPO) which did not give prior warning against major deficit of KEPCO or help to improve its capacity to deal with the problem, and thus prevented KEPCO from acknowledging its managerial weakness by crediting KEPCO with successive grade B during the period of previous government. Based on such viewpoint, this study analyzes reports of PEPO for 5 years in terms of evaluability assessment and suggests proper direction for better PEPO in the future. From this analysis, it was found that firstly, relevant suggestion was not made to prevent or improve defict problem; secondly, comments are increasing every year without consistency; thirdly, comments related to long-term investment are only recently found; fourthly, suggestions are based on political orientation rather than evidence or expertise. This study is expected to contribute to evidence-based evaluation and knowledge management since it tackles evaluation reports themselves for the first time.

• Journal of Venture Innovation
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• v.6 no.3
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• pp.1-20
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• 2023

This study conducted an empirical analysis of whether the accelerator incubation program (mentoring, seed investment) and entrepreneur self-efficacy affect competitive advantage performance for start-up representatives who have experienced the accelerator incubation program. At this time, the mediating effect of innovation capability was also examined. As for sample collection, 334 samples collected from representatives of start-ups nurtured by national accelerators and regional centers for creative economy and innovation in Korea were tested using the Smart PLS 4.0 program, and the analysis results are as follows. First, mentoring has no significant effect on competitive advantage performance, whereas seed investment and entrepreneur self-efficacy have a positive (+) effect on competitive advantage performance. Second, mentoring, seed investment, and entrepreneurial self-efficacy have a positive (+) effect on innovation capability. Third, innovation capability has a positive (+) effect on competitive advantage performance. And fourth, it was confirmed that innovation competency has a positive (+) effect between mentoring, seed investment, entrepreneurship self-efficacy and competitive advantage, and has a mediating effect. As a result, while mentoring did not have a direct significant effect on competitive advantage performance, it was confirmed that there was a significant effect mediated by innovation capability. Seed investment, entrepreneur self-efficacy, and innovation capability directly helped competitive advantage performance, and it was confirmed that innovation capability has an effect on the competitive advantage performance as a mediating effect. It is expected that this study will be able to suggest a direction that can help start-ups improve their competitive advantage performance.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.5
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• pp.141-157
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• 2023

Start-ups are the driving force of economic development and play an important role in improving national competitiveness. The country's start-up support policies are increasing every year, but indicators that do not challenge them and do not consider future start-ups can predict employment reduction and unemployment can increase further. You can. The increase in the number of young people doing nothing is causing economic hardship and neglect of future precious human resources, which calls for a more realistic national entrepreneurship policy. Accordingly, this study sought to identify bias and environmental factors in order to reveal factors that influence the will to start a business among potential entrepreneurs in Korea. For this purpose, descriptive statistical analysis was performed using SPSS on a sample of 227 responses from the general public who are potential entrepreneurs interested in starting a business. As a result, prejudice decreased the will to start a business and increased fear of failure. On the other hand, the entrepreneur's environmental factors reduced the fear of failure and increased the will to start a business. Lastly, fear of failure was found to play a mediating role between the two independent variables and the will to start a business. The results of this study showed that prejudice was a negative factor in the will to start a business, and the environment was a positive factor. These research results suggest that in order to revitalize entrepreneurship, positive environmental factors that can provide entrepreneurs' correct recognition and support for entrepreneurship are necessary.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.2
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• pp.53-66
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• 2023

Role models are also known to influence an individual's job or career choice. The positive effect of role models on entrepreneurship has already been revealed through many precious researches. It is said that people choose not only family members who are related by blood, such as parents, siblings, and relatives, but also acquaintances whom they have met through social relationships as role models. In this study, we divided into entrepreneurs with no role models other than themselves and entrepreneurs with role models. In addition, we classified parental siblings and relative role models as role models with strong ties, and acquaintance role models as role models with weak ties. We analyzed the differences in personal attributes, entrepreneurial orientation factors, and learning orientation between the entrepreneurs with role models and those without role models. Also, the differences in personal attributes, innovativeness, proactiveness, risk-taking propensity, and learning orientation between the entrepreneurs with strong ties role models and those with weak ties role models were examined. The empirical analysis results are as follows. First, it was found that the proportion of women entrepreneurs without role models is higher. Second, the entrepreneurs with role models with weak ties tend to run larger scale start-ups. Third, it was found that the entrepreneurs with role models of weak ties tend to have higher learning orientation. Fourth, gender shows the greatest influence on th absence or presence of role models. Fifth, it was found that learning orientation and startup size have the greatest influence on the decision of the role model with weak ties or that with strong ties.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.1
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• pp.45-61
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• 2022

Despite of the consensus on the critical role of CEO and slack resources for strategic decision making, how they affect in the selection of strategic alliance type is limited. This study investigated the effect of CEO's experiential attributes and the venture firms' slack resource on the selection of strategic alliance type. To this end, this study used multi-variate logistic regression analysis with 1,813 Korean venture firms. The findings indicated that higher education level and large firm experience of CEO positively contributed to form an explorative alliance. And these two experiential attributes has negative effects on the probability of exploitative alliance formation. On the other hand, the entrepreneurial experience has no effect on the selection of strategic alliance type. This study also investigated the effect of slack resource - available slack, recoverable slack, and potential slack-. The more venture firms have available and potential slack, the higher probability of pursuing an explorative alliance. In addition, recoverable slack of venture firms has negative effect only on the selection of explorative alliance. The results of this study are expected to contribute the literatures of strategic management and venture firms by illustrating which CEO and firm-level factors affect the selection of strategic alliance type. This study also extends recent effort to better understand the selection of strategic alliance type with upper echelons theory and slack resource. And this study suggests implications that can increase the probability of successful decision making by venture firms in selection of strategic alliance type.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.2
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• pp.141-151
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• 2022

This exploratory study was conducted to derive the components of digital entrepreneurship by targeting the experts related to Information and Communication Technology (ICT). Through the review of previous studies and Delphi analysis, the major components of digital entrepreneurship were derived into the 'digital entrepreneurial orientation area' and the 'digital technology competency area'. The components of digital entrepreneurship are innovativeness, proactiveness, risk-taking, desire for achievement, ability to identify digital business opportunities, digital technology utilization capability, digital operation process establishment capability, digital technology development capability, digital technology acceptance, information exchange, and cooperation network establishment, digital-based customer acquisition and management was presented. The importance and execution of success factors were measured through IPA analysis. The first quadrant(keep up the good work) includes proactiveness, ability to identify digital business opportunities, and ability to establish digital business processes. The second quadrant(concentrate here) includes innovativeness, digital technology development capability, and digital technology acceptance. The third quadrant(low priority) includes risk-taking, desire for achievement, digital technology utilization capacity, and digital-based customer acquisition and management. The fourth quadrant(possible overkill) includes information exchange and cooperation network establishment. This study is meaningful in that it presents the concept and components of digital entrepreneurship for digital entrepreneurs that can be applied in Korea.